The Palestine-Israel Conflict and the United States Essay - 3

The Palestine-Israel Conflict and the United States - Essay Example Israel is using its military and political dominance to impose a highly discriminatory system to withdraw the non-Jewish citizens from the territories it has occupied. The gravity of the situation can be estimated from the fact that â€Å"Israel has at least 150 nuclear weapons (â€Å"Israel has 150†). Ever since the occupation of Palestine by Israel, the native Palestinians have been subject to intense discrimination and abomination. â€Å"Palestinians face systematic discrimination merely because of their race, ethnicity, and national origin, depriving them of electricity, water, schools, and access to roads, while nearby Jewish settlers enjoy all of these state-provided benefits† (Bogert cited in â€Å"Israel/West Bank†). The day-to-day life of the native Palestinians is controlled by the discriminatory policies of Israel without any conceivable security reason. For instance, the Israeli authorities have made Palestinian children walk to other villages for sc hooling because there is none in Jubbet al-Dhib that is a Palestinian village accommodating over 160 Palestinians. The Israeli authorities did not provide any electricity to the village and also rejected the provision of solar-powered streetlights in the village. Villagers have no electricity and accordingly, no means of refrigerating food. All non-Jewish citizens of Israel are denied its nationality. The US has played a major role in strengthening Israel economically and in power but today, Israel has become more of a liability for the US than an asset. â€Å"The engine that has run the Israeli economy for decades has been American aid†¦Israel is heavily in debt to the U.S. Treasury, its commercial banks, and its Jews and other citizens and organizations that have purchased millions of Israel bonds or donated money to Jewish causes† (Tivnan 217). Israel is not only costing the US billions of dollars every year but is also bringing the image of the US down in the international media. Thousands of

Chemistry Research Part 1 Acids Essay Example for Free

Chemistry Research Part 1 Acids Essay Ethanoic acid is non-toxic and is a weak acid [4], meaning it will not do any damage to most surfaces as it does not corrode or bind to other metals, therefore can be easily removed through washing or rinsing it [2]. Disadvantages: Ethanoic Acid is the slowest de-scaler of the three acids, and is therefore the least effective. It also may cause an unpleasant smell, and can have a negative effect on the taste of coffee [6] meaning one would need to spend longer time rinsing and cleaning the machine thoroughly to ensure that the taste of the coffee is not affected. Citric Acid Advantages: Citric acid leaves behind zero toxic residues and has just enough acidic concentration to descale without etching or damaging household surfaces in any way and there are no volatile compounds or products that harm the environment. Disadvantages: Because citric acid is a weak acid, it wont remove heavy build-up of scale very quickly. It is also a powder hence it must be dissolved for use. It also works best with hot water meaning there will be higher energy consumption. Even when used with hot water, citric acid is not as effective at descaling as Sulfamic acid. Sulfamic Acid Advantages: Sulfamic acid is the fastest de-scaler It dissociates into hydroxonium ions more readily in aqueous solution than the others, therefore giving a greater concentration of atoms that are able to react with the calcium in lime scale. It is safe to use because it does not produce chlorine gas [5], which can be toxic. Sulfamic acid also has a low volatility. Disadvantages: Sulfamic Acid can be an irritant to eyes or skin and is the most expensive of the de-scalers. Q2) How these de-scalers remove limescale Limescale forms when hard water is heated above 61Â °C or when it is left to evaporate on surfaces such as taps and showerheads. Hard water is water that contains high quantities of calcium and magnesium ions. These hardness minerals, in the form of calcium carbonate and magnesium carbonate, precipitate out of hard water to form limescale [1]. Therefore, to clean or remove limescale, something needs to dissolve or soften calcium carbonate and/or magnesium carbonate, so it can easily wash away. Acids cause mineral deposits such as rust to oxidise, thereby weakening them and making it possible to simply wash them away. Lime scale removers work by chemically reacting with the lime scale to form safe chemicals and ions. Lime scale is Calcium Carbonate, and when broken down by strong acids, produces Calcium Chloride, Water and CO2. These are much safer, and can be washed away with water, to remove the CaCl from the area. Bibliography [1] http://www.dynapipe.co.uk/how-to-remove-limescale.htm [2] http://www.coffeehomedirect.com/how/to/clean/a/coffee/maker/with/vinegar [3] http://www.ehow.co.uk/how_7404899_delime-coffee-maker.html [4] http://incarinsurance.org/advantages/advantages-and-disadvantages-of-using-ethanoic-acid-as-a-descaler-.html [5] http://uk.answers.yahoo.com/question/index?qid=20130123013345AA71LkB [6] http://www.p4c.philips.com/cgi-bin/dcbint/cpindex.pl?scy=ZA;slg=ENG;ctn=HD5405/60;dct=FAQ;refnr=0092154;view=aa12_view_partial.html;session=20120502004843_66.249.71.242;faqview=1

Impact of Teratogens Affecting the Prenatal Child

