World Wild foundation advertisement Research Paper

World Wild foundation advertisement - Research Paper Example It is virtually in all areas of society. Nonetheless, violence is highly depicted in advertisements, from advertising household commodities to industrial machinery. In addition, violence is not only expressed physically, it is also expressed socially and psychologically. All these forms of violence are exhibited through advertisements. Nonetheless, media stakeholders have tried dealing with this issue (Hamilton, 1998). This paper will consider violence in relation to advertisement and how it affects children and women. The significance of violence in television interference impact is highlighted by proof that violence is common in television programs. Nonetheless, while some advertisers avoid programs containing violent content, other advertisers do not air violent programs. Bushman conducted research on the impact of a violent content on memory for advertisements not containing violence. Bushman concluded that while violent television programs may cause enraged thoughts, this may af fect the processing of nonviolent advertisement programs. Violent advertising affect memory of individuals, mostly children and women. ... Also, violence is mostly recalled when a person is placed in a violent environment. An explanation for this is that violence in a violent environment makes violence associated concepts more within reach (National Television Violence Study 2, 1998). The attack on the Twin Towers instigated negative impact on the economy of the country and also had a tremendous effect on world economies. Therefore, advertisements related to the Twin Towers have negative effects to women and children. The analysis of the World Wild foundation advertisement takes into account children and women as the targets of the advertisement. This considers the objective of the advertisement and the view of the advertising content or intention of the advertiser. The analysis also looks at the children and women as advertising resource. This can stimulate impacts at the level of thought, behavioral or affective level. The analysis also may refer to women and children as receivers of advertising. This notion is linked with the habits and behavior of intake of advertising by the women and children (National Television Violence Study 2, 1998). The World Wild foundation advertisement does not consider women and children viewers of the advertisement. This is because there is a person pointing a gun at a child. This will make women and children have a negative view of the advertisement. This is because children will view themselves as targets of violence and women will have a negative attitude due to their care giving nature. The city of New Jersey lost the largest number of people after New York City. Over 90 different nations lost nationals in the World Trade Centre attacks. Additionally, there were two individuals who were listed in the official death number. This was

Strategic Importance of GAP Essay Example for Free

Strategic Importance of GAP Essay GAP is the single most important development project affecting Turkeys regional relations. Its area of operation borders Syria and Iraq, covering close to 30,000 square miles, about 9. 7 percent of Turkeys total territory. About 6. 1 million people, nearly 10 percent of Turkeys population, live there. The reluctance of international financial institutions, especially the World Bank, to finance dam building in disputed river basins meant that GAP had to be almost entirely domestically financed. This region is relatively undeveloped. Agriculture plays twice the role in the areas economy (39. 6 percent versus 17. 7 percent) that it does in the Turkish economy as a whole, while manufacturing is about half as important (11. 7 percent against 25. 2 percent) as in the entire country. The region only produces about 4 percent of the national income and ranks low in almost all aspects of development, including education and purchasing power. GDP per capita in the southeast region has been roughly 55 percent of the Turkish average (Turkish State Institute of Statistics, 1997:722). GAP is an ambitious project to narrow this gap. When completed, it will regulate 28 percent of Turkeys total water potential, generate 27 billion kilowatts of electrical energy, and irrigate more than 4. 2 million acres of land, thus adding another 50 percent to Turkeys arable farmlands. The amount of agricultural land irrigated by the State Hydraulic Works Administration and the total hydraulic energy (42,162 billion kilowatts) generated in Turkey will be doubled. Moreover, expanding irrigation will allow the production of a larger variety and more profitable crops, hich should ease Turkeys balance-of-payments difficulties. When the total irrigation is completed in the GAP region, the total irrigated area is projected to constitute 19 percent of the total irrigated land in Turkey (21 million acres). Power generation is as important as irrigation in GAPs plan. Dams on the Euphrates account for more than 33 percent of current hydroelectric production in the country, with another 14 percent from the Tigris. In sum, almost half the countrys total hydroelectric generation is being met from dams on these two