Critical Analysis for Managers Essay Example | Topics and Well Written Essays - 1500 words

Critical Analysis for Managers - Essay Example Disneyland is the first theme park in the world which was built under direct supervision and guidance of Walt Disney. Disneyland Park proclaims to be the â€Å"happiest place on earth.† As this theme park witness largest cumulative visitors attendance as compared to any other amusement parks in the world, it is evident that operations and maintenance of the park is delegated in the hands of a large number of managers who are directly or indirectly responsible for the grand success of the theme park since 1955 (King, 1981). The paper will explore the prevailing distinction in cultural and systems in Disneyland and effect of globalization into the organizational patter and mechanism of employees as the key consideration of analysis. Organizational culture is a significant aspect that aims to standardize values, norms and practices within an organization whereas the objective of organizational system is to ensure smooth functioning of all the operations of the organization. According to Alvesson (2012), organizational systems are more inclined towards strategy implementations and successful coordination among managers for executing such strategies. Cameron and Quinn (2011) have identified that in this era of globalization, assimilation of employees from different cultural dimensions and from different race, religion, societal status and background, have been very much prominent within any organization operating in the international circumference. Therefore, it becomes necessary for all such organizations to establish a definite and distinct culture that may integrate all the employees within the organization. In contrast, research of Gupta (2000) has shown that the organizational system must be contingent in nat ure i.e. it must vary according to the prevailing business scenario and requirement. As technological progression and continuous skill development take place at a rapid speed, not much time has been

Racism and discrimination Research Paper Example | Topics and Well Written Essays - 250 words

Racism and discrimination - Research Paper Example It also highlights racism at schools in Canada and in larger society against members of various ethnic groups. It may sound surprising but the fact is that racism is taught in school in the form history. A teacher in who teaches in a school where the kids belong to the blacks highlights that she teaches the history of the white to the black children. Automatically it generates hatred among the whites and the blacks, which eventually leads to discrimination on the bases of color. Hence, the teacher highlights that the she herself dose not incorporate the elements of discrimination rather it is the textbooks that lead the teachers to the arena where discrimination and racism automatically seeps, in to the teachings in the classroom (Dei, 2011). The data available showed that the bullying on the bases of ethnic groups particularly aboriginal Canadians is significantly visible in schools (Dei, 2011). These cases showed that racism includes bullying along with physical abuse and name calling in schools. Other minority groups such as Muslims also face certain level of racism and stereotyping in Canada (Haque, 2010) Mehta, D. (2012, December 11). Aboriginal Canadians face racism, stereotyping in urban health care: report. Retrieved February 12, 2013, from CTV News:

American history Essay Example | Topics and Well Written Essays - 2000 words

American history - Essay Example Moreover, the North, the South, the Free Soilers, and the Republicans had their own ways of definitions. They differed in their views as follows: Lincoln defined liberty as the ability of a citizen to do what he wishes for himself, and whatever that is a product of his labor. This made slave trade an oppression since the person who created labor was not the same one who used it, rather a different person got the freedom to utilize it. In addition, Lincoln defined Liberty as a condition where citizens could do anything they desired with others and anything they had generated with their labor. The definition of slavery was therefore not a matter of liberty, but that of human rights. On the other hand, Stephen Douglass questioned most of Lincoln’s quotes against freedom. He disagreed with most of the phrases, arguing that America had been existing half slave and half free, several years. His view was that there was no issue about some people being at liberty while others were not ; the system should have continued. The U.S was a big country and what Liberty meant for one region was not the same as the other. Differences between the North and South view of Liberty To the North, both liberty and power resided often with the community as compared to individuals. Societies had both the liberty and the duty to rule themselves as per their own wishes to invest in their general good, and to punish or favor people whose behavior threatened or improved the rest of the community. An individual was responsible to balance personal desires and needs against entire good of the community. In return, the community was responsible for caring for the sick, educating the young, and providing for the less fortune. This support expanded every person’s liberty to live in self-respect and prosper. In contrast, the South believed that the degree of liberty that one enjoyed was a directly given by God in the social hierarchy. More authority was determined by the level of stat us one had, and thus, one with more authority had more liberty to exercise. This meant that one had more â€Å"liberties† with the rights, properties, and the lives of fellow citizens. How the Free Soilers differed with the Republicans on the meaning of liberty The Free Soil party adopted the motto, â€Å"Free Soil, Free Labor, And Free Men.