American individualism Essay Example | Topics and Well Written Essays - 500 words

American individualism - Essay Example Individualism becomes part of American culture as it is nurtured in the homes a children grew up. As a child, American children are taught to become independent, both emotionally and economically by their family. This kind of upbringing is observable on how American raise their children. For example, when an American child falls down, the child is encouraged to stand up by himself or herself as a way of teaching individualism. American children are also given their own rooms where they could do anything with it which nurtures individualism beginning at childhood. Individualism is also reinforced by society as the child grows up to become adult. Growing up, an American is often praised for doing things by himself or herself. Material success associated with the achievement of an individual is also glorified in American society. For example, individual success is featured in almost all of its media with all its material attachments making individualism a desirable trait because it is financially rewarding. American society also puts more credit on individual success than collective success. The long held American idealism of freedom which is present in America psyche also equates to individualism that further reinforces individualism. Individualism is continuously practiced in American’s everyday life that make it integral in its culture. Individualism permeates in every sphere of American life cementing it as a value among Americans. This is expressed in many ways in American society. For example, Americans respect individual effort more than collective effort compared to other cultures such as the Thai. American importance towards privacy and of leaving people alone to do their own business is also a manifestation of how individualism permeates and expressed in American’s everyday life. In sum, American individualism becomes part of American

An Evaluation of Academic Performance of Grade 1 Pupils with and Without Early Childhood Experience Essay Example for Free

An Evaluation of Academic Performance of Grade 1 Pupils with and Without Early Childhood Experience Essay â€Å"Bright minds make bright future!† Preparatory children nowadays are far better than before they are more advanced in teaching and more capable of absorbing the methods of learning that used with them. Modern teaching accompanied with modules and analytical measures develop the preschooler’s memory retention that serves as the foundation of their education. Kids today are more willing and not afraid to try to discover new ways and methods of learning. The value of preschool is a hot topic these days. A small but growing number of studies link enrolment in preschool or child care centers (which typically include a preschool curriculum) to higher cognitive and language scores on kindergarten-entry tests The early childhood stage is a permanent learning stage. Whatever they learn now, they will take home. This preschool education is the provision of education for children before the commencement of statutory education, usually between the ages of three and five, dependent on the jurisdiction. The institutional arrangements for preschool education vary widely around the world, as do the names applied to the institutions. Effective preschool education can help make all children ready to learn the day they start school and, more importantly, help close the enormous gap facing children in poverty. Preschool gives our kids the strong foundation they need to be successful in school and in life. Children who attend pre-kindergarten programs have bigger vocabularies and increased math skills, know more letters and more letter-sound associations, and are more familiar with words and book concepts, according to a number of studies (Patson P. Opido 2010). The child is the ultimate concern in all educational processes. He is the beginning at the end of all educational efforts. The goal of education is to help every child grow up well-rounded; physically well-developed, mentally healthy, intelligently alert, emotionally secure and socially well adjusted. These can be truly achieved by giving attention to the child’s foundation. The first day of the children in school is a unique experience. It may be their first contact with big group of children. The difference among first grade pupils in their level of preparedness to grade one work may vary. The grade I teacher should be aware of the differences in the children’s readiness; some readiness is the springboard to do actions. Knowing pupil’s differences will guide the teacher on what to do to develop them to the fullest ( Lindberg and Swedo, 1995). A child born of a healthy, responsible and emotionally mature parents has a good foundation. His parents, especially the mother, guide him through the proper habits of eating, sleeping and cleanliness. An individual’s attitude toward himself and others, his behaviour either at work or at play, and his emotional roots in his early childhood experiences. What he learns at home constitutes the basis for future learning and adjustment. As the child develops social awareness, he needs to experience association with a larger group outside his home. Parents send their children to school simply because they want them to develop basic health habits and self sufficiency. Furthermore, this also includes the ability to use language patterns for simple and correct social attitudes in relation to the company of people around him, whether adults or other children and the appreciation of the aesthetic attributes of his immediate surroundings. Modern teaching accompanied with modules and analytical measures develop the preschooler’s memory retention serving as the foundation of their education. Kids today are more willing and not afraid to try to discover new ways and methods of learning. The value of preschool is a hot topic these days. A small but growing number of studies link enrolment in preschool or child care centers (which typically include a preschool curriculum) to higher cognitive and language scores on kindergarten-entry tests. The early childhood stage is a permanent learning stage. Whatever they learn now, they will take home. This preschool education is the provision of education for children before the commencement of statutory education, usually between the ages of three and five, dependent on the jurisdiction. Parents on the other hand, play a vital role in educating their children because they are their first teachers, which is the greatest contribution before a child ever begins his formal education in school. When a child enters the formal school, he carries out with him the acquired values from his parents. Just like the teacher’s task, if parents fail to perform their responsibilities, it may bring misbehaviour on their children which may directly or indirectly affect the child’s academic performance. In the Philippine public elementary schools today, inner tensions have been continuously affecting the learners going to grade one level, especially those who had never gone to any kind of schooling before. These learners entering grade one have many apprehensions. Most of them have no experiences in going to school. Parents are not capable of sending them to school especially those in remote and slum areas. Instead of giving their children a chance to study in Day Care Centers and Kindergarten in some public elementary schools, they ended up waiting for their to be accepted in Grade One. With these scenarios the pupils encounter difficulties in catching up with different skills like numeracy and literacy which are now the basic skills necessary in the first grade level of formal schooling. These children also suffer in relating themselves to their new environment, the school. In order to have a smooth transition from home to school and to prepare them socially and psychologically, the curriculum on the Early Childhood Experiences was recommended for adoption in all public elementary schools as included in Every Child A Reader Program ( ECARP). It aims to developing the reading readiness and developmental reading in Grade one as launched by the Department of Education. One of the major goals of the 2015 Education for All (EFA) is the expansion of the coverage and improvement of the quality of the Early Childhood Care and Development (ECCD) programs in the country. The present government administration in its Ten-Point Agenda has declared a policy calling for the standardization of preschool and day care centers. The Department of Education (DepEd) in support of this thrust will administer School Readiness Assessment Test to All Grade One Entrants, effective SY 2005-2006. The School Readiness Assessment (SRA) is a tool to determine the readiness of Grade One entrants in tackling formal Grade One work. The School Readiness Assessment Tool will be administered by Grade