rivers. By improving living standards, GAP is expected to reduce and perhaps reverse the persistent emigration from the area. Finally, it is hoped that GAP will eventually solve social and economic issues that have led to armed conflict: the bulk of the Kurdish population lives in this poorest part of Turkey. Unequal distribution of land here is a major economic problem that has political implications. â€Å"Some 61 percent of the farmers (about 150,000 families) own less than five hectares (12 acres), and 10 percent of the population own 75 percent of the land. The social structure has remained virtually unchanged since feudal times, with wealthy Kurdish landowners owning dozens of villages† (Bruan, 1994: 26). The tendency of all the riparian states to use the water problem as a domestic ideological tool exacerbates the problem. As Kut and Turan suggest, â€Å"Water disputes may be handy to politicians in personifying real or perceived outside threats in the domestic context, and in this way serve to unite the society against foreign enemies and mobilize support for the government† (1997:140). Indeed, the water issue has been effectively used in projecting the developmental needs in each country as strategic priorities and in defining water as an indispensable part of independent, autonomous development. The maximalist positions that all parties adopt regarding this issue might indeed be explained through such ideological imperatives (Kut Turan, 1997). Conclusion Strategic considerations and recent developments have also had a major impact on the water issue. While Turkish-Iraqi relations have been shaped by events in the Persian Gulf region, Syrias stance has been affected by the growing cooperation between Turkey and Israel. There are many reasons for this relationship, but one significant factor is Turkish concern over Syria, and this is in large part related to the water dispute. By shifting the strategic balance toward Turkey and against Syria, the alignment also strengthened Turkeys hand in the water issue (Muslih, 1996:124). From Israels perspective Turkey is the only potential source of water imports. From the perspective of Turkey, having Israel as a credible ally on the southern border of Syria helps ease tensions over the water and related Kurdish separatist activity originating in Syria. All these developments suggest that Syria can no longer use the â€Å"ethnic card† in bargaining over water with Turkey. An additional factor here is the potential for Turkish-Israeli economic cooperation related to GAP, the expansion of agribusiness that uses irrigation, and related industrial projects. An official protocol between the GAP administration and the government of Israel in conjunction with the International Cooperation and Training Center of the Israeli Ministry of Foreign Affairs, for instance, is underway, in which the two sides will cooperate on technology and training. In broader terms GAP could contribute to regional development, including potentially involving Syria in peaceful cooperation. A memorandum of understanding signed between the GAP administration and the International Center for Agricultural Research in Dry Areas in Syria on June 26, 1999, for instance, aims to develop an agricultural research center in the GAP area and monitor national resource utilization. Such confidence-building measures can prove crucial for a cooperative solution to the water dispute. Although Turkey is not a direct party to the peace process it has many expectations from a developing peaceful environment in the region. Despite being only on the periphery of the Arab-Israeli conflict, Turkeys internal and external security has suffered from terrorist and Islamic radical movements that flourish in the region. The Gulf War had devastating effects on the economy of the eastern and southeastern provinces in Turkey and contributed to rising separatist PKK activity in the area. Peaceful southern neighbors would help defuse tensions based on developmental gaps between the region and the rest of the country and increase trade. A more peaceful Middle East, if achieved, is likely not only to ease tensions over the Euphrates-Tigris Basin but also create an environment for a cooperative solution to the issue. Delinking the water issue from the wider security concerns, Kurdish ethnic problems, focus on regional underdevelopment, and optimal utilization of water resources instead can itself be instrumental in building regional cooperation in the Middle East. References Tomanbay, Mehmet (2000). TURKEYS APPROACH TO UTILIZATION OF THE EUPHRATES AND TIGRIS RIVERS , Arab Studies Quarterly, 02713519, Spring, 22(2):79-101Z Demirel, K Kulege (2004). Heavy metal contamination in water and sediments of an estuary in southeastern Turkey. International Journal of Environment Pollution. Geneva: 21(5):499 Ibrahim Kaya (2005). â€Å"Possible Turkish Water Export As A Tool For Peace And Stability In Middle East,† The Journal of Turkish Weekly. Retrieved Dec 11 from http://www. turkishweekly. net/news. php? id=3758 John Waterbury, Transboundary Water and the Challenge of International Cooperation in the Middle East, in Water in the Arab World: Perspectives and Progress, ed. Peter Rogers and Peter Lydon (Cambridge, MA: Harvard University Press, 1994 