† They opposed the expansion of slavery into the western regions and believed in freedom and equal rights. No party had powers to make a slave than to make a leader. The free soilers viewed that through forgetting all the past political disagreements, they could form a union of free men, to obtain liberty, and have a common goal. Liberty meant having the rights to free labor without the violence of the slave authority, and to safeguard free soil for free citizens. The Republicans had the conception that, an agent is free because he is not dominated by other agents. He is dominated only when and because others have capabilities of in terference, deliberately and on a random basis, in particular choices that he has an opportunity to make. Conclusion Although the word Liberty was used by various elites and communities to give it a different meaning, the issue at hand remained to be slavery. Lincoln’s definition was the most logical, particularly in this context. Anyone who had never read about Lincoln’s declaration of liberty would probably define it in the same way. Question 2: The meaning of the fourth of July

Recruitment and Selection in Effective Human Resources

Recruitment and Selection in Effective Human Resources The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment and selection, as a part of effective Human Resource Management is the key to achieving a competitive advantage for an organization. Nowadays, one of the most important concerns for all the business is that of people. The emphasis is on having the right people in the right place at the right time (Lanz, 1988). Seeking new employees is an essential element for each employer, not only in organisations where particular emphasis is placed on the companys human resources policy. Each employer wants to hire the most appropriate candidate for the job who not only has the right qualifications but whose personality will blend in well with the companys structure. The choice of the right people to form a team in organization is one of the most important factors leading to its success. Hence, to achieve this, a company has to pay a huge attention on the recruitment and selection process. Effective recruitment and selection procedures are vital in attracting and retaining high quality staff so every company should take them deeply into consideration. Moreover, human errors are much more expensive in comparison to such assets as land and capital, and often result in serious irreversible consequences. Here I need to add what are the goals of this dissertation I thinkà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.and what Ive included in a first chapter, secondà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ RECRUITMENT AND SELECTION Definitions of recruitment and selection Conducting business activities and competition between companies in developing international markets show, that Human Resource Management is the source of permanent competitiveness in contemporary business. This domain is not a single, simplified function, but a group of plans, systems, tools, processes and services. Each of these elements provides huge possibilities for profit, provided that one can use effective solutions in exploiting them. As the field of Human Resource Management has strongly changed in recent years, organizations were obligated to become more dynamics and complex. John Storey (2001, p.6) says that It is human capability and commitment, which in the find analysis distinguish successful organization from the rest. This sentence is essential to understand the fundamental tensions and ambiguities associated with Human Resource Management. People are non-material assets of a company and due to their importance have a strategic function. For that reason, recruitment and selection process should be permanent implicated and developed in company structures. According to Pilbeam Corbridge (2006) recruitment and selection process is based on action between applicant and job, which is dependent on stating a need by an organization, using the most appropriate recruitment and selection techniques and on reviewing, evaluating and modifying the recruitment and selection system in the light of experience. Bratton Gold (2003) defined recruitment like a process of generating a pool of capable people to apply for employment to an organization. Furthermore recruitment is a process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, developing their interest in an organization and encouraging them to apply for jobs within it (Mondy Noe, 1993; Crawford, 2004). During this process, efforts are made to inform the applicants fully about the selection criteria of the required competencies that will lead to effective performance, as well as career opportunities the organization can provide the employee. Whether or not a particular job vacancy will be filled by someone from within, or outside, the organization depends on the organizations human resource policies, the requirements of the job to be filled, the talent to be found and, often, the organizational politics surrounding the decision (Nankervis et al., 2002). Beardwell (1994, p.192) als o indicates that the process of recruitment has two important purposes. Firstly, recruitment should focus on both attraction and retention of the interest of applicants suitable for a given job. Secondly, it should create a positive image of the organization in the eyes of people who come in contact with it. Newell and Shackleton (2000, p.113) define recruitment as the process of attracting people who might make a contribution to the particular organization. The