Impact of Teratogens Affecting the Prenatal Child Tracy Morrissey The aim of this discussion is to explore the impact of teratogens affecting the prenatal child and the interventions available to assist in preventing teratogens. For the purpose of this discussion three particular and prominent teratogens are highlighted including malnutrition, drugs which include alcohol/cigarettes and lastly exploring sexually transmitted diseases. These teratogens are highlighted because of the effects of the recession on Irish society today. A report by The Economic and Social Research Institute (ERSI) tells us that 22% of people living in households are unemployed, double the average within Europe. (ERSI 2012). The effects of this crisis includes further poverty which can lead to malnutrition and often a reliance on substances for comfort in these difficult times. ‘’Knowing, is not enough, we must apply, willing is not enough, we must do. ‘’ (J.W. Von Goethe). A teratogen, a Greek word, meaning monster is anything that creates a birth defect. (Santrock 2005). Teratology is the study of such teratogens. Teratogens can include environmental toxins, alcohol, drugs, incompatible blood types, diseases, inadequate nutrition, stress and advanced paternal and maternal age. (Santrock 2004). Exposure to potentially hazardous agents throughout pregnancy is common. Many exposures are unavoidable, as pregnancy is often unplanned or unnoticeable for a period after conception. (Queenan et al 2010). Abnormalities in prenatal development can be an outcome from exposure to teratogens. Each organ structure is at its most vulnerable to harm when it is developing at its quickest, during the first eight weeks of pregnancy, carrying the greatest risk of exposure to teratogens during this critical period. If a teratogen interferes during a critical period, a certain body structure will not form correctly. (Boyd and Bee 2012). The first twelve weeks of foetal life is a time of remarkable cellular configuration and development that is not fully understood, even to this day. By the completion of this time, the main anomalies that can affect the foetus are already in place and the sooner they occur, the more extreme the damage. There are pregnant women with the belief that everything they do has an effect on the unborn child and there are others who assume that nothing, or little, affects the unborn child. In fact, the truth is, it lies somewhere in the middle of both of these extremes. (Santrock 2005). A substantial number of already pregnant women are compromised or at risk symptomatic of things such as inappropriate nutrition, smoking, consumption of drugs and alcohol, medications, genitourinary infections, inadequate dental health and anaemia (WHO 2002). The most important factor in development of the foetus is the mother’s diet. (Carlson et al 2004). Maternal malnutrition during gestation can cause foetal growth limitations. Changes in foetal nutrition can result in developmental variations that can permanently alter the physiology and structure of the unborn child, predisposing people to endocrine, pulmonary and cardiovascular illnesses in adult life. (Lee 2011). Under normal conditions, the prenatal environment supplies the foetus with ample nutrients, this is the foetus’s single source of nutrition. An insufficient diet alone can be a factor in abnormal occurrences in the developing foetus. (Carlson et al 2004). The growing foetus relies completely on its mother for the nutrients it requires. The nutrients are released from the mother’s blood. (Santrock 2004). The reproductive system and its hormonal control structures are mainly formed in foetal life. There is an arising concern if this prenatal compromise t ranslates into any major functional deficit in reproductive functioning in adulthood. Epigenetic and possible intergenerational effects signify an exciting section of interdisciplinary research for the development of novel nutritional methods during pre and postnatal stages ensuring reproductive well-being in adult life. Maternal malnutrition can have substantial results on the developing foetal lung, this goes through rapid cellular differentiation and multiplication just before birth. (Lee 2011). Foetal growth is affected by the amount and the quality of maternal nutrition and the ability of the mother to aptly absorb and dispense maternal cardiorespiratory function, digested micronutrients, uterine blood flow, placental blood flow, placental transfer and suitable delivery and treatment of oxygen and nutrients by the foetus. (Queenan et al 2011). Studies from Holland and Leningrad during World War II imply that when maternal calorie intake fell to 800 kcal per day, birth weight was reduced to 535g in Leningrad and 250g in Holland. In modern day, the urban war creates comparable stress through domestic violence, lack of social supports and drugs. In 2011, the same as 1944-5, the connection between pregnancy and maternal nutrition status relies on a moderate weak proxy for women’s nutritional status, BMI (Body Mass Index). (Queenan et al 2011). A malnourished woman during pregnancy has a larger chance of delivering a low birth weight infant who could have intellectual problems in childhood and can be an important risk factor for mental illness as an adult. (Bee and Boyd 2012). Children who are born to malnourished mothers are more prone to having malformed offspring. (Santrock 2004). The largest impact of malnutrition appears to be on the developing nervous system. Some studies have shown severe prenatal malnutrition can even cause death in the foetus or new-born. (Bee and Boyd 2012). Folic acid (a B-complex vitamin) is very important for normal prenatal development, insufficient folic acid can be associated with neural tube defects in the unborn child, such as spina bifida. It is advisable to consume a minimum of 400 micrograms per day. It is also advisable to take a multi vitamin prior to pregnancy. (Santrock 2004). It is important for the pregnant woman to take adequate calories and protein to prevent malnutrition. (Bee and Boyd 2012). Maternal medical conditions during pregnancy can have a vast effect on foetal development, this can be compounded by drugs, smoking and alcohol use in pregnancy. Parents using opiates or misusing alcohol may also have additional difficulties, predisposing them to their lifestyle of choice, which can include a range of mental health and neurodevelopmental health problems. Mothers abusing drugs and alcohol often do not look after themselves during pregnancy, and their chaotic lifestyles do not permit optimum health. Fetal Alcohol Spectrum Disorder (FASD) is an umbrella term for outcomes in pregnancy in relation to alcohol, including Fetal Alcohol Syndrome (FAS), partial FAS and Alcohol related Neurodevelopmental Disorder. (Pacey 2010). Alcohol during pregnancy signifies the typical form of behavioural teratogenesis which can cause not only bodily malformations but also interference with development of the brain, attention control, substantial impairments in behaviour and language development. There is