One teachers assisted by the Grade Two and Three teachers one week before opening of classes. The assessment shall not be treated as an entrance test or examination. No child shall be refused entry to Grade 1 based on the results neither of this assessment nor without preschool experience. To continuously determine the school readiness of all Grade One Entrants, the School Readiness Assessment (SReA) was administered. One of the objectives of SReA is to assess pupils’ readiness across the different developmental domains – gross and fine motor, receptive/ expressive language, cognitive domain and socio- economic domain. The result obtained was the basis for grouping the Grade One entrants. It was also used to guide Grade One teachers in providing appropriate instruction and assistance to address specific needs of the pupils. The result of the School Readiness Test in May 2011 identified that there were at least forty two point ninety eight percent of the school population of Grade One entrants were not ready. Children with No Early Childhood Care and Development (ECCD) has low average in pupils’ readiness across the different developmental domains – gross and fine motor, receptive/ expressive language, cognitive domain and socio- economic domain. Background of the Study The researcher is motivated by the above mentioned situation and this led to the conceptualization of this study. As an educator, the researcher is faced with the fact that there is an imperative need to strengthen and streamline the internal management of educational arrangements in order to achieve efficiency and responsiveness to trends and challenges of the next millennium. It is therefore the aim of this study to empower parents and positively influence them on affirmative effects of pre-school education in the holistic development of their children particularly on the advancement of their academic performance. The value of preschool is a hot topic these days. A small but growing number of studies link enrolment in preschool or child care centers (which typically include a preschool curriculum) to higher cognitive and language scores on kindergarten-entry tests. The early childhood stage is a permanent learning stage. Whatever they learn now, they will take home. This preschool education is the provision of education for children before the commencement of statutory education, usually between the ages of three and five, dependent on the jurisdiction. The institutional arrangements for preschool education vary widely around the world, as do the names applied to the institutions ( Bustos Alicia and Espiritu 1985). The Early Childhood Experiences Curriculum, hence all Grade One teachers are expected to implement it. Teachers are also encouraged to make use of local songs, games, dances and indigenous materials to enrich the curriculum. It is hoped that the Early Childhood Experience for Grade One will greatly benefit the children and strengthen efforts to make the schools child-friendly. Theoretical Framework This study is anchored on Edward Thorndike’s, Jerome Bruner’s, and B.F. Skinner’s Theories of Learning. These theories enabled the researcher in the conceptualization of this work. The Law of Readiness as advocated by Thorndike is associated with mind set. It states that when an organism is prepared to respond to a stimulus, allowing doing so would be satisfying while preventing him would be annoying. This law works well in this study because the children is mentally ready to learn. The Law of Exercise states that the constant repetition of response strengthens its connection with the stimulus, while disuse of response weakens it. The exercises given to the children using a modifiable connection like instructional materials enables them to acquire the learning easier and faster because the responses will be utilized, the stronger the connection to be developed. Thus, when a modifiable between a stimulus and a response has been made, it is strengthened if its results in satisfaction as the Law of effect proves. Jerome Bruner’s (1915) theory of Instrumental conceptualization is also applied as it involves (3) three simultaneous processes as: Acquisition, Transformation and Evaluation. This theory of learning believes that the acquisition of whatever form of knowledge acquisition, who selects structures, retains and transforms information. Teaching without the use of proper strategic plans will result to failure. Through School Readiness Assessment Test (SReA), pupils will acquire knowledge through different techniques used by the researchers. Hence, learning to read is facilitated by Skinner’s Theory. Conceptual Framework This study focused on the evaluation of academic performance of Grade One pupils with and without Early Childhood Experience of Sto. Nià ±o Elementary School. The independent variable consist of School Readiness Assessment Test (SReA) for children with and without Early Childhood Experience while the dependent variable is the academic performance of the respondents in terms of the following: Sensory Discrimination, Concept Formation, Numeracy, Reading Readiness and Construction and Visual Motor Integration.

What are the Four Policy Issues in the Pay Model?

What are the Four Policy Issues in the Pay Model? In the Pay Model, there are four polices that have been used for determining for paying the employee the organization such as internal alignment, external competitiveness, employee contributions and of the pay system but two most important pay model polices are internal alignment and external competitiveness. This is because in internal alignment look how job and skills related to importance to achieve organization objectives. In another way, we look also other method pay model, which is external competitiveness, which indicates of pay comparisons to with the competitor. Not only basic salary or wages are concerned but also what method of payment should be using the organization use for paying their employee of such as base, incentives, stock, benefits are used by these competitors use to compared to the pay mix we use to compete with other organization to stay remain competitive than competitor pay scheme. Compensation also related directly influence key outcomes like job satisfaction, attraction, retention, performance, flexibility, cooperation, skill acquisition and so forth. However, its influence may also be indirect by facilitating or constraining the effectiveness of other human resource activities (Gerhart and Milkovich, 1991). Compensation is only one part of the policies and programs organizations use to manage employee relations. Decisions regarding employment security, development and training, career opportunities, employee assistance programs are important to decide before proceed what method and how it can be done in compensating employee (Milkovich and Broderick, 1989). In this article not the only definition of external competitive and internal alignment are discussed but also why these elements are important to the organization to stay competitive and retain high qualified employee with skills and knowledge need by organization to focus on to achieve goals and objective of the organization that operates around the world that has been studied by many researchers before. We also see why external competitive element plays so many roles in determining the success of the organization rather than internal alignment in the organization. Definition of internal alignment and external competitiveness Internal alignment or internal equity is refers to comparisons among jobs or skill levels inside a single organisations (Milkovich and Newman, 2008). Jobs and peoples skills are compared in terms of their relative contributions to the organisations business objectives. In Internal alignment also focus on why pay relationships that motivating employees to choose increased training and greater responsibility in dealing with customers, internal pay relationships indirectly affect the capabilities of the workforce and hence the efficiency of the entire organization. This also agree by report Business for Social Responsibility (BSR) Report, 2008) that defines internal alignment is the set of commitments, strategies, policies, procedures, systems and behaviours that support integrated customer decision making based on suppliers commercial and ethical commitment and performance. This is translated into practice by the basic techniques of reward management, job analysis, job evaluation, and performance appraisal. The focus is on comparing jobs and individuals in terms of their relative contributions to the organizations objectives (Bratton and Gold, 2001). Pay relationships within the organization affect all three compensation objectives in internal alignment. This method also affect employee decisions which to stay with the organization or leave the organization. Then the organization must motivating employees to attend training and seek greater