importance of the recruitment function is clear when one realizes that by hiring the most competent applicants the firms performance can be significantly enhanced. In the course of this stage, it is the employer who must encourage the best candidates to apply for a position in the company. Selection is the process of selecting candidates who have relevant qualifications to fill jobs in a company (Mathis, R., 1991, p. 209). For the employer it is a stage during which decisions are made on who is the most appropriate of all the job applicants. The key point of selection is how to make fair and relevant assessment, which indicates strengths and weaknesses of applicant (Boxall P., Purcell J., 2003, p.141). Conversely, the quotation by Townley (1999, p.97) defines the notion of selection in that (à ¢Ã¢â€š ¬Ã‚ ¦) by definition, it involves a process of discrimination, and the opportunity for managers to emphasize employee acceptability or the good bloke syndrome, rather than suitability residing in task-based criteria. It is a much diversified process: it may be short and simply boil down to reviewing and closely reading job application documents, and hiring a person. Or it may be a longer process also including a job interview and other techniques aimed at finding the best people. Pilbeam Cordbridge (2006) assert that good recruitment and selection is important element of the HR strategy, its forecasting requirements and a key to getting the appropriate people to attain a business goals. Moreover, recruitment and selection is a necessary element of people resourcing strategy, due to communicated policies, procedures and practices can considerably play a part in effective organizational performance, (à ¢Ã¢â€š ¬Ã‚ ¦) to good employee relations and to a positive public image (Pilbeam Corbridge, 2002). Both the activities are directed towards obtaining suitably qualified employees. Recruitment activities lay the groundwork for the selection process by providing the pool of applicants from whom the selectors may choose. Although, the two activities are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members. Recruitment and selection are the most important activities in an ongoing cir cle (shown in Fig.1.1) of an organisation as a whole. Figure 1. Recruitment and selection in an organization (Pilbeam Corbridge 2006, p.143) Inappropriate selection and recruitment decisions can have a range of undesirable consequences for the organization and the recruit, including: reduced organizational effectiveness, invalidate reward and development strategies, unfair for the person applying for job and higher rates of turnover. Recruitment and selection are one of the most fundamental elements of the strategy of human resources managing. A wise choice of employees plays a key role in the functioning of an organization. Framework: Recruitment Selection Recruitment and selection are works of the same system and they are so closely connected, although as Foot Hook (cited in Rayner Smith, 2005 p.121) suggest that each requires a separate range of skills and expertise, and each function may in practice be fulfilled by different staff members, or indeed the recruitment function, but not normally the selection decision, may be outsourced to an agency, so it makes sense to treat each function separately, but Pilbeam Corbridge (2006) note that they are not mutually exclusive functions. Hence is many approaches to recruitment and selection tend, however they distinguish that a system has inputs, which are the candidates, a processing unit, which consists of various methods and techniques and outputs, which are also effective employees or candidates, who go back to the labour market and are or eliminate by the recruiters or choose to exit from the process. As Figure 1.2 shows, the recruitment and selection process and techniques are influ enced by the external factors like legal framework, economic situation, social and demographic changes, competitor activity, labour market characteristics and has some sub-systems to it which are interdependent to each other, changes in one will effects the others and also the quality of output. According to Pilbeam Corbridge (2006) theory the systems approach gives an analytical skeleton and allow diffusion through the selection and recruitment sub systems, which are: attraction, reduction, selection and transition. Whereas Kochan Barocci model (cited in Beardwell, Holden Claydon, 2004) point out that organizations have life cycles, and that recruitment, selection and staffing policies vary according to an organizations perceived stage in the cycle. While Goold and Campbell conclude that human resource strategies depend on management profile, whether is it strategic planning, financial control or strategic control (ibid.). Furthermore Anderson and Shackleton (1998, p.15) notice that recruitment and selection as a system is (à ¢Ã¢â€š ¬Ã‚ ¦) comprised of a series of inter-related components. Important observation about the maxim of chronological dependency, says that it can only be as accurate as decision made in early stage to pre-screen down number of applicants. They emphasize that assessment techniques should predict and also affect on the future performance of employee. It is important here, to say that Human Resource Planning (HRP) is connection between strategic business planning and strategic Human Resource Management. This connection is the most visible in the recruitment and selection of specific numbers of employees with particular abilities, which match to companys requirements. This view made by Paul Iles (2001, p.139) shows why employees, as the most valuable assets in company, should be align to strategic business plan. Nowadays is a lot of variations in recruitment