also an increased risk of behaviour difficulties throughout life. (Preece and Riley 2011). Studies have shown that alcohol can adversely affect the ovum before ovulation or whilst on its journey down the fallopian tube into the uterus. A zygote can also be affected by alcohol even before implantation in the uterine lining. (Bee and Boyd 2012). Up to 50% of women in the UK continue to drink alcohol in pregnancy in spite of many advisory bodies recommending avoidance of alcohol use. The Royal College of Obstetricians and Gynaecologists state that binge drinking in early pregnancy may be of particular harm. The larger the consumption of alcohol, the greater risk. There is double the increase in small for gestational age (SGA) when the mother consumes more than 52g of alcohol per day and a 23% increase in premature birth with more than 36g of alcohol per day. A particular study of alcohol and the effects on pregnancy which included the UK, Ireland, New Zealand and Australia showed that in Ireland and the UK 65-80% of the participants consumed alcohol in pregnancy in comparison to 38% in New Zealand and Australia. (McCarthy et al 2013). Mothers who drink heavily, or alcoholics, are at a much greater risk of delivering infants with FAS. These children are usually smaller than average, having smaller brains. They often have heart defects and loss of hearing. Their faces are characterised by a rather flat nose and a long space between the nose and the mouth. Their intelligence scores when older indicate mild mental retardation. They often have behaviour and learning difficulties that sometimes continue into adolescence and adulthood. (Boyd and Bee 2012). The estimated incidence of FAS in Europe is 0.4 per 1000 births. (Mullally et al 2011). According to the British Medical Association (BMA) in 2007 FAS is the primary known source of non-genetic intellectual disability in the western world. The BMA recommends nurses make formal diagnoses of FAS in order for early intervention and programmes for treatment. Early interventions from midwives, nurses, better education from the teaching professions and more support for the families will improve life and opportunities of young people, especially moving into adulthood. (Callanan 2013). Doctors have not identified safe levels of alcohol consumption, but experts do know that FAS is preventable by not drinking any alcohol during pregnancy. It is also advisable to refrain from drinking alcohol if trying to conceive and if there is an alcohol problem, to address this before conceiving. (Mayo Clinic 2011). According to the U.S. Surgeon General, it is recommended that no alcohol is consumed during pregnancy. (Santrock 2004). There is an association between smoking throughout pregnancy and low birth weight in infants. (Boyd and Bee 2012). The main problem with smoking is nicotine, it constricts the blood vessels, reduces nutrition and blood flow to the placenta. (Boyd and Bee 2004). The infants of mothers who smoke are on average about half a pound smaller than infants of non-smokers, the same can be said of marijuana users. (Boyd and Bee 2012). The older the smoking mother is, the higher chance of lower birth weight. (Boyd and Bee 2004). The exposure to tobacco can also have long term effects on a child’s development, with larger rates of learning difficulties and behaviour problems. Moreover, there is a likelihood to be diagnosed with an attention deficit hyperactivity disorder. Infants of marijuana users seem to have little interest in their surroundings for approximately two weeks after birth. At age six, these children are smaller in height than six year olds who were not exposed to marijuana. (Boyd and Bee 2012). Research shows the amount of nicotine and the severity of consequences for the unborn child. If a pregnant woman cannot quit smoking, she should at least cut back. (Boyd and Bee 2004). Some helpful ways to quit include, setting a quit date, use clove oil, this will reduce the need for a cigarette, rub a few drops onto the throat, the back of the neck or on fingertips and suck on a whole clove in order to lower cravings. The homeopathic remedy Nux vomica helps with irritability associated with the withdrawal from nicotine. (Kane 2009). Intervention programs devised to assist pregnant women discontinue smoking can help to reduce the negative effects of smoking, particularly in order to raise birth weight. (Santrock 2004). Cessation advice by health care providers, one to one, group and telephone counselling can all assist in the cessation of smoking. (Malarcher et al 2011). Use of cocaine All too often rubella and cervical cytology status is unidentified. Prenatal care and promotion is of significant importance. (WHO 2002). http://www.euro.who.int/__data/assets/pdf_file/0013/131521/E79235.pdf 1

Portraying the Character of Lady Macbeth :: Lady Macbeth Scottish Plays Essays

Portraying the Character of Lady Macbeth Congratulations on getting the part of Lady Macbeth in the recent Old Vic’s production of the Scottish Play I am writing this letter to give you some interpretation and tips on how you can portray you character best on stage. After watching numerous versions of the play, I have not once seen this character being conveyed as well as the Globe’s recent production. Hence in this letter I want to clarify and explain how this scene can be staged best, since it is one of the most important in the play; your role will need to be played out exceptionally well. The reason why this scene is so important is that in this scene we feel sympathy for Lady Macbeth for the first time in the play, we witness the true depth of guilt expressed for all to see, and in this scene it is expressed through her actions and words during her nightmare sleep. We see her suffering and realize the extent of her actions earlier in the play. I will explain line by line how I would like to see you play this scene on stage. At this stage in the play, Lady Macbeth, is an odd one since her character is so different from the earlier scenes in the play. In this scene it is crucial that you act with despair and regret in your eyes and most importantly the audience must feel pity and definitely must sense sympathy for you. You will need to portray yourself as a totally different