Gun Kut (1993) â€Å"Burning Waters: The Hydropolitics of the Euphrates and Tigris,† New Perspectives on Turkey 9, 2:1–17. George Gruen (1992). The Water Crisis: The Next Conflict, Los Angeles: Simon Wiesenthal Center John Kolars (1994). â€Å"Managing the Impact of Development: The Euphrates and Tigris Rivers and the Ecology of the Arabian Gulf: a Link in Forging Tri-riparian Cooperation,† Ali I. Bagis, ed. , Water as an Element of Cooperation in the Middle East (Ankara: Hacettepe University. Y. Bakour (1992). â€Å"Planning and Water Management of Water Resources in Syria,† in Le Moigne et al. , Country Experiences with Water Resources Management: Economic, institutional, technological and environment (Washington, D. C. : World Bank Frederick W. Frey (1993). â€Å"Power, Conflict and Cooperation,† Research and Exploration: Water Issue 9: 18–37 Suha Bolukbasi (1993) â€Å"Turkey Challenges Iraq and Syria: The Euphrates Dispute,† Journal of South Asian and Middle Eastern Studies 16, 4. Turkish State Institute of Statistics (DIE) (1997). Provincial and Regional Statistics, Ankara: DIE Armelle Bruan (1994) â€Å"The Megaproject of Mesopotamia,† Centrepiece (March– April) Gun Kut and Turan (1997) â€Å"Political-Ideological Constraints on Intra-Basin Cooperation on Transboundary Waters, † Natural Resources Forum 21 Muhammed Muslih (1996). â€Å"Syria and Turkey: Uneasy Relations, † in Henri J. Barkey, Reluctant Neighbor: Turkeys Role in the Middle East, Washington, D. C. : U. S. Institute of Peace Press.

Racial Profiling In Canada Criminology Essay

Racial Profiling In Canada Criminology Essay The public and the police encounters are challenged and stressful events. As a multicultural nation, Canada protects its core values such as the freedom from discrimination and arbitrary. However, activities like the investigation by the law-enforcement officials may make people vulnerable leading to allegation of racial profiling (Sean Kevin, 2006). Yet, the community widely recognizes the intelligence-law as a desirable matter of practice. With this regards, the police are encouraged to use criminal intelligence to eliminate the egalitarian ideals making the citizenry proud (Sean Kevin, 2006). A few years ago, the weight and height criterion on police officers recruitment and the training requirements were guided by physical strength and physiques, and their effectiveness at work rather than the color of the skin. Nonetheless, there are people who think that the skin color, non-legally relevant behavior, clothing can make them subject to unwanted treatments and if it comes from t he police it may qualify to be an infringement. The sense of the infringement in itself can escalate a response. Of course, some policies may lead to racial discrimination without any intention of racism. After careful consideration of Toronto Star investigative journalism report and a few other studies one should conclude that the Canadian Police Force have allegedly engaged in Racial Profiling, thereby demonstrating the negative effect on the public perception of police legitimacy. The Problem Canadian policing in terms of its affect on the publics perception of police legitimacy is a debate whose heart lies on the role of the police. The Canadian Police Force also bears the largest part to the responsibility of racial profiling (Melchers, 2006). In some instances, the police contacts with the public leave the sensitive members of the public bewildered. The quality of the police- public interaction has been intensified by the anti-racial profiling accusations. There are no new facts in the neologism racial profiling since there is a long history of biased policing in the findings and reported accusations. Racial profiling has garnered the attention of the media and public and thus the expression that the old wine is pouring into new bottles reinvigorating the problem. The Toronto Star articles Race and Crime The Toronto Star on October 19 2009 started publishing Race and Crime as series of articles that revolved around the theme of racial profiling. Justice is different for blacks and whites, Police target black drivers, and Blacks are targeted by Toronto police are treated harshly than whites are some of the singled out 2002 articles (Melchers, 2003). These subsequent stories claimed that the Toronto police were connected with racial profiling. The Star defined these acts of stopping people as the practice of stopping people for little reason other than their skin colour. The publication of the interviews with the black community leaders and advocates confirmed the presumption concerning reported charges of racial profiling and articulation of Scott Wortley, a Toronto criminologist (Melchers, 2006). The police representative responded to these acquisitions rejecting that they were singling out the black community. Alan Gold, a prominent lawyer and Edward Harvey a University of Toronto s ociologists were commissioned to conduct the Star independent review analysis by the Toronto Police Service. After their investigation the commission made a conclusion that what the Star analysis was Junk science and that the articles were completely unjustified, irresponsible and bogus slurs (Melchers, 2006). Additionally, the police union on behalf of its 7,200 members filed