and selection practices, reflecting an organizations strategy and philosophy towards the management of people. That is why many organizations developed frameworks, which allowed them approve a variety of selection and recruitment techniques in order to identify and confess the right people (Bratton, J. Gold, J., 2003, p. 223). Figure 2. The System Approach to recruitment and selection (Pilbeam Corbridge, 2002), p. 115. Process of recruitment and selection Recruiting is an extremely complicated process consisting of many phases. Before recruiting, the company needs to proceed with planning phase. Each organization thus must consider a number of important steps in the planning phase. Firstly it should forecast human resource needs, than specifies job requirements as well as identifies and uses appropriate recruitment channels (Beaumont, P., 1994, p. 57). When planning to recruit one should also include: discussions with clients to predict future hiring needs; maintenance of a contacts network (candidates, employees, competitors); development and maintenance of a strong employee referral program; investment in recruiter training and development; cooperation with management to ensure adequate budget (American Management Association International, Aug 2006, p.10). The command to start the recruitment process comes from senior managers and should be based on a review of the situation to determine that recruitment actually exists. It means, that it should be made recognition of the needs for new human resource. To minimize the risk of wasted money, job analysis should be well done. For the first, job description should be written very carefully. A job description makes it possible for the recruiter to outline what duties, responsibilities and the reason behind the vacancy i.e. expansion, member of staff retires, and the position within th e structure of the organization (Beardwell, I., 1994, p. 195). The first step in the development of a job description is to establish the purpose and general objectives of the post, and then to analyse the requirements of the job. This process is called job analysis, and is particularly important in circumstances where you are preparing a job description for a new or significantly changed post. Job analysis helps to clarify the duties, responsibilities and other job demands. It also helps to identify the skills, abilities and experiences that someone would need to possess to be able to perform satisfactorily in the role (UCD Staff Manual, August 2005, p. II). The process of writing a job description can be very time consuming, especially if company dont provide any system for job analysis. This involves other co-worker from department in context to collect essential information about business nature and actual duties. To accurately recruit candidates, the second part of job analysis personnel specification is required (Beardwell J., 1994, p.195). Person specification is amongst one of the important factor of recruitment and selection that comes after the job analysis and job description as it relates to the person doing the job. Job analysis is the first stage of the whole recruitment and selection process and everything else is built upon it. It aims at finding out what is involved in the job that is now vacant. The effects of a mistake at this point are likely ricochet throughout all subsequent stages whereas job description involves the task and the scope of the job. The person specification profile is the people characteristics required to do the job effectively. The fact that an employer draws up a person specification demonstrates an attempt to introduce some objectivity into what can otherwise be very subjective process. Rather than relying on personal judgements about the knowledge, skills and qualities the successful candidate should possess, the emp loyer with a person specification is following much more methodical and reasoned process. The person specification can be included with the information sent to the candidates to give them more detail about the requirements. It is a good practice to design and send to candidates a form showing each requirement and how it will get assessed (Foot Hook, 2005). Two well-established systems of person specification frameworks discussed by Beardwell and Claydon (2004, p. 205) are (Roger, 1952) seven-point plan and (Munro Fraser, 1954) similar five point plan, illustrated in Table.1.1 and 1.2. It is important to be as precise as possible about the skills, knowledge, qualifications and attributes that are required for the job and about the experience and personal characteristics that are needed. It is good practice to specify what is essential or the minimum required to perform the job, as well as what is desirable. It is also necessary to think about the context of the job and the wider org anisational requirements to specify any elements of person-organisation fit that are important. Munro Fraser (1954) Impact on others: physical make up, appearance, speech, and manner Acquired qualifications: education, vocational training, work experience Innate abilities: quickness of comprehension and aptitude for learning Motivation: individual goals, consistency and determination in following them up, success rate Adjustment: emotional stability, ability to stand up to stress and ability to get on with people Table 1. Person specification framework (ACAS cited in Beardwell Claydon, 2004). Rodger (1952) Physical make-up: health, appearance, bearing and speech Attainments: education, qualification, experience General Intelligence: Intellectual capacity Special Aptitudes mechanical, manual dexterity, facility in use of words and figures Disposition: acceptability, influence over others, steadiness, dependability, self-reliance