responsibility in dealing with customers, internal pay relationships indirectly affect the capabilities of the workforce and hence the efficiency of the entire organization. Fairness is affected through employees comparisons of their pay to the pay of others in the organization. If the internal alignment is refers in single organization but either way external competitiveness which refers to pay comparisons with competitors. This basically involves when implementing in organization which are, to be a pay leader, to match the market rate, or to lag behind what competitive organizations are paying (Bratton and Gold, 1999). Basically when practicing external competitiveness two ways first by setting pay level that is above, below or equal to that of competitor secondly, determining of pay mix relative to those of competitors. In both of pay level and pay mix focuses in two objectives which are control cost and attract and retain employee (Milkovich and Newman, 2008). External competitiveness refers to comparisons of the organizations pay relative to the pay of competitive organizations (Bratton and Gold, 2001). Objective of determining external competitiveness decisions in terms of both how much and what forms are (Milkovich and Newman, 2008); To ensure that the pay is sufficient to attract and retain employees if employees do not perceive their pay as competitive in comparison to what other organizations are offering for similar work, they may be more likely to leave To control labour costs so that the organizations prices of products or services can remain competitive in a global economy. Overall the internal alignment and external competitiveness are essential to compensation includes any direct or indirect payments to employees, such as wages, bonuses, stock, and benefits. So external competitiveness directly affects both efficiency and fairness and it must do so in an ethical way that complies with relevant legislation and internal alignment seek that where organizations internal drivers, include vision and mission as well as general goals, are aligned with their words and actions. Factors in internal alignment and external competitiveness In internal alignment factors are divided into three which are External Factors, Organizational Factors and Internal and External Factors combine (Milkovich and Newman, 2008). In external factors divided into several categories which are economic pressures, government policies, laws, and regulations, external stakeholders, cultures and customs. Then in organizational factors also divided into strategy technology, human capital, HR (Human Resource) policy, employee acceptance and cost implications. All these factors can be explained in diagram 1 below; Source: Milkovich and Newman (2008) In external factors, there is economic pressure which has been studied before by Adam Smith and Karl Marx, which also determine marginal productivity that what need of an input (factor of production) the extra is output that can be produced by one using more units of the input and then supply and demand needed for paid wages and purchasing products. In government policies, laws and regulations are which every organization must follow to stay operational in certain country they business on. Finally on culture and customs according G. Hoefstede (1980) is the mental programming for processing information that the people share in common. This also translate into organization culture that help organizational values to develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organizational members towards one another. Organization factors also play crucial part of the determining compensation in internal alignment. First strategy of any compensation method must alignment with organization goals and mission to make sure that any compensation that given to workers is paid back by workers fulfills goals and mission of organization they work for. Technology is the usage and knowledge of tools, techniques, crafts, systems or methods of organization in order to solve a problem. Then Human capital refers to the stock of competences, knowledge and personality attributes embodied in the ability to perform labor so as to produce economic value1. After that HR (Human Resource) policy are the mechanisms that handling risk by staying up to date with current trends in employment standards and legislation. The policies must be stated in proper manner to ensure that companies vision the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviat ed from their main objective. Then only that worker can have of career progress to ensure that employee can give the best productivity towards organization. Finally when all organization factors has been determined the organization must calculate the cost to sure that is beyond the budget to stay in operation of the company. In internal structure is refers array of pay rates for different work or skills within a single organization. The number of levels, the differentials in pay between the levels, and the criteria used to determine those differences describe the structure. In determining external competitiveness this question should be ask what level of pay base, benefits, incentive, and perquisites should be offered relative to competitors? What mix of these forms should be offered either by fix salary, flexible benefits, stock options, cash bonuses, and stock appreciation rights, etc.? What should the proportion of guaranteed compensation (base or benefits) relative to riskier returns (incentives) be? It is also determined by labour market that determine supply and demand that usually employers or organization always seek to maximize profits, then people are homogeneous and therefore interchangeable, after that pay rates reflect all costs associated with employment and finally markets faced by employers are competitive to other organizations. Product market and labor market competition may provide on the part of employers in choosing a pay level (Gerhart Milkovich, 1990). Product market comparisons are critical, more resources need to be devoted to measuring compensation (or better, unit labor costs) paid by such organizations. In contrast, if labor market comparisons are important, it is necessary to devote resources to find out to which organizations applicants and employees are being lost (Gerhart and Milkovich, 1991). In organization factors that will create competitiveness that influenced by pay level and pay mix either in industry, strategy, size and individual manager. Pay mix and pay level decisions focus on first controlling costs and attracting and secondly retaining employees (Milkovich and Newman, 2008). Equation of pay level is shown below; Pay level =((base + bonuses + benefits + value of stocks))/(number of employees) All factors in external competitiveness are showed in table 1 below; Labour Markets Nature of Supply Level of Product Demand Individual Manager Similarities in internal alignment and external competitiveness In determining internal alignment or external competitiveness or both used for designing the compensation package for an employee in an organization, there are similarities between them, which are efficiency, fairness and compliance. First, efficiency that can help imply the future return can encourage employees to remain within the organization, increasing experience and training, cooperate with workers and seek greater responsibility for the sake of organization they work for. This will diminish shirking among workers and permit hiring best qualified employees (Milkovich and Newman, 2008). Second, fairness also shows that organization must be fair to ensure that good employee dont retire and sustain organization productivity and trust among employees. Even though not everyone is paid equal but at least must be fair according to job, skills and knowledge a certain employee had so what happen when that is perceived as too large? Fortune (1989), for example asserts that this differential is seen by employees as unfair, resulting in a trust gap which suggests that such differentials are necessary to provide incentives for expending effort and taking on added responsibilities and risks to the organization which resulted in higher turnover and dissatisfaction among an employee who work for the organization. Finally, in compliance which compensation either in internal alignment or external alignment must be complied either in terms of policy, rules, acts and regulations that have been set up by government? Other than that this to ensure t all necessary governance requirements can be met without the unnecessary organization manipulation when operates certain countries. Why is external competitiveness so important rather than internal alignment? External competitiveness is established by reference to job advertisements in the press, or by more systematic labour market surveys. This information is then used to construct a pay structure within the organization rather than