Lady Macbeth in this scene from the one who so coolly prepared the murder of the King. Her trance-like state must echo that of Macbeth in Act two, scene one; it is crucial that you convey the detachment and isolation she is feeling to the audience. The doctor will be dressed in a black outfit to convey that Scotland is sick and disordered under the hands or an unnatural evil ruler, whereas the Gentlewoman will be dressed in a white maids outfit reflecting her loyalty towards her mistress, looking after her even during her illness and not revealing her secrets to anyone. As I witnessed in the Roman Polanski’s version of the Scottish Play, I thought it was clever for Lady Macbeth’s character to be undressed as it conveyed the sense of revealing all of your inner thoughts to the audience quite brilliantly. Although, I don’t know how comfortable you might feel being nude on stage, I thought that this would be a great way to portray your character the best. We will negotiate this matter

Effective Performance Appraisal Essay

In spite of this fact, however, there are some elements which are common to all effective performance appraisal systems, regardless of the actual method(s) used in the system. These elements will be discussed shortly. However, before examining these common links, a brief overview of performance appraisal as it is currently practised in American organisations is in order. Current Trends in Performance Appraisal As previously noted, controversy over the â€Å"best† performance appraisal system continues. The dilemma was highlighted in the 19 May 1980 issue of Business Week where the editors concluded that managers want a system â€Å"that will pinpoint specific marginal behaviour that should be reinforced or discontinued, serve as a personnel development tool, provide a realistic assess ­ ment of an employee’s potential for advancement, and — a particularly hot issue in the 1980s — stand up in court as a valid defence in discrimination suits. † Has the search for a â€Å"best† system affected what companies actually do in performance appraisal? A study conducted by Taylor and Zawacki[2] in 1981 set out to answer this question y sending a mail questionnaire to 200 firms located throughout the United States — these companies were selected at random from the Fortune 1000. Eighty-four (42 per cent) were returned and used in the study. The size of respondent firms ranged from less than 1,000 employees (nine), 1,000-5,000 employees (63), and more than 5,000 employees (12). Non-respondent firms did not vary significantly in terms of size. This study, which duplicated a previous one conducted in 1976, asked what kind of performance appraisal system was used for management and blue-collar employees. It also asked for the interval between ratings, productivity and employee reaction to the appraisal system, anticipated changes and respondent satisfaction to the present system. While it is not possible to go into all the detailed findings of this study, some of the most pertinent information is summarised below. ? While in 1976 43 per cent of the respondent firms had used a traditional performance appraisal system (e. g. , forced distribution) and 57 per cent had used a collaborative system (e. g. , MBO), in 1981 these figures had changed to 53 per cent and 47 per cent respectively. In other words, the proportion of companies using a traditional approach to performance appraisal had increased while the proportion of those using a collaborative approach had decreased. Several respondents provided written comments stating that they had changed to quantitative (i. e. traditional) systems in recent years in reaction to legal challenges to their previous collaborative system. In 1981, 39 of the 41 organisations using a traditional system used a graphic rating scale. Of the collaborative forms, 23 firms used MBO and 11 used a BARS system. The percentage of firms not satisfied with their current appraisal system increased from only nine per cent in 1976 to 47 per cent in 1981. In addition, those with collaborative systems were more likely to be satisfied, while the majority of firms with traditional systems expressed dissatisfaction. As far as the effect of the type of system used on employee attitudes went, 37 per cent of the ? IMDS January/February 1988 13 ? companies using a traditional approach felt that it had improved employee attitudes while 63 per cent felt it had not. Of those companies using a collaborative approach, 77 per cent felt it had improved employee attitudes and 23 per cent felt it had not. ? Of the 22 firms indicating that they anticipated changing their performance appraisal system in the near future, 12 were moving from a collaborative system to a traditional system. This is especially interesting in light of the fact that, in the 1976 study, the majority of firms indicating that they were considering a change said that the move would be from a traditional to a collaborative approach. While the 1981 study did not delve into the reasons behind this shift in attitude, Taylor and Zawacki conjectured that it was due to governmental and legal pressures for precise (i. e. , quantitative) measures which overwhelmed a desire to help people develop and grow towards becoming more effective employees. Of the firms surveyed, 49 per cent felt that their performance appraisal system had improved employee performance (roughly the same proportion found in 1976). However, the number of firms that did not believe employee performance had improved as a result of the appraisal process had gone from four per cent in 1976 to 19 per cent in 1981 — and none of these firms anticipated changing their system! (5) The appraiser should be given feedback regarding his/her effectiveness in the performance appraisal process. (6) The performance appraisal system, regardless of the methodology employed, must comply with legal requirements (notably, Equal Employment Opportunities guidelines). Since the factors listed above are consistently highlighted in the literature as essential elements of an effective performance appraisal system, each of them warrants individual attention. Performance Goals Must Be Clearly and Specifically Defined Special emphasis should be placed on this phase of performance