Circumstances: any special demand of the job, such as ability to work unsocial hours, travel abroad Table 2. Person specification framework (ACAS cited in Beardwell Claydon, 2004). When the process of job analysis has been completed and clearly identified, the next step in recruitment process is to attract quantity of suitable applicants with desired features. Company should consider some factors, like companys budget, level of vacancy, time and selection technique in order to choose the right way in recruitment process. Larger companies generally have a larger budget and are more able to find the best candidates for the job. Effective use of recruitment tools depends on the available budget. This due to the fact that recruiting is expensive and the more selection techniques used the higher the cost to the company, but in doing this the company has a better chance of finding the best candidate. The cost of recruitment and selection is not the only cost the company has to include in its calculation searching new candidates. The other costs the organization should take into consideration are costs of training selected candidates to undertake contributing role to the organization as well as the costs of recruiting and selecting the à ¢Ã¢â€š ¬Ã… ¾wrong person (Cornelius, N., 1999, p. 29). Every company should adapt recruitment and selection costs to its policy, capabilities and vacancy and on this basis consider if to recruit internally or externally. Furthermore the level of vacancy is another one of the factors a company should consider before choosing a specific method of recruitment and selection. The decision making process is stipulated by individual needs of a company. In order to start the process of recruitment a company should have free vacancies. In fact, managers should decide if a free capacity either proves to be a job opportunity for a potential employee or whether there is an alternative option to resolve the situation. Hence, recruitment and selection processes should not be taken, when there is another opportunity, like reassigning the task to other employees or automated task, so than human resource are no longer required. We need to notice, that the higher level of vacancy provides more sophisticated methods of recruitment (Newell, S., Shackleton V. 2001, p. 25). Another concerning question a company should frankly answer is what kind of selection technique they need to apply, i.e. the one which may facilitate effective employment. A company should frankly answer the question concerning the kind of selection technique they may need to apply, i.e. the one which may facilitate effective employment. Bratton (2003, p.227) notes that appropriate selection technique should recognize the way in which people differ and must be extended to a prediction of performance in the workplace. The twenty-first century organization of work has lost a variety of available methods which give credibility to techniques that attempt to measure peoples attitudes and overall personality. The literature on the subject of organization differentiates between many selection techniques. The basic methods like application form or curriculum vitae are rudimentary to employment interviews. This phase of recruitment process is called pre-screening candidates, which will help t o reduce the numbers of unsuitable candidates and to apply more detailed methods of assessment. After pre-screening is time for candidate assessment. An extensive range of assessment methods is currently available to the recruiter like : biodata, assessment centre, work sample, references are very useful and reliable. Nevertheless the use of interviews is still the most popular selection method in the world. Branine (2008) founds interviews to be the main part of the selection process and that there had been awareness of the danger of subjectivity in the conduct of interviews. To avoid such danger, Gabb (1997, p. 64) argued that companies often prefer an interview panel of two or sequential interviews with different people. A recent comparative study of six countries found that the interview was one of the most popular selection methods. Despite, interviews being reported very often to be subjective and unreliable. It seems that the face-to-face contact with the applicant and the po ssibility of assessing the candidates social and communication skills are the main advantages of the interview, and hence the main reason for using it. While the trio of application form, interview and references is still popular, there have been further developments in incorporating those with the use of assessment centers which has been reported to be in the increase (Branine, M., 2008). Assessment centers are described by Pilbeam Corbridge (2006, p. 157) as useful in penetrating behaviors relating to interpersonal relationships, leadership, influencing ability, sociability, competitiveness, self-motivation, tolerance, persuasiveness, and decisiveness. Assessment centers have become popular venues for the selection of candidates, the identification of their potentials and the assessment of their training and development needs. The number of multinational companies from the USA has increased, more and more large companies are using a variety of tests ranging from ability to aptitude, personality and intelligence, especially those companies who receive a large number of applications and those needing more skilled employees. But as Marchington Wilkinson (cited in Beardwell, I., Holden, L. Claydon, T., 2004) quote none of the techniques, irrespective of how well they are designed and administered, is capable of producing perfect selection decisions that predict with c ertainty who is or who is not bound to be a good performer in a particular