a $2.7 billion libel suit. To refute or support these claims judges, police officials, and attoneys further weighed to establish concrate contoversial statements. The Stars reported on police racial profiling after analyizing the Toronto Polices Criminal Information Processing System (CIPS) arrest data accessed by the Stars invetigative journalist team. The team was supervised by Dr. Michael Friendly, a director of York University Institute consulting service. The database that was analyzed constisted of more than 400,000 incidents involving arrests or tickets (Melchers, 2006). The identification information w as not included to protect the identity of individuals. Information identifying the incidence of arrest, charged or ticketed in broad category included other attributes such as gender, age, skin colour, the resideny status, and immigation. The data also included limited information housed in the CPIC such as the criminal histories of individuals, conditional release status, previous convictions, probation orders, and bail status (Melchers, 2003). Some of the police-recorded data in various instance was either missing or overrepesented. For instance, the least serious offenses were underreported and the more serious offences and known offenders were over-represented. Notice the CPIC only records information on police actions and incidences included information on arrest, ticket or charged persons. The main purpose of CIPS is to provide relevant information in the subsequent stages of the process of criminal justice. With this regards, no subsequent action can be taken on the recorded information if incomplete, the Star investigative journalist team faced this predicament in the course of their investigation. The Evaluation Over the past few years, the Toronto Star investigative report on Canadian police on racial profiling has attracted considerable attention. Canadian newspaper report on police racial profiling is practice that been highly politicized since the 70s (Melchers, 2003). For instance an earlier report conducted by the Royal Commission in 1992 on Donald Marshal indicated that nearly two-thirds of the total respondents felt that the police were discriminating the Canadian-African community. In reference to the interview with the Black Caribbean-Canadians who lived in Toronto City, Henry (1994) articulates that the police-public relations are filed with racial mistrust and suspicion practices (14). James (1998) also concludes in his examination that the encounters that the Black youth have with the police are characterized by harassment, suspicion, homogenization, and stereotyping which are indicative to police attitudes toward the Black youth (134). In other study conducted by Tanner and Wor tley (2002), the research approximated that more than 3,400 Black students in Torontos high schools attested having been stopped and questioned by police twice or more in a span of one year (369). They also claimed that they were subjected to physical searches. For the sake of this illustration, a keen interest must be developed on the articles that the Toronto Star initiated under the series race and crime with the claim that the Police Force of Toronto were engaging in racial profiling. The claims asserted the Black Torontonians were detained and treated worse than their White counterparts (Melchers, 2003). The citizens and the community leaders took the Stars report as a justification stating that racial profiling is an endemic in the crime and judicial system. The Star article series analyzed two independent data sets for two explicit reasons. First, there are the out-of-sight driving offenses where the driver is stopped without apparent reasons used in the assessment of the various patterns of traffic stops. Second, data sets pertaining to simple drug offenses were used in the assessment of the disparity of treatment of both Black and White drivers. In regard to the analysis of out-of-sight, the Star reported that from 19996 through to 2001, 4,696 out-of-sight offenses with noted skin colour were recorded identifying 33.6% of these as Black (Melchers, 2006). In comparison to the 1996 Canadian census, only 8.1% of Torontos total population was identified as Black therefore the Star reached to a conclusion that racial profiling existed. On the drug offenses, the Star investigative team examined more than 10,000 police depositions of the charged persons. For those involved, 23.6% were Black drivers and 63.8% involved the White counterparts, whereas the 76.5% of the latter were later released at the scene compared to the formers 61.8%. During the same period, 15.3% of the Black drivers were held for bail hearing as compared to the 7.3% of the White drivers (Melchers, 2006). The evidence was clear that the police treat Black Canadian worse than their White counterparts. Racial Profiling in Canadian courts The ambiguity of the phrase racial profiling has found itself favoured in the Canadian Courts. The jurisprudential term articulable cause in Canada equates to lack of reasonable grounds in the U.S., which is regarded as de jure evidence concerning racial profiling even when specific evidence on racial biasness is missing. Such an asymmetry has emerged as a consequence that has affected how the legal rights