appraisal, since the lack of specifically defined performance goals will undoubtedly undermine the effectiveness of the entire performance appraisal process. The key performance areas need to be identified, assigned priorities and stated in quantifiable terms whenever possible. The mutual goal-setting process between a manager and subordinate associated with Management by Objectives is a particularly beneficial way to foster acceptance and internal motivation on the part of the employee[3]. As is often the case, if multiple goals are established, they should be ranked so that the employee has a clear understanding of which areas may warrant more attention and resources than others. Furthermore, every attempt should be made to describe performance goals in terms of their time, quality, quantity, and monetary dimensions. This will reduce the opportunity for misinterpretation about what is to be accomplished and what limitations there are. The quantification of goals will also make it easier for the manager and the employee to measure the employee’s progress towards achieving the objectives. The need for quantifying objectives is succinctly summed up by George Ordione: â€Å"If you can’t count it, measure it, or describe it, you probably don’t know what you want and can often forget it as a goal. There is still too much, ‘do your best’, or ‘I’ll let you know when it’s right’, going around in today’s organisations. If you can’t define the desired type and level of performance in detail, then you have no right to expect your subordinate to achieve it. â€Å"[4] ? To summarise, it would appear that while most firms wish to use a collaborative form of performance appraisal, they feel thwarted by outside forces (notably Equal Employment Opportunities requirements) in their attempts to implement such a system within their organisations. The dilemma, then, is finding a workable solution which will meet both constraints. The remainder of this article will take a look at these two seemingly conflicting areas (effectiveness vs. efensiveness) and how they can be integrated into a meaningful performance appraisal system. Elements of an Effective Performance Appraisal System While various authors use different names and modified descriptions for them, the following factors seem to be universally accepted by most authorities on the subjects as requisites for an effective performance appraisal system : (1) Performance goals must be specifically and clearly defined. (2) Attention must be paid to identifying, in specific and measurable terms, what constitutes the varying levels of performance. 3) To be effective, performance appraisal programmes should tie personal rewards to organisational performance. (4) The supervisor and employee should jointly identify ways to improve the employee’s performance, and then establish a development plan to help the employee achieve his/her goals. The Varying Levels of Performance While setting performance goals is a crucial first step in the process, managers also need to concentrate more attention on identifying what constitutes the varying levels of performance. If the organisation uses the typical â€Å"poor, fair, good, very good and excellent† scale of performance, the manager has a responsibility to identify at the beginning what levels of performance will produce a â€Å"very good† or â€Å"excellent† rating. However, setting specific goals for organisational performance is not enough — managers also need to relate performance to the individual’s rewards. Agreeing on what is to be accomplished and what varying levels of performance represent in terms of evaluation and rewards is crucial for the performance appraisal process to be effective[5]. Since the first two steps of this process (i. e. , defining performance goals and setting performance standards) IMDS January/February 1988 14 are closely connected, an example of how these steps might be achieved is warranted. A prerequisite for setting performance goals is to establish job tasks. To measure performance realistically, objectively and productively, we must base our reviews on job content rather that job constructs. Constructs are broad, often self-evident terms which describe a general task, activity or requirement. Richards refers to them as â€Å"garbage words† in terms of their usefulness as performance standards). An example might be â€Å"communication skills†. While few would argue the need for skills in communication for many employees, the problem is how to define the term in light of the requirements of the specific job in question. Will the employee be required to: ? ? ? ? ? ? ? ? ? ? ? ? Write memos? Write letters? Conduct interviews? Deliver public speeches? Present proposals to clients? Describe features and benefits of a product? Resolve face-to-face conflicts? Handle customer complaints? Write job descriptions? Describe and define job standards? Manage meetings? Present ideas to top management? Initiative: Resourceful in taking necessary or appropriate action on own responsibility. Unsatisfactory Poor A routine Often waits unnecessarily worker; usually for direction. waits to be told what to do, requiring constant direction. Satisfactory Good Excellent Seeks and gets added tasks for self; highly selfreliant. Assumes responsibility. Does regular Resourceful; work without alert to waiting for opportunities directions. or Follows improvement directions with of work. little follow-up Volunteers suggestions. Table I. drinks per bottle, etc. In turn, these indicators should be broken down into measurable standards, as shown in Table II. As shown, when identifying what constitutes the varying levels of performance, we need to decide what we can expect in terms of outstanding performance, what is satisfactory and what is the minimum level of perfo rmance we can tolerate. One could argue that these are subjective determinations, and this is of course true. What is important, however, is that once these determinations have been made, performance can be measured objectively against the standard. It is important to keep in mind that standards should be set based on what we require or need in the performance of a job and not on our assessment of a specific individual’s ability to do the job. Unless we specify the behaviour