role. Figure 1.3 shows the accuracy of selection methods. According to Beardwell et al. (2004) the enlargement in using assessment centers and selection testing like a more accurate methods, can help to improve the effectiveness of the selection process. Though, assessment centers are believed to be the most influential selection method in organizations, but still the higher percentage of the firms considering interviews to be the most important selection method. However, doubts about accuracy push employers to approve the interview formats or supplement the interview with the other selection methods such as tests or work simulation (Beardwell et al., 2004). Data about accuracy of various types of selection techniques covers large differences within each technique. It needs to be considered in that point reliability and validity, but the detailed aspects of these two key criteria, which are already mentioned, are going to be explained in the following part of this dissertation. Table1.3 The predictive accuracy of selection methods Source: Anderson and Shackleton cited in Beardwell et al. (2004, p. 216)) Selection methods concept of validity reliability Reliability and validity, as statistical concepts, are very important for selection methods. Reliability is a link to the extent to which a selection technique achieves consistency in measuring. The statistical analysis normally provides a coefficient reliability. In summary of results, the higher will be coefficient (that is, the closer it is to 1.0) the more dependable the technique (Bratton J., 2003, p.235). Figure 3 shows the validity, estimated by meta analyses, of many selection methods. Good selection methods must meet four basic requirements: practicality, sensitivity, reliability and validity (Price, A., 2000, pp. 148-149). Practicality of the selection method means that it should meet the constraints of cost and time, whereas sensitivity focuses on distinguishing one candidate from another. Reliability of the method can be considered in three aspects: test-retest reliability the duration should not have an impact on the score when doing the same tests; inter-rater reliability the same scores should be given by different interviewers; internal consistency different questions measuring the same competence should give comparable results. Equally, validity has also three aspects: face validity tests are more acceptable when candidates find relevant questions; construct validity and predictive validity how well the suitability of candidates for the position is predicted (Price A., 2000, p. 149). It is possible to make a credible selection decision when the requir ed criteria are clearly marked out. If the criteria are not made clear it will be difficult to make an appropriate decision and will also be difficult to validate the selection process (Torrington, D., 2005, p.142). According to the study of Levy-Leboyer mentioned in the Cornelius book (1999, p. 39), the validity of many selection methods is debatable and that is why they should be used with care. As the high validity the following selection methods are thought: work sample, aptitude test, assessment centre and cognitive test. Medium validity has bio data, and the low validity: references, interviews, personality tests, whereas graphology and astrology do not have any validity (Cornelius N., 1999, pp. 39-40). Moreover validity studies carried out by Taylor (1998) and referred to by Armstrong (2006) found conventional interview methods to be questionable and suggested that alternative selection methods such as biographical data, assessment centres and work tests are more accurate methods of selection. While many studies in recent years have raised concern about selection and validity, the most widely used methods remain the classic trio application form, interview, and references (Taylor 2001). Early research showed that unstructured interview did not have high validity, so as to improve its validity interview should be more structured. It means that all applicants are asked the same questions and the same dimensions are used to assess applicants. Structured interviews should potentially increase the quality of decisions made (Newell, S., 2001, p. 33). However, according to Heffcutt Arthur (1994, pp. 184-190) improving the structure of interview does not increase validity. The question remains therefore, that if these methods are among the least valid, why are they still so popular? Armstrong (2006) suggests it is the comfort factor and that recognition needs to be given to the fact that both interviewers and interviewees like them and have grown to expect them. This is also known as mentioned before face validity. He also suggests that most interviewers / organisations may not be aware of what the research suggests. When compared with other selection methods, the classic trio is relatively low-cost and provides the opportunity to have a face to face meeting. In examining selection methods, Armstrong (2006) further suggests that too much innovation in selection methods may turn prospective candidates off. While some organisations may see this as a form of de-selection, the danger is that potentially high calibre and not just the less suitable candidates may be turned off by lengthier and more drawn out selection processes; even if they are more valid. However, Cornelius argues that using different methods of selection can increase the certainty of selecting the right applicant in a fair way (1999, p. 40) Figure 3 is based on Schmidt and Hunters (1998) review and shows the validity, estimated by meta analyses, of many selection methods. Source: Schmidt, F. L., Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research .Findings. Psychological Bulletin, 124, 262-274.