in regards to the ways the police powers are treated when applying the power of search, investigative detention, and seizure. This form of asymmetry makes the enforcement of law and public safety more difficult when it comes to the members of visible minority threatening to endanger their security, in the midst empowering criminal organizations (Melchers, 2006). There is a growing reception in the courts, the public, and the media on racial profiling allegations whose basis might be evidentiary weak or not completely fabricated. The two most cited sources of claims in Canadian expe rience are the Toronto Star investigative journalism report on race and crime conducted in year 2002 and the recently conducted data collection by Scot Wortley commissioned by Kingston Police Service. The two experiences are still undergoing peer reviews though they continue to circulate as grey literature. Today the two studies suffer from acute methodological problems and the research community have a consensuses view that the two are junk science. Subsequently, if any police work lack sufficient grounds or articulable cause then these cases are submitted as racial profiling when the subject of these actions is from a visible minority community. When the subject stopped by the police present physical and visible characteristics that may evoke stereotyping and the findings of the court report that the police were deficient and unlawfully detained the subject then the court can submit statements supporting the presence of racial profiling. The ant-profiling advocates have made suggestions that all police stops of the visible minority population including those at the street stops of pedestrians be taken as presumptively forms of detention of a higher standards. Many have argued that such a differential standard is crucial because it recognizes how the visible minority perceive things differently from others specifically when they relate with the police. Under looking the developments are advocates whose intentions are to drive an intermediary between the law enforcement authorities and the visible minorities which perhaps unknowingly can further the notion that the police are antagonistic and unsympathetic to the visible minorities. Fighting Racial Profiling In the law enforcement, the issue of racial profiling has purported systemic and widespread biasness. This issue in the public debate has a staying power which requires immediate response from the investigative authorities, the police, and other parties in the criminal justice system (Melchers, 2006). The culture of racial profiling can be dangerous to the public safety and the social cohesion. Furthermore, it has became clear that the conventional accountability mechanisms such as clear polices working in opposition to discrimination and biasness are no longer seen as sufficient as they used to be. Perhaps Stars article series were the eye opener depicting the intractable problems that still permeates the Canadian criminal and Judiciary system. Yet, the racial profiling in other countries such as the U.S. has added much heat and no enlightenment to the debate. Some of the effective tools that can control and suppress the perception of racial profiling policing are the establishing t ask forces that involve the community leaders, disciplinary policies, public statements, training, and written policies that work against racial profiling. These mitigation techniques are rather debatable than costly compared to the difficult flawed collection of evidence that can sometime contradict or even support positive-negative views. Conclusion In todays conformist age, it is very tempting for the progressives to be content with victories such as the official knowledge of Canadian racial profiling. Nonetheless, the realization that the government agencies such as the police force are operating in non-transgressive universe of meaning whose value on acknowledgement concerning issues of social justice are characterized by omissions, distortions and qualifications can lower these temptations (Melchers, 2006). The Stars series articles presented police racial profiling as ubiquitous and dysfunctional producing a report that was more cautious than crucial and more befuddling than enlightening and hence the title of these articles. Significantly, this paper has addressed the specific topic about Canadian policing in terms of its affect on the publics perception and the police legitimacy concerning racial profiling. The paper also presented general arguments about Canada, the presently constituted policies in courts, and the lack of guarantees to substantive anti-racism. It now goes without saying that appeasing measures such as training, establishing task forces that involve the community leaders, disciplinary policies, and public statements can help fight the problem of racial profiling. If these methods are followed, Canada can mollify the effect of racial profiling, lower political costs, and fuel the progressive transformation of major institutions such as the police force. From the point of view Stars investigative journalism report and other studies on race and racism, it is clear that the best racial policy is the one that provide appearance of change without a changing of the status quo.