internal alignment which more in structure of pay in based only knowledge, skills and ability that certain individual had to offer within a single organization. So that why in determining pay structure and compensation method must have external competitiveness to focus and to maintain competitive to another organization. There are several reasons why external competitiveness important rather than internal alignment like following below; Reduce negative perception of employee towards organization. Pay onlywhat be supposed to the organization should be paid towards workers. Get better view what the other organization does to compensate the workers to make workers motivate and minimized turnover among them. Internal alignment is very completed process and hard to implement in organization. External competitiveness is more strategic rather than internal alignment. Reduce negative perception of employee towards organization. While employees negative feelings concerning internal pay equity might be removed by an effective job evaluation scheme, employees will still compare their pay with those in other organizations and industries (Bratton and Gold, 2001). It so is better having combined internal and external to the same to fulfil employee needs and reduce turnover at the same time. These as well agreed by (Milkovich and Broderick, 1989) which choices about the competitive position besides communicating to both prospective and incumbent employees. Savvy employees, for example, can discern the organizations ability and willingness to recognize their needs based on the flexibility and tax protection offered in benefit plans or the opportunity to share in the organization success through stock- and performance-based plans. Even that not all internal alignment structure can be a success one like in General Electric Co.s in 1980s plastics division adopted an exempt pay structure with only four levels: executive, director, leadership, and technical and professional. Managers believe that it provides greater flexibility to move employees without requiring pay changes. It also communicates to employees a relatively egalitarian philosophy about the value (base pay) of different skill groups. However, to be successful, the increased flexibility must be managed effectively. Inconsistencies within levels can result in anarchy and quickly will lead to employee dissatisfaction and distrust (Milkovich and Broderick, 1989). According to Spence (1973) which has studied case of sales jobs, if there is not a large incentive component in which individual effort is important, and one or more of the following three consequences is likely to happen: The right people will not be attracted, They are attracted, but leave when they discover that their efforts are under rewarded, The right people are attracted and retained, but because they are not rewarded for high performance, their performance declines. Rynes (1987) also supported of Spence (1973) idea that compensation systems are capable of attracting (or repelling) the right kinds of people because they communicate so much about an organizations philosophy, values, and practices. Milkovich Bloom (1998) also finds that compensation systems must support organizational goals, foster corporate culture, and help motivate employees to contribute their efforts to further organizational success. Pay onlywhat be supposed to the organization should be paid towards workers. The fact that value to the employee may differ from cost to an employer suggests that, in some cases, fewer costly total compensation packages may actually provide total inducements that are of greater value to employees than those associated with more expensive packages if internal alignment is used for determining paid and compensation for an employee who work for the organization. In many costly benefit options might be the most expensive its value to employees might fall short of the value attached to a compensation package of benefits that is better tailored to employee needs or values. In another study, in which 2000 manufacturing firms were classified into growth, mature, or declining stages, Anderson and Zeithaml (1984) reported that the firms competitiveness (pay level relative to competitors) was greater in each progressive stage. They also reported that the higher relative pay in mature firms adversely affected their return on investment. However, growth firms with higher pay levels relative to competitors reported increased market share of these companies. Therefore, measurement of own and competitors pay levels would ideally include the value to employees of different elements of total compensation. Like study of Gerhart and Milkovich (1991) in Bank of America has eliminated retiree health care coverage for all new hires suggests that organizations believe that different groups of employees (for this, new hires) may differ in the value attached to particular aspects of compensation. Get better view what the other organization does to compensate the workers to make workers motivate and minimized turnover among them. In world of the organization which has paid the works to work not only related in external market without seeing what actually other organization are doing to survive and maintain efficiency of current in the organization. Many organization today organizations do not compete solely in the product market but more refer to market for labour. The classical economics literature suggests that product market and labour market competition may provide relatively little discretion on the part of employers in choosing a pay level (Gerhart Milkovich, 1990). Ford, for example, competes for engineers, lawyers, and human resource managers not only with other automotive companies, but also with companies in the computer, aerospace, electronics, and other industries. Fay (1989) also recognizes that organizations are attempted to gather information about pay practices of competitors through the use of pay surveys. As Rynes and Milkovich (1986) found out, administrative decisions are required about a range of issues including when compensate workers: Which employers are included? Which jobs are included? Which jobs are considered similar enough to use in benchmarking? If multiple surveys are used (fairly typical), how are the multiple rates of pay weighted and combined? Practice in these areas seems to vary across (and probably within) employers. If not following what Rynes and Milkovich (1986) has been done which make the organization make pay level that is too low relative to these competitors could lead to difficulties in attracting and retaining sufficient numbers of quality employees. As such, labour market competition can be seen as placing a lower bound or floor on pay level (Milkovich Newman, 1990). As the importance of a particular comparison increases, so too should the resources devoted to information and measurement. For example, if product market comparisons are critical, more resources need to be devoted to measuring compensation (or better, unit labor costs) paid by such organizations. In contrast, if labor market comparisons are important, it is necessary to devote resources to find out to which organizations applicants and employees are being lost (Gerhart and Milkovich, 1991). Internal alignment is very completed process and hard to implement in organization. Internal alignment is very completed process and hard to implement in the organization even thought validity of conclusions reached through the survey process may depend critically on how the competition is defined, for example, what organizations are chosen for inclusion, little evidence exists on how such choices are made or their implications. Rather, most attention has been focused on potential problems in the job evaluation process, especially in the context of pay equity or comparable worth discussions. Nevertheless, as Schwab (1980) has pointed out, job evaluation is usually validated against some measure of the market rate, meaning that the measure of the pay system is critical. In this manner, many organizations today focus on external competitiveness which is more reliable than internal alignment for determining the compensation scheme for an employee. This has agreed by Lawler (1986) has argued that organizations need to focus greater attention on external competitiveness He believes that an internal focus encourages employees to compare themselves with others within the organization, rather than focusing on the really competition-other organizations. He also suggests that an internal focus result in employees focusing on promotions rather than on performing well on their current job. Moreover, there is some belief that conflicts between external and internal equity may be resolved by increasing the pay of all jobs, not just those were competing in the labour market requires higher pay. Whether true or not, such as organizations would seem to be at a serious labour