Madame Bovary :: essays research papers

Madame Bovary   Ã‚  Ã‚  Ã‚  Ã‚  Emma Bovary is a victim of her own foolish disposition fueled by her need for change, her incessant waiting for excitement to enter into her life, and her romantic nature. All of these things, plus her constant wavering of one extreme to another, also contributes to her suicide in the end. Throughout this story there are many vivid examples of her foolishness.   Ã‚  Ã‚  Ã‚  Ã‚  In the beginning of the story she has a desire to change around the house, some might say it is a stroke of individuality. The action is actually the first taste that we get of her incessant need for change. With every change that she makes, she is trying to find the happiness she is longing for.   Ã‚  Ã‚  Ã‚  Ã‚  When Emma found out that she was to have a child, she was excited. Emma particularly wanted a boy, because she thought that it would come along with new and exciting experiences. Once she had the child, it was not a boy, she quickly lost all interest in the child. An example of Emma’s fluctuation of moods is after Leon left (part II, chapter 6). Once he left to deem herself form the lack of love toward her husband, she became the model wife. Emma went from constantly thinking about another man to a woman that no one would dare even thinking about accusing her of even considering adultery.   Ã‚  Ã‚  Ã‚  Ã‚   There was also another moment when she decided to go see the priest at the church (part II, chapter 7) to seek spiritual guidance. The priest, however, seems to assume that all she needs is a cup of tea and sends her on her way. Once Emma gets home, her daughter seems to want to console Emma, but Emma just pushes her away and yells at the child to leave her alone. Emma pushes her so hard that the girl falls and cuts her head. Then Emma cries and yells frantically for the servant girl. As if she actually cares for the child and pretends that the child did it herself.

Free Hamlet Essays: A Freudian Reading of Hamlet :: GCSE English Literature Coursework

A Freudian Reading of Hamlet  Ã‚  Ã‚      There are many different theories in the world today. The theory that will be discussed in the following paragraphs is the Oedipus Theory, and how it relates to Hamlet. So what are we talking about again?! What I mean is did hamlet have true romantic feelings for his mother? Well I don’t know, am I him?! No seriously this messed up guy was going through a lot, his dad died and came to him as a ghost, his mother married his uncle, his girl jumped off a bridge and his buds are back-stabbers! Come on now what would you be like after all that? Oh ya my topic is his relationship with his mother! Oops! So what is the Oedipus theory again? Well its all this crazy thinking by this cool cat guy named Freud! Wow what character! Well what this guy thought was that boys have unconscious sexual motives for our mommy’s! Ya that nice woman who blows you kisses, makes cookies, and buys your clothes. That’s right! Well before you right Freud off as a weirdo think about it! I sure did and in the following paragraphs, you will see how I get the feeling that Freud is right, (in this one) and Hamlet did have such unconscious motives for his mother.   Ã‚  Ã‚   It was Freud himself who, in an essay published in 1905, was the first to try and resolve in psychoanalytical terms the enigma offered by Hamlet’s behaviour. According to Freud, the personal crisis undergone by Hamlet awakens his repressed incestuous and parricidal desires. The disgust which the remarriage of his mother arouses in him, as well as the violent behaviour during their confrontation in the queen’s bedroom, are signs of the jealousy which he constantly experiences, even if unconsciously. The bedroom scene is one example amongst many of Hamlet’s aversion to sexuality, which he more often than not associates with vulgarity and sickness. Despite his violent reactions, he is nonetheless fundamentally incapable of acting, Freud tells us, because he cannot bring himself to avenge himself on the man who has killed his father and taken his place at the side of his mother. These are some pretty strong influences that would make a person nutty donâ €™t you think? Well how about some evidence from the text hunh? Sure no problem! The Ghost's announcement that the father's death is a great example.