Drug Legalization Essay -- Drugs Legal Legalization Essays

Drug Legalization Drug legalization has become a great issue among Americans for many years, and there have also been those that try to stop that legalization. The article, â€Å"Legalizing Drugs is Not the Solution† by Gerald W. Lynch, has a good argument based on facts and incidents that have occurred from drug use. In this article a person thinks twice about what they are really doing when they use drugs, and it is clear as to why legalizing drugs would not be a logical solution As spoken in this essay about the legalization of drugs and its bad effects, Lynch uses a lot of relevance and sufficiency throughout his piece. Relevance is the appropriateness of his evidence to the case at hand (Faigley and Selzer 45). Sufficiency is the amount of evidence cited (Faigley and Selzer 46). Lynch bases his essay on these key factors throughout his whole piece on the legalization of drugs and how it is not the solution. He bases his argument in paragraph 7 on all the bad things that have occurred to various people who have used drugs illegally. He states this through mentioning accidents, deaths, child abuse, sexual abuse, and various other crimes including destruction of property. His evidence proves to be true in proving his point of going through treatment and therapy for drug use instead of legalizing them. This essay is a successful argument because it convinces a person through all that is detailed why legalization of drugs will not work in this society. He describes through his values on the issue of drug legalization and the effects they have on many people. Lynch makes a few value statements through a claim of values, which states an argument for the paper through his personal reasoning (Faigley and Selzer 32)... ...e because if we feel that if we can treat those that are addicted to drug use and dealing, than we can overcome the thoughts about making drugs legal. Lynch uses people’s values and strong facts that prove his many points of interest in this piece. He has a majority of evidence that helps one be able to believe his point of why drug legalization is not the answer. Drug legalization has turned out to not be the answer and it has been proven through much evidence in Lynch’s essay. References: Faigley, Lester and Jack Selzer. Good Reasons with Contemporary Arguments. Needham Heights, Massachusetts: A Pearson Education Company, 2001. Lynch, Gerald W. â€Å"Legalizing Drugs Is Not the Solution† Good Reasons with Contemporary Arguments. Eds. Lester Faigley and Jack Selzer. Needham Heights, Massachusetts: A Pearson Education Company, 2001. 490-493. Drug Legalization Essay -- Drugs Legal Legalization Essays Drug Legalization Drug legalization has become a great issue among Americans for many years, and there have also been those that try to stop that legalization. The article, â€Å"Legalizing Drugs is Not the Solution† by Gerald W. Lynch, has a good argument based on facts and incidents that have occurred from drug use. In this article a person thinks twice about what they are really doing when they use drugs, and it is clear as to why legalizing drugs would not be a logical solution As spoken in this essay about the legalization of drugs and its bad effects, Lynch uses a lot of relevance and sufficiency throughout his piece. Relevance is the appropriateness of his evidence to the case at hand (Faigley and Selzer 45). Sufficiency is the amount of evidence cited (Faigley and Selzer 46). Lynch bases his essay on these key factors throughout his whole piece on the legalization of drugs and how it is not the solution. He bases his argument in paragraph 7 on all the bad things that have occurred to various people who have used drugs illegally. He states this through mentioning accidents, deaths, child abuse, sexual abuse, and various other crimes including destruction of property. His evidence proves to be true in proving his point of going through treatment and therapy for drug use instead of legalizing them. This essay is a successful argument because it convinces a person through all that is detailed why legalization of drugs will not work in this society. He describes through his values on the issue of drug legalization and the effects they have on many people. Lynch makes a few value statements through a claim of values, which states an argument for the paper through his personal reasoning (Faigley and Selzer 32)... ...e because if we feel that if we can treat those that are addicted to drug use and dealing, than we can overcome the thoughts about making drugs legal. Lynch uses people’s values and strong facts that prove his many points of interest in this piece. He has a majority of evidence that helps one be able to believe his point of why drug legalization is not the answer. Drug legalization has turned out to not be the answer and it has been proven through much evidence in Lynch’s essay. References: Faigley, Lester and Jack Selzer. Good Reasons with Contemporary Arguments. Needham Heights, Massachusetts: A Pearson Education Company, 2001. Lynch, Gerald W. â€Å"Legalizing Drugs Is Not the Solution† Good Reasons with Contemporary Arguments. Eds. Lester Faigley and Jack Selzer. Needham Heights, Massachusetts: A Pearson Education Company, 2001. 490-493.