cost disadvantage in the product market. External competitiveness is more strategic rather than internal alignment. The strategic portfolio model suggests that the notion of compensation system fit may be a messy construct to be done. Generally, strategy refers to the overarching, long-term directions of an organization that are critical to its survival and success. Strategies take advantage of the opportunities and manage the threats in the external environment by marshalling internal resources in some coherent, consistent direction (Dyer, 1985). In from a strategic perspective, organizations and markets are more appropriate units of analysis for understanding changes in international compensation and rewards. The strategic thinking from differences between countries to differences within countries so using internal alignment as medium are unrealistic. Compensation and reward systems are designed to help create and motivate a workforce with the values and capabilities necessary to achieve an organizations unique goals and objectives rather than being designed to meet the national values exhibited by a work force (Bloom, Matt and Milkovich, 1998). Morishimas (1995) study of Japanese companies HR strategies reports differences in compensation approaches associated with organization profitability, size, degree of unionization, capital-labour ratio, and exposure to global competitive forces. For example, Japanese companies operating in protected domestic markets are more likely to use the more traditional nenko system2 than those competing in global and less protected market which reported using more performance and ability-based schemes (Morishima, 1992, 1995; Sano, 1993). Other study related to strategic conditions by Lee, Scarpello, and Rockman (1995) found that factors such as labour market conditions, customer and supplier relations, economic conditions and technology accounted for differences in compensation strategies among Korean chaebols. Pearce, Branyiczki, Bakacsis (1994) study of compensation systems in Hungarian and US companies suggests that political, economic, and institutional forces, rather than national cultures, explain differences in compensation practices. Effective international compensation systems might be those that match internal contingencies for example fit the organizations goals and culture first and then respond to external forces within the constraints of strategic alignment (Bloom, Matt and Milkovich, 1998). Yeung and Wong (1990) assert that organizational goals, political forces, labor market conditions, and demographic factors explain differences in pay and other HRM systems in Japan and the Peoples Republic of China. Recent surveys in Central European countries such as Slovenia and Slovakia also report differences in the use of variable performance based pay schemes, allowances and services, and even in the ratios of top managing directors salaries to the average workforce (Bajzikova, 1996; Zupan, 1995). Although the recent evidence does not suggest national boundaries (national pay systems) can be ignored or overlooked, it does suggest that sufficient discretion for individual organizations exists within these national systems to allow organizations to adopt compensation and reward systems to align them with the organizations business strategies. We believe that The importance of a strategic perspective on compensation rests on three fundamental tenets. The first is that compensation policies and practices differ widely across organizations and across employee groups within organizations. To some students of organizations this may be self evident. But to others, such as economists using human capital models to examine compensation differentials, differences in organizations compensation policies and practices are treated as random noise with little relevance. Anecdotal evidence and sporadic surveys of specific policies or practices report that differences do exist (The Conference Board, 1984; American Productivity Center, 1987). For example, some organizations claim to position their base pay to meet the market, while others follow it; some design incentive schemes to emphasize long-term performance, others short term. Some firms employ individual based incentives while others emphasize group or team based gain-sharing schemes. Some decentra lize the administration of compensation, others do not. Some disclose very specific information about pay to employees, such as ranges and merit guide charts, while others communicate only the broad policies, such as fairness and competitiveness. So a strategy may be intended and formally articulated in some plan or document, or it may emerge through the patterns of decisions shown by the organizations behaviors. Thus, strategies are both plans for the future and patterns from the past to make survival of the organization itself (Mintzberg, 1987). External competitiveness strategies are often expressed as leading, lagging, or matching the market (Milkovich Newman, 2007). In practice, many organizations pursue more than one external competitiveness strategy (Mark, 2008). These organizations may vary their external competitiveness strategies for different groups of jobs. For instance, some organizations may lead for positions deemed critical, whereas for less significant positions th ey may match or lag the market (Milkovich Newman, 2007). What can conclude about this topic? External competitiveness is but one part of an organizations overall compensation strategy. In addition to external competitiveness considerations, issues of internal salary alignment, the design of pay for performance plans, and the administration of the overall pay system are also important. Of these areas, internal salary alignment seems a particularly pertinent area of consideration for those interested in further expanding their knowledge of compensation topics beyond external competitiveness. Internal alignment considers pay relationships between employees inside an organization versus the external relationships considered by external competitiveness. Whereas external competitiveness considers salary comparisons across organizations for employees performing similar work, internal alignment considers salary comparisons inside organizations for employees doing different types of work. Moreover, just as external competitiveness has significant implications for individual and organizational performance, internal alignment has equally important implications. Recommendations The policy on external competitiveness is important if the organization is going to attract, retain, and motivate its employees while achieving the other objectives of controlling labour costs and complying with pay legislation around must be consider due of lack of study about this. To the individual employee, compensation decisions also have important consequences. Salaries and wages represent the main sources of income for most people, and may also be taken as key indicators of a persons social standing or success in life. Benefits, such as health care and pensions, are also important determinants of well being and financial security among employees and their dependents. Not surprisingly then, employees have sought to influence such decisions in a variety of ways, including through unions, supporting government regulation of compensation decisions, and through the courts. Then we must also study more element of strategic involved in determine whatever to attract and retain people in jobs having more unfavourable non-compensation attributes, a compensating differential (for example, higher pay or same pay) is required. Therefore, it is important to understand how individuals are affected by (and react to) different compensation decisions (Gerhart and Milkovich, 1991). Such as what determines variations in patterns of compensation decisions their effects. On the other hand, issues too generally drawn are too time consuming, too ambiguous, too expensive, and often poorly specified. Perhaps a place to begin is to identify compensation decisions that have strategic properties must be included in next study to elaborate more why people attracted to better compensation at organization their work for? Dyer and Theriaults (1976) also mention that in early indication of the potential importance of procedural justice, in addition to distributive justice, in compensation but many researchers has less mention about this manner. Although this particular increment was not large, procedural justice perceptions also explained variance in organizational commitment and trust in supervisor, suggesting that its influence on broader organization attitudes may be greater. Beyond descriptive research, more work is needed to understand both what determines variations in patterns of compensation decisions their effects. A major challenge is to formulate manageable research issues. Issues too narrowly defined suffer from ignoring the multi- dimensionality of compensation and the context in which compensation decisions occur. On the other hand, issues too broadly drawn are too time consuming, too ambiguous, too expensive, and often poorly specified. Perhaps a place to begin is to identify compensation decisions that have strategic properties. For example, do firms within the same industry establish different competitive positions in labour markets? Conventional wisdom is that they do. How do they accomplish thisby different average levels of base pay, by varying the risk-return tradeoffs or the ratio of incentives to total compensation? Do characteristics of organizations vary with their competitive position? These might include some of the determinants di scussed in this paper such as organization strategies, organization characteristics, and external factors. Finally does a firms competitive position have any discernable effect on the size and quality of the applicant pool, on its ability to hire those people it se