Military Family

The military family experiences several challenges in their working conditions. This ranges from culture, pressure they experience from work, low pay, and poor housing conditions among others. Culture basically refers to people’s way of life. The military has been treated in the past time in a way that reflects that they live in a vacuum or space. Therefore the major challenge or crisis the military family experience is the stress they get on deployments. These people have physical and family separation when deployed in other areas. They feel that they belong to a different world where people do not exist. The military troops are also not expected to have their families with them. The frequent deployment has therefore made a lot of the military army to remain family less. They can have a family if in the real sense they would not have enough time for them.(Rhea,1998,p21). The other challenge that has been raised by the American Military Service Personnel and their families is the stressful condition in the work place since the September 11, 2001 bombing. These people face psychological risks and mental health-related problems as a result of frequent deployment rates. Life within most of the military families has been constantly changing whenever a service member is deployed to a combat zone. Most of them have been killed with majority sustaining physical wounds and a range of permanent disabilities. Some of the disabilities included traumatic brain injury and eye problems. Some of the members who were deployed in the support of the GWOT returned from the combat zone with a lot of psychological injuries. The military members also are faced to the kind life that changes in areas they are deployed. This was experienced especially those who were deployed in Iraq and Afghanistan. Majority of them found themselves dead. Could be the kind of topography in this area outweighed their experience. They did not have the appropriate survival strategies which are highly adaptive in a combat environment. This was the biggest challenge to the families of these people. The family life was seriously affected by the exposure of the combat environment making the families suffer a lot of psychological stress (Stephen, 1985, p64). A part from sustaining physical and psychological injuries, the military families also faced a number of problems as a result of frequent deployment. The living conditions where they reside is very poor and not worth for human health. These people do have families comprising of children who need special care. So in most cases a lot of health related problems do emerge among the family members of the military officers. This even makes them have a feeling of not having a family. Most of the houses they live in are just meant for survival since they are not permanent in areas they are deployed. Therefore poor housing condition is a major challenge faced by these families. The other challenge faced by the military members and their families is lack of adequate medical care given to them. Generally it is very true that these people tend to live in remote areas where the climate is not friendly. Like in Iraq and Afghanistan the place is just too dry with extreme temperatures experienced during the day and night. Since they lack proper medication most of them return home with several diseases developed. (Sonia, 1999, p34). The other challenge faced by the military members and their families is ineffective deployment timetable. Most of them complain of lacking time for their families. Therefore a suitable deployment timetable should be structured in such a way that their interests are catered for. These people are human beings just like us. Therefore they suffer from emotional stress when subjected to a lot of pressure and stress.   It is the right for these people to have a family member.   It therefore goes without a say that too much work make Jack a dull boy.   Therefore some periods like holiday should be provided to the military troops to help them have time with their families. (James, 1997, p98). Most of these military service men also complain about lack of motivation.   There was no even proper and effective compensation that was given to family members who lost their people during the war and bombing attack.   Those who were compensated were given a low pay that could not match the service offered so lack of compensation and motivation to the military officers and service men bring a lot of issues to be discussed. Several measures have been put into place to address the challenges and problems send by the Military Family Association which is a non profit organization has been formed with an objective to influence the development and implementation of polices.   The polices mainly focuses on the improvement of lives of the military family members.   The National Military Family Association was also formed with a mission of serving the families of the seven unformed services through offering education, information and advocacy.   This is basically offered by its staff who volunteers to help on military family issues. In order to address the psychological needs of the military members and their families, the American psychological Association (APA) President came up with a task force to address the issue.   The task force was given the responsibility to identify the psychological needs of military members and their families during and after deployment.   The task force was also able to develop a strategic plan for working with the military and other organizations such as NMFA in order to meet the military members’ needs.   Among the services the task force was to provide include medication to the members who reformed from the combat zone. (Barbara, 1996, p65). The department of Defense Investigation general has also come up with a program to evaluate the military Mental Health systems to address the health related issues. The American Department of Defense (DOD) has also formed military compensation as one of the tools used to attract more people and even retain the solders in their work.   Military compensation work on the principle that all service members including reserve and active ones should be treated fairly. This was a sign of motivation to the service members and their families. The US president, Bush has also come with a good policy in support of the troops.   There has been tax relief for the American military families.   The military service men have been exempted from paying some tax thus the overall tax they pay is lowered.   This is a motivation factor to make them feel loved by the people they serve.   There has also been improvement on the pay for the military officers/personnel.   The increase in pay is a way of encouraging and also motivating them to perform their duties with utmost good faith. Health care improvement has also been initiated for the families of the military personnel and service men.   This was to address the poor condition of those who returned from war with physical wounds.   The other achievement that the department of defense has made is coming up with a deployment time table to serve the interest of the service men.   Today many people are joining military because of the good condition of the work place the government has put into place. References Barbara, C. A. (1996). Family and Gender and Race; Family and Development Perspectives.   London. The Haworth Press, Inc. James, E. (1997). Fighting on Two Fronts: African, Americans and the Vietnam War. London: Barnes & Noble. Rhea, V.A. (1996). Family and Gender among American Muslims: Issues Facing Middle Eastern; London; Temple University Press. Sonia, P. (1999) Eat First – You Don’t Know What They’ll Give You; New York: Xlibris Corporation. Stephen, M. (1985). The Trauma of War: Stress and Recovery in Vietnam Veterans. New York: American Psychiatric Publishers.