The Eight Essential Steps to Conflict Resolution Essay -- essays re

  Ã‚  Ã‚  Ã‚  Ã‚  The book that I chose to read for my book review was, The Eight Essential Steps To Conflict Resolution by Dr. Dudley Weeks. The reason I chose to read a book on conflict resolution was to further improve my skills at avoiding and dealing with problems. Because I feel that a person truly shows their character not when things are going well but when things begin to go bad. And having the ability to deal with those problems strengthens one as a person.   Ã‚  Ã‚  Ã‚  Ã‚  Dudley Weeks, PH.D. is widely commended as one of the world’s leaders in conflict resolution. He lives in Washington, D.C., has worked in over sixty countries and has counseled thousands of businesses, families, and communities in the United States. Dr. Weeks has twice been nominated for the Noble Peace Prize. Dr. Weeks is now teaching conflict resolution at the American University School of International Service and gives workshops throughout the world.   Ã‚  Ã‚  Ã‚  Ã‚  Dr. Weeks basically tears conflict resolution into eight steps. The first step is to create an effective atmosphere. The second step is to clarify perceptions. Third is focus on individual and shared needs. Fourth is build shared positive power. Fifth is look to the future, then learn from the past. Sixth is generate options. Seventh is develop â€Å"Doables.† And the last step is make mutual benefit agreements. Dr. Weeks also touches on topics such as handling anger, dealing with people who only want things their way, and dealing with conflicts that involve an injustice.   Ã‚  Ã‚  Ã‚  Ã‚  The first step is about Creating an Effective Atmosphere. Creating an effective atmosphere is a very important step in the conflict resolution process. It is more likely for mutual agreements be reached when the atmosphere is given careful consideration. When thinking about atmosphere remember these ideas; personal preparation, timing, location, and lastly opening statements. Personal preparation is doing all you can to ready yourself in positive ways to approach issues honestly and openly. Timing means that choosing a time that is best for all parties involved, a time in which no one is feeling pressed to move on or pressured in other ways. Location suggests that where you meet is as important as when you meet, it is best to pick a place where all parties can feel com... ...esolution. I found it extremely helpful incertain areas, I also found that I actually do some of the steps when I am dealing with a conflict. For example, when a conflict occurs I try to understand what happened with past conflicts and avoid repeating the same mistakes over again. Also when we are trying to find a solution I look for a solution that will be both beneficial to me and them. I did learn some good ways to organize our thoughts and solutions. I also learned to get to the heart of the conflict and focus on only that, and avoid all side issues.   Ã‚  Ã‚  Ã‚  Ã‚  As for my opinion of the author, I think he may be a better counselor and doctor than a writer. I found some of the reading sort of confusing and complicated, and had to read several sections over a few times to totally understand his point. Some of the vocabulary he uses is a bit technical, many words I needed look up to understand Dr. Weeks’ point. So basically what I am saying is that I found the reading to be a bit difficult but I really enjoyed the informational aspect of the book and that I learned a lot on how we should work through conflict and come to a resolution that benefits both parties.