Emilie Du Chatelet :: essays research papers fc

Emilie du Chatelet Emilie du Chatelet grew up in a society where there were not many education opportunities for women. She was born in Paris on December 17, 1706 and grew up in a household where marriage was the only way one could improve their place in society. During her early childhood, Emilie began to show such promise in the area of academics that soon she was able to convince her father that she was a genius who needed attention. Provided with good education, she studied and soon mastered Latin, Italian and English. She also studied Tasso, Virgil, Milton and other great scholars of the time. In spite of her talents in the area of languages, her true love was mathematics. Her study in this area was encouraged be a family friend, M. de Mezieres, who recognized her talent. Emilie's work in mathematics was rarely original or as captivating as that of other female mathematicians but it was substantive. At the age of nineteen she married Marquis du Chatelet. During the first two years of their marriage, Emilie gave birth to a boy and a girl, and later at the age of 27 the birth of another son followed. Neither the children or her husband deterred her from fully grasping and indulging in the social life of the court. Some of Emilie's most significant work came from the period she spent with Voltaire, one of the most intriguing and brilliant scholars of this time, at Cirey-sur-Blaise. For the two scholars this was a safe and quiet place distant from the turbulence of Paris and court life. She started studying the works of Leibniz but she then started to analyze the discoveries of Newton. She was extremely success in translating his whole book on the principals of mathematics into French. She also added to this book an "Algebraical Commentary" which very few general readers understood. To realize the significance of her work for future French scholars it is important to understand the social context within which she lived and worked. One of Emilie's most significant tutors was Pierre Louis de Maupertuis, a renown mathematician and astronomer of the time. The struggle for success did not come easy even for Emilie. As a student her curiosity and unrelentedness caused her to place impossible demands on her tutors. Such nature caused her to engage in dispute with her tutor at the time, Samuel Koenig. Their dispute was about the subject of the infinitely small which ended their friendship. In 1740 when Emilie's book Institutions de physique was published, Koenig started a rumor that the work was merely a rehash of his lessons with her.

The Adoration of Jenna Fox

The Adoration of Jenna Fox- Essay Would your conscience be clear knowing that you illegally modified someone to save their life? This choice was made by parents Claire and Mathew Fox. The Adoration of Jenna Fox tells the story of a parent’s hard decision to genetically modify their daughter Jenna with BioGel. With this major decision, comes many side effects, including the loss of most her memory, therefore she questions what it is to be human. This essay discusses the effect on not only Jenna, but her parents, her grandmother Lily and her new friend Allys.Jenna develops anger towards her parents, not for their decision to her modify, but the fact they lied to her. In Details (130), Jenna asks her parents â€Å"Why didn’t you tell me? The minute I woke up? Didn’t I deserve to know? † This series of short rhetorical questions release a lot of Jenna’s feelings of being confused and angry. She also answers her own questions because she doesn’t w ant to hear the answer. When her parents won’t discuss what happened, Jenna starts digging to find answers. In Denied (134), Jenna says: â€Å"The pieces speak, but there are not enough.Yet† Jenna says this to herself to reassure her that she will eventually belong in society. This line also contains hidden meanings including the fact that she cannot understand the events that occurred. Similarly, the line; â€Å"Uploaded? You uploaded my brain? † (Father -117) also uses rhetorical questions. The use of the word â€Å"you† once again, shows her anger towards her parents in a direct manner. It makes them feel bad for their lies and the secrets they kept, therefore Jenna starts to question humanity and what are human qualities.Throughout the book, Jenna questions whether her parents’ decision was right or wrong- not legally, but morally. She constantly asks herself whether the choice to modify her was for her or her parents’ benefit, or whethe r she was just a lab pet for her father’s experiments. In Lily (126), Lily and Jenna have one of their first real conversations; â€Å"’I said good-bye. I grieved. Then a few hours later, your parents told me what they had done. ’ ’And you thought it was wrong? ’ ’I’m not like your parents.I think there are worse things than dying. ’† Jenna is very surprised of Lily’s honesty and starts to appreciate their relationship. Lily is obviously against the Fox’s decision to modify Jenna and believes that Jenna has the right to know. This leaves Jenna to believe that her parents’ decision was for their benefit only. As Lily and Jenna’s relationship strengthens, Jenna is more open to listen to Lily’s onion and what she has to say. One example of this is from The Greenhouse (142). â€Å"’I’m sorry,’ she says. But I’m not sorry I told you. It just isn’t right. à ¢â‚¬â„¢Ã¢â‚¬  This is another example of the Fox’s wrong decisions and how Lily and Jenna’s relationship tightens. By this time, Jenna becomes certain that modifying her was for her parents’ benefit and in Control; Jenna confronts her parents to find they are only making excuses. Another bad choice is expressed in Backup (189). ‘I know, Father’. I sit down in the chair opposite him. ‘There’s those three people in the closet, too. Now that’s what I call a disability. † Jenna says this in a sarcastic way. This is when Jenna starts to build anger towards her parents because they are continuing to lie and make excuses. She is at the point where she doesn’t trust her parents and believes that have done everything wrong. Jenna starts to take action against her parents in A Plan (239), and with the help of Lily, they free the minds of Kara, Locke and herself. By this time, Jenna believes that Claire and Mathew have broken any relationship they ever had with her.With the Fox’s decision, they didn’t hesitate to break the law to save their daughter- but at what consequences. An example of this is in Father (121). â€Å"I’m illegal aren’t I? That’s why we live here. We’re hiding out†. Jenna questions bio-medical ethics and the nature of the soul. She not only questions whether bio-engineering legally right, but morally. As soon as Jenna’s parents’ modified her, they pushed their relationship. In Day One/ New Jenna, the following paragraph discusses moral ethics. â€Å"Does that make you an authority on everything?What about a soul, Father? When you were busy implanting all your neural chips, did you think about that? Did you snip my soul from my old body too? Where did you put it? Show me! Where? Where in all this groundbreaking technology did you insert my soul? † This shows one of the consequences of her parents’ decision. Jen na hates them for lying and their choice to modify her. She starts to realise that there’s more to being human and that the choice to engineer her has taken away all humanity within.Similarly, the line; â€Å"At least with the FSEB’s current point system in place, right? † (Viewpoint 200) expresses Allys’ view towards bio-engineering. Both Allys and Jenna question whether the FSEB can regulate humanity and whether it considers emotions from the soul. In conclusion, Claire and Mathew Fox’s decision to modify Jenna had many consequences including the destruction of relationships. Jenna believes that her modification was only for her parents’ benefit and it was humanely wrong. This is expressed through Jenna, Lily, Allys and Claire and Mathew Fox.