we want in the context of job content requirements, it will be near impossible objectively to measure someone’s performance under the generic construct of â€Å"communication†. We must determine the sort of communicating the job requires of the employee. Some organisations attempt to aid supervisors by providing rating scales which are anchored to descriptions of performance (i. e. , the BARS approach), such as the one shown in Table I. While this type of scale is certainly a vast improvement over those that offer no anchors (rating descriptions) at all, we could still argue over the ratings. The standards are subjective and unmeasurable, both undesirable traits in any performance appraisal system. To overcome these problems, the job should be broken down into responsibilities, with a series of performance indicators provided for each responsibility. In turn, these indicators should be accompanied by objective and measurable performance standards. An example will help illustrate the process. A bartender’s job can be broken down into several responsibilities, including mixing drinks, cost control, inventory control, house keeping, safety, law enforcement, supervision, customer relations, etc. In turn, each of these responsibility areas can be broken down into several performance indicators. For example, performance indicators of the job responsibility â€Å"mixing drinks† might include complaints, returns, brands used, appearance, speed, number of Personal Rewards and Organisational Performance To be truly effective, performance appraisal programmes should tie personal rewards to organisational performance. Too many reward systems are based on time on the job, are divided evenly among employees, or offer too little incentive to increase motivation significantly. As noted by Harper[3], performance appraisal systems need to be designed with the three â€Å"E’s† of motivation in mind. The first † E † refers to the exchange theory, which states that people tend to contribute to the organisation’s objectives as long as they believe they will be rewarded. The second † E † refers to the equity theory, which states that motivation is tied to the relative, rather than the absolute, size of the reward. For example, if person A does 25 per cent better than person B, but gets only five per cent more in a â€Å"merit† increase, then person A is likely to feel that management has actually punished him or her for doing noticeably better than person B. The third † E † is the expectancy theory of motivation, which asserts that motivation is a combination of the person’s perceived probability (expectancy) of receiving a reward and the worth of the reward. Even when the reward is great, motivation may in fact be quite low if the employee does not believe that he or she has a reasonable chance of achieving the necessary level of performance to get the reward. Conversely, if the employee believes that the probability of receiving the reward is high, there will be little motivation if he or she does not need or value the reward. IMDS January/February 1988 15 Job: Bartender Job responsibilities Mix drinks, etc. Indicators Complaints Returns Measurements used (recipe) Brands used Appearance Time No. of drinks per bottle, etc. feedback to managers about the quality of their performance appraisal ratings would seem to have several advantages: ? ? It is relatively inexpensive and easy to develop and implement. The feedback is based on ratings made by each manager as part of the formal performance appraisal process. This enables the feedback to be tailored to the individual. The feedback can provide managers with a basis upon which to compare their ratings with those made by other managers. This normative type of feedback is rarely available to managers; as a result, there is very little information upon which they can evaluate how lenient or strict they are. A feedback system should help to ensure comparability of ratings among managers, which in turn may increase employee satisfaction with the appraisal process. That is, employees are more likely to perceive that their performance has been evaluated equitably since managers are using the same standards when evaluating performance. ? Job: Bartender Standards Job responsibilities Mix drinks Indicators Minimum Complaints 4/week Satisfactory 2/week Outstanding 0 ? Table II. In summary, then, for a performance appraisal programme to be successful in this area, it must: (1) Tie rewards to performance (2) Offer a high enough level of reward (3) Have the level of reward reflect the relative differences in the various levels of performance (4) Tailor the rewards to the needs and desires of individual employees. Development Plans Ideally, the performance appraisal programme should be comprised of two separate sessions between the manager and the employee. In the first session the manager and employee review the level of performance from the previous period — what went well, what did not, and why. This session also identifies the employee’s strengths as well as the areas that need to be improved. The manager then encourages the employee to prepare a development plan to be discussed at the second meeting. The development plan is intended to identify areas that should be improved upon during the coming period. The subordinate should be encouraged to: (1) Concentrate on those areas that will affect results (2) Select three or four particular areas for improvement rather than an unrealistic and unmanageable number (3) Set improvement goals that are specific and measurable[6]. Whatever the end result happens to be, the employee needs to be the principal author (although the manager should offer help and suggestions) since people tend to be more motivated to accept and implement a plan of their own making. IMDS January/February 1988 16 Indications of the usefulness of such a feedback system were documented in a study by Davis and Mount[7] in which managers were provided feedback vis a vis the ratings they gave to employees. In response to a questionnaire distributed one week after they had received feedback regarding the quality of their performance ratings, 79 per cent of the managers indicated they were either satisfied (seven per cent) or very satisfied (72 per cent) with the