Abigail Dane Faulkner - Salem Witch Trials

Abigail Dane Faulkner - Salem Witch Trials Abigail Dane Faulkner Facts Known for:  convicted and sentenced but never executed  in the 1692  Salem witch trials; her pregnancy led to her sentence being suspendedOccupation:  Ã¢â‚¬Å"goodwife† - homemakerAge at time of Salem witch trials:  Dates:  October 13, 1652 – February 5, 1730Also known as: Abigail Faulkner Sr., Abigail Faulkner, Dane was also spelled Dean or Deane, Faulkner was also spelled Forknor or Falkner Family, Background: Mother: Elizabeth Ingalls Father: Rev. Francis Dane (1651 – 1732), son of Edmund Faulkner and Dorothy Raymond Husband: Francis Faulkner (Lieutenant), from another prominent Andover family, married October 12, 1675 Siblings: Hannah Dane (1636 – 1642), Albert Dane (1636 – 1642), Mary Clark Dane Chandler (1638 – 1679, 7 children, 5 alive in 1692), Elizabeth Dane Johnson (1641 – 1722), Francis Dane (1642 – before 1656), Nathaniel Dane (1645 – 1725, married to Deliverance Dane), Albert Dane (1645 - ?), Hannah Dane Goodhue (1648 – 1712), Phebe Dane Robinson (1650 – 1726) Children: Elizabeth, 1676 - 1678Elizabeth, 1678 - 1735, married John BurtrickPaul, 1680 – 1749, married Sarah Lamson and Hannah SheffieldDorothy, 1680 - 1740, married Samuel NurseAbigail, 1683 - 1746, married Thomas LamsonFrances, 1686 - 1736, married Daniel FaulknerEdmund, 1688 - 1731, married Elizabeth Marston, then Dorcas Buckston, then Dorothy RobinsonAmmi Ruhamah (â€Å"my people have obtained mercy†), March 20, 1693 - 1756, married Hannah Ingalls Her grandson Francis Faulkner fought in the Battle of Concord during the American Revolution, and was in charge of the regiment guarding prisoner of war General John Burgoyne. Abigail Dane Faulkner Before the Salem Witch Trials Francis Faulkner’s father in 1675 bequeathed his estate to his eldest son, Francis, the same year that Francis and Abigail married, when Abigail was 23 years old. The father died in 1687, and Francis inherited most of the rest of the estate, with only a small portion given to his sisters and brothers.   Thus Francis and Abigail were quite wealthy while young, and possibly envied by neighbors. Soon after his father died in 1687, Francis became very ill. He was afflicted with convulsions and mental symptoms affecting memory, leaving him often confused.   Abigail, then in her mid-30s, was therefore in control of the land, property and operation of the family farm. Abigail’s father had been the Andover minister for over 40 years when the trials began.   He had spoken against the likelihood of another charge of witchcraft in 1658. In the 1680s, he had successfully sued Andover residents in a salary dispute. Abigail Dane Faulkner and the Salem Witch Trials Rev. Dane is said to have criticized the witch accusations early in the proceedings in 1692.   This may have put his family members at risk. On August 10, Abigail Faulkner’s niece, Elizabeth Johnson Jr., was arrested and confessed. In her confession the next day, she mentioned using a poppet to afflict others.    Abigail was then arrested on August 11 and taken to Salem. She was examined by Jonathan Corwin, John Hathorne and Captain John Higginson. She was accused by Ann Putnam, Mary Warren and others. William Barker Sr. also accused Abigail and her sister, Elizabeth Johnson Sr., of enticing him to sign the devil’s book; he had named George Burroughs as the ringleader. George Burroughs was among those hanged on August 19.   Abigail refused to confess, saying the devil must be afflicting the girls, who reacted with fits when she was examined. On August 29, an arrest warrant was issued for Elizabeth Johnson Sr., Abigail’s sister, and Elizabeth’s daughter Abigail Johnson, eleven. Elizabeth’s son Stephen (14) may also have been arrested at that time. On August 30, Abigail Faulkner Sr. was  examined  in prison. She admitted to having had ill will towards the crowd of neighbors who taunted her niece, Elizabeth Johnson Jr., when she was arrested. The next day her sister Elizabeth was examined. She asserted that Abigail, who was also in court, would tear her to pieces if she confessed.   Elizabeth Sr. accused several others as witches as well, including saying that she was afraid that her son Stephen was also a witch. On August 31, both sisters, Abigail Faulkner and Elizabeth Johnson, confessed, including to have inflicted Martha Sprague. Abigail and her son both described a gathering where they were baptized by the devil.   Rebecca Eames  was also examined, a second time, and implicated Abigail Faulkner among others. Abigail’s nephew Stephen was examined on September 1; he confessed. Somewhere around September 8, two of the afflicted girls were called to Andover to determine the cause of an illness afflicting Joseph Ballard and his wife.   Neighbors were tested by blindfolding them and placing their hands on the afflicted persons; Deliverance Dane, a sister-in-law of Abigail Faulkner married to her brother Nathaniel Dane, was among those arrested and taken to Salem, where they confessed under pressure, still in shock at their arrest.   When they tried to recant, they were reminded that Samuel Wardwell had renounced his confession of September 1 and was later in September convicted and condemned to be executed.   A fragment of a record about Deliverance Dane’s confession is all the record that can be found of this; that confession under examination was on September 8. On September 16, Abigail Dane Faulkner’s daughter, Abigail Faulkner Jr., age nine, was accused. She and her sister Dorothy, twelve, were examined and confessed.   