feedback; 93 per cent said they considered it when making subsequent performance evaluations; 70 per cent said it influenced their ratings either appreciably (47 per cent) or substantially (23 per cent), and 79 per cent said the feedback had utility for making managers’ ratings more comparable. The test results from this study indicated that the feedback also significantly reduced the presence of leniency error (the tendency to skew the rating distribution towards the higher rating categories) in the managers’ ratings. This is significant from an organisational perspective because of the multiple uses of performance ratings in organisations. Often, performance ratings are the criterion on which selection tests are validated and often provide the basis on which merit pay increases are determined. According to Davis and Mount, improving the psychometric quality of the ratings may enable the tests to be validated more effectively and provide a more equitable method for distributing pay increases — an important consideration, as previously discussed. Conforming to Guidelines Obviously, in addition to the other factors which have already been discussed, another practical consideration which must be taken into account is that any performance appraisal system, regardless of the methods employed, must comply with all Equal Employment Opportunity guidelines. While a complete discussion of this important area is beyond the scope Feedback Regarding Effectiveness It is surprising how infrequently organisations provide their managers with information about their performance appraisal ratings. However, providing of this article, the Uniform Guidelines on Employee Selection Procedures, put together by the Equal Employment Opportunity Commission (EEOC) and several other agencies in 1978, deserve special mention. These procedures were meant to clarify the exact requirements which appraisal and other selection systems must meet, and include the following points: (1) To continue using an appraisal system that has adversely affected one or more protected groups, the company must demonstrate that the system is â€Å"valid†, that it is job related, and that it accurately measures significant aspects of job performance. (2) The company must establish that there is no other available method of achieving the same necessary business purpose that would be less discriminatory in its effects, and none can be developed. According to the courts, the plaintiff (employee), rather than the defendant (company) must show the availability of the alternatives. The EEOC has told employers what they cannot do, but it has not provided them with definitive guidelines for solving the performance appraisal puzzle. However, some help in this regard was provided in the Autumn, 1980 issue of EEO Today[8]. (1) Base your appraisal on a comprehensive job analysis. EEOC guidelines dictate that you measure job performance against specific, clearly defined standards of performance. The performance you appraise, says the EEOC, â€Å"must represent major critical work behaviours as revealed by a careful job analysis. † Without a clear, written statement of job responsibilities, you increase your risk of EEO liability. (7) Submit the appraisal to several reviewers, especially if it is negative. To prevent conscious or unconscious bias from creeping into the appraisal process, develop a multilevel review system. Have your superior review and sign the appraisal. This system of checks and balances will reduce the risk of losing a court action. Final Comment As can be seen from the foregoing discussion, an effective performance appraisal system involves much more than a mere annual or biennial evaluation of an employee’s past performance. Nonetheless, astute managers are becoming increasingly aware of the value of their human resources, viewing them as an investment rather than merely an expense or overhead to be minimised. Accordingly, many organisations are taking the time and effort necessary to develop an effective performance appraisal system in order to help their people achieve their personal goals, which in turn allows the organisation to meet its own objectives[9]. Unfortunately, many managers still object that they just do not have the time to make performance review and development an ongoing process. However, if management is defined as â€Å"the ability to get things done through people†, and if we accept the fact that an effective performance evaluation process helps in getting the most important and productive things accomplished, then what else should managers spend their time doing? References 1. Fletcher, C. , â€Å"What’s New in Performance Appraisal? â€Å", Personnel Management, February 1984, pp. 20-2. 2. Taylor, R. L. and Zawacki, R. A. â€Å"Trends in Performance Appraisal: Guidelines for Managers†, Personnel Administrator, March 1984, pp. 71-80. (2) Know the details of your company’s 3. Harper, S. C. , â€Å"A Development Approach to Performance nondiscriminatory policies. You and every other Appraisal†, Business Horizons, September-October 1983, pp. manager in the company should aim for the 68-74. uniform application of all appraisal guidelines. 4. Mellenhoff, â€Å"How to Measure Work by Professionals†, Management Review, November 1977, pp. 39-43. (3) Avoid subjective criteria. According to the Albemarle Paper Co. v. Moody decision, subjective 5. Richards, R. C. , â€Å"How to Design an Objective PerformanceEvaluation System†, Training, March 1984, pp. 38-43. supervisory appraisals of job performance are 6. Kellogg, M. S. , What to do About Performance Appraisal, inherently suspect if they produce adverse impact American Management Association, New York, 1975. against a protected group. To stand up to the 7. Davis, B. L. and Mount, M. K. , â€Å"Design and Use of a scrutiny of the courts, these judgements must Performance Appraisal Feedback System†, Personnel be considered fair and job-related. Administrator, March 1984, pp. 1-7. 