They stated that their mother had brought them to witchcraft, and named others: â€Å"thire mother apared and mayd them witches and also marth [a] Tyler Johanah Tyler: and Sarih Willson and Joseph draper all acknowlidge that they ware lead into that dradfull sin of witchcrift by hir meanse.† The next day, September 17, the court convicted Abigail Dane Faulkner, along with Rebecca Eames, Ann Foster, Abigail Hobbs, Mary Lacey, Mary Parker, Wilmott Redd, Margaret Scott and Samuel Wardwell, and they were condemned to be executed. On September 18, Ann Putnam testified to being afflicted by Abigail Faulkner Sr. on August 9.   A jury found Abigail guilty of afflicting Martha Sprague and Sarah Phelps, and condemned her to execution.   Abigail was pregnant, so the sentence was delayed. Martha Corey,  Mary Easty, Alice Parker, Mary Parker, Ann Pudeator, Wilmott Redd, Margaret Scott and Samuel Wardwell were hanged for witchcraft on September 22. It was the last hanging in the Salem witch trials. The  Court of Oyer and Terminer  stopped meeting. Abigail Faulkner Sr.  After the Trials Dorothy Faulkner and Abigail Faulkner Jr. were released on recognizance on October 6 to the care of John Osgood Sr. and Nathaniel Dane, Abigail Dane Faulkner’s brother.   On the same date, Stephen Johnson, Abigail Johnson and Sarah Carrier were released.   Each release cost 500 pounds. On October 18, 25 citizens, including Rev. Francis Dane, wrote a letter condemning the trials, addressed to the governor and the General Court. Abigail Dane Faulkner petitioned the governor for clemency in October.   He had her released her from prison.   She claimed that her husband’s illness and gotten worse and that no one could watch their children. In early January, Abigail’s father, the Rev. Francis Dane, wrote to fellow ministers that, knowing the people of Andover where he served as senior minister, I believe many innocent persons have been accused and imprisoned. He denounced the use of spectral evidence. A similar missive signed by 41 men and 12 women of Andover was sent to the Salem court. Several of Rev. Danes family had been accused and imprisoned, including two daughters, a daughter-in-law and several grandchildren. Two of his family members, his daughter Abigail Faulkner and his granddaughter Elizabeth Johnson, Jr., had been sentenced to death. Another undated petition to the Salem court of Assize, probably from January, is on record from more than 50 Andover â€Å"neighbors† on behalf of Mary Osgood, Eunice Fry, Deliverance Dane, Sarah Wilson Sr. and Abigail Barker, asserting their innocence, good character and piety, and protesting the pressure placed on them to confess. A petition dated March 18 was submitted by residents of Andover, Salem Village and Topsfield on behalf of Rebecca Nurse, Mary Easty, Abigail Faulkner, Mary Parker, John and Elizabeth Proctor, Elizabeth How and Samuel and Sarah Wardwell – all but Abigail Faulkner, Elizabeth Proctor and Sarah Wardwell had been executed – asking the court to exonerate them for the sake of their relatives and descendants.   Among those who signed were Francis and Abigail Faulkner and Nathaniel and Francis Dane (see timeline for the complete list of signers). On March 20, 1693, Abigail gave birth to her last child, and named him Ammi Ruhamah, meaning â€Å"my people have obtained mercy,† in honor of her release from her conviction and escape from execution. In 1700, Abigail’s daughter, Abigail Faulkner Jr., asked the Massachusetts General Court to reverse her conviction.   In March of 1703 (then called 1702), residents of Andover, Salem Village and Topsfield petitioned on behalf of Rebecca Nurse, Mary Easty, Abigail Faulkner, Mary Parker, John and Elizabeth Proctor, Elizabeth How and Samuel and Sarah Wardwell – all but Abigail Faulkner, Elizabeth Proctor and Sarah Wardwell had been executed – asking the court to exonerate them for the sake of their relatives and descendants. In June of 1703, Abigail Faulkner petitioned the court in Massachusetts to exonerate her of the charge of witchcraft. The court agreed, ruling that spectral evidence could no longer be considered, and ruled that a bill of attainder be drawn up to reverse her conviction.   In May of 1709, Francis Faulkner joined with Philip English and others to submit yet another petition on behalf of themselves and their relatives, to the Governor and the General Assembly of Massachusetts Bay Province, asking for reconsideration and remuneration.   (Given Francis’ illness, it is possible that Abigail Faulkner actually arranged his participation.) 1711: The  legislature of the Province of Massachusetts Bay  restored all rights to those who had been accused in the 1692 witch trials. Included were Abigail Faulkner, George Burroughs, John Proctor, George Jacob, John Willard, Giles and  Martha Corey,  Rebecca Nurse,  Sarah Good, Elizabeth How,  Mary Easty, Sarah Wilds, Abigail Hobbs, Samuel Wardell, Mary Parker,  Martha Carrier, Anne Foster, Rebecca Eames, Mary Post, Mary Lacey, Mary Bradbury and Dorcas Hoar. Motives Motives for accusing Abigail Faulkner could include her position of wealth and the fact that, as a woman, she had unusual control over property and wealth.   Motives could also include her father’s known critical attitude towards the trials; in all, he had two daughters, a daughter-in-law and five grandchildren caught up in the accusations and trails. Abigail Dane Faulkner in  The Crucible Abigail and the rest of the Andover Dane extended family are not characters in Arthur Miller’s play about the Salem witch trials, The Crucible. Abigail Dane Faulkner in  Salem, 2014 series Abigail and the rest of the Andover Dane extended family are not characters in the Salem TV series.