8. Block, J. R. , Performance Appraisal on the Job: Making it (4) Document! Keep records. That is the only way Work, Prentice-Hall, Inc. , Englewood Cliffs, New Jersey, 1981. you can support whatever subjective judge ­ 9. Butler, R. J. and Yorks, L. , â€Å"A New Appraisal System as ments creep into the appraisal process. (They Organizational Change: GEà ¢â‚¬â„¢s Task Force Approach†, are inevitable. ) Personnel, January-February 1984, pp. 31-42. (5) Aim for a group of appraisers who have common demographic characteristics with the group being appraised. This criterion was established in Rowe v. General Motors. When only white males appraise blacks, Hispanics, women and other protected groups, the courts question the fairness of the. system. Once a system is challenged and shown to have adverse impact, the company must prove its validity. (6) Never directly or indirectly imply that race, colour, religion, sex, age, national origin, handicap, or veteran status was a factor in your appraisal decision. Making any disciminatory statement, orally or in writing, will make your organisation subject to court action. Additional Reading Kaye, B. L. and Krantz, S. , â€Å"Preparing Employees: The Missing Link in Performance Appraisal Training†, Personnel, May-June 1982, pp. 23-9. â€Å"Performance Appraisal: Curre. † Practices and Techniques†, Personnel, May-June 1984, pp. 5799. Heneman, R. L. and Wexley, K. W. , â€Å"The Effects of Time Delay in Rating and Amount of Information Observed on Performance Rating Accuracy†, Academy of Management Journal, December 1983, pp. 677-86. â€Å"The Trouble with Performance Appraisal†, Training, April 1984, pp. 91-2. Gehrman, D B. , â€Å"Beyond Today’s Compensation and Performance Appraisal Systems†, Personnel Administrator, March 1984, pp. 21-33. IMDS January/February 1988 17

Compare the Presentation of Change in Yeats”Sailing to Byzantium’

Compare the presentation of change in Yeats’ ‘Sailing to Byzantium’ and ‘The Second Coming’ Both of Yeats’ poems express his opinions and viewpoint of the changes in society and people’s beliefs. Through the poem ‘The Second Coming’ Yeats highlights his belief that the twentieth century had seen the beginning of a new darker era, full of violence and struggles for independence and the effects of the Great War. The second poem ‘Sailing to Byzantium’ expresses Yeats’ observations of old age and the comforting idea of travelling to Byzantium.Through the poem ‘The Second Coming’ reflects more than just society and politics within Ireland, but expresses Yeats’ turn of attention towards larger scale graphical and spiritual events such as The Great War in 1919. The Christian idea of the ‘Second coming’ that Christ would return is featured as the centre pin to Yeats’ poem a s questions what has become of his present day society, and how it had mutated and evolved from the more traditional, biblical times featured in religious stories and beliefs.The poem showcases Yeats’ acute understanding that a potentially dark time is ahead. The poem ‘Sailing to Byzantium’ features the theme of aging, a popular writing topic of Yeats’ also used in other poems such as ‘Wild Swans at Coole’. The idea of escaping the unaccommodating world and society of youth, and journeying to a calm Island of Byzantium appears a comforting thought. The poem written in when Yeats was around 60 years old provides insight into his thoughts of what it means to be old. The Second Coming’ contains links between how Yeats views society and the birth of Christ and the belief he would return. The first stanza of the poem contains imagery of violence and a lack of order. The phrase ‘mere anarchy’ highlights the main subject of the po em, the loss of a culture or civilisation, this dark imagery is used throughout the poem, ‘ Things fall apart; the centre cannot hold’ implies that the things at the heart of Yeats’ modern culture are literary and metaphorically broken.This change is described using natural imager of water; ‘the blood-dimmed tide’ and ‘the ceremony of innocence is drowned’ create a sense of fear as the natural power of water is uncontrollable, like the change Yeats is experiencing in the society of his time. This idea that the current society is not appropriate is shared in ‘Sailing to Byzantium’ as it is explained that it is ‘no country for old men’ and that ‘an aged man is but a paltry thing’, both phrases express the feeling of being out of place and unwanted ue to aging. Through the development of imagery such as ‘ the salmon- fall’ evoke the energy of youth whilst later ‘ a dying animalâ€⠄¢ contrast youth with age allowing Yeats to highlight the change from youth to experience with age. In the poem ‘The Second Coming’ Yeats uses the line ‘ the falcon cannot hear the falconer’ to give the worrying sense that nature is inverted and things are not as they should be, triggered by the coming change at the birth of a new era.The lines ‘The best lack all conviction, while the worst are full of passionate intensity’, built on opposites ‘best and worst’ again support the theme that the change has inverted life for the worst. The religious imagery of the birth of the ‘rough beast’, as it ‘slouches towards Bethlehem’ lacks an hint of human qualities, making it a stark contrast to the biblical, gentle saviour of Christ, but as a dehumanised monster. The use of stark contrast is also used within ‘Sailing to Byzantium’ between the differences of being young and old, ‘the young in one another’s arms’ carefree and ‘sick with desire’ of an aged man jealous of the youthful.The word ‘gyre’ in both poems is used as a common link to highlight to the reader that the changes occurring in both ‘Sailing to Byzantium’ and ‘The Second Coming’ are unavoidable and uncontrollable. While the technique of alliteration, ‘Bethlehem to be born’ in ‘The Second Coming’ supports the momentum and inevitability of change and the new era. Also ‘Fish, flesh, or fowl’ in ‘Sailing to Byzantium’ has a powerful effect as it recaptures all fish, youth and birds and brings them once again to the attention of the reader, as these three species are examples of youth and support the change experienced by the old.In conclusion through both poems Yeats expresses different types of change and the extent they have on people and society. While in ‘The Second Coming’ Yeats fo cuses on the worrying and almost threatening change in society through the twentieth century he highlights the also worrying, for different reason, inevitability of aging and the want to escape from the struggles of modern, youth controlled society.