Chicken Run Camera Angles

Run has many uses of camera angles. Camera angles can be used in many different ways, (low, high or mid angles), especially in Chicken Run. In Chicken Run camera angles are used to give the viewer a sense of what is going on and influence the viewer on how a character is regarded e. g. if the camera angle is gazing directly upwards towards a character this would usually indicate that the character in question has a lot of power or they are in charge.Camera angles can be used to show effects such as panic and calm on characters epending on what is taking place around them. A great example of this effect takes place as Ginger and the other chickens are being chased through the chicken yard by guard dogs. The camera angle in this scene flickers backwards and forwards constantly, keeping in tempo with what is taking place at present throughout the chase. As the chase comes to a climax Mrs Tweedy appears in front of Ginger and the camera angle changes to a low angled shot and stays fixed, this proves that all is calm again and The very first shot is of the moon.This instantly implies the genre and sets the tone f the film: the shot is very typical of the horror movie genre of films from the 20th century (which is also when the film is set). 3. The first shot pans down across to where Mr Tweedy and his two dogs are walking. The view of the fence surrounding the farm closely resembles the prisoner-of-war films which inspired the film itself. There is almost no sound and the music is quiet and mysterious to effect. He has dogs with him, most likely for protection, with fierce expressions, showing the mood of the scene. 4. Match-on-action shot of Mr Tweedys hand checking the lock on the gate.This suggests that he does not want anything or anyone getting in or out, and that he may be hiding something. Cut to an extreme low-angle close-up of his feet walking away. We never see his face in the first part of this sequence. This creates a sense of mystery as to who he is. It could mean that he is the main antagonist of the film because of this. 5. A fgure emerges and tries not to be noticed. This further suggests the first character we see (Mr Tweedy) is the antagonist since a character wants to hide from him, but we still don't fully understand why the fgure is hiding rom him.There is mystery surrounding the fgure as well as we cannot see (yet) who it is. Foot emerges before the rest of the body, suggests the figure is nervous of showing him/herself. 6. The water tower in the background connotes a guard tower in a typical prisoner-of-war film, so again there is reference to films such as ‘The Great Escape' which the film closely parodies, and also that there is a greater force on Mr Tweedys side. 7. The shadow (Ginger) makes a run for it, again trying not to be caught. The way the dog hears Ginger first suggests the danger is nearer; she is about o be caught. . Ginger is nearly caught; an example of a false alarm' where we believe the character has been caught but hasn't. 9. Match-on-action shot shows her frustration as she digs. Shot of the spoon being thrown back onto the floor; she is forced to leave everything but herself behind. 10. We are misled to believe she is sately across and all the danger is over, but in the next snot more chickens arrive. These two shots echo the previous shots of Ginger running across, so the risk of danger is repeated. 12.Cutting between the two actions of the chickens trying to scape and the dogs running towards them; again this shows frustrationand pressure for the chickens and a sense of danger. The sound and music both add to this effect by suddenly increasing dramatically, rising as the dogs near. 13. The sound and music have now increased to their full volume as Ginger turns to run. We finally see the face of the character we saw at the beginning, albeit for two brief seconds. The camera zooms in sharply on his triumphant expression. 14.Short, sharp cuts between shots, as well as the camera following the dogs, creates a feel of speed and shows the impact of the chase. Ginger stops and turns back in this shot; she has nowhere to turn. 15. Shot-reverse-shot between Ginger and the dogs is used to show she is trapped. The camera also backs away with Ginger; there is a slow zoom out on this shot of the dogs closing in. 16. The dog eating the gnome head (that Ginger tries to force them away with) shows her helplessness and what is destined for her. We don't see the impact of the head being eaten, implying violence. 17. Close-up shot of her head, slowly panning in.The attention is on her terrified expression, as the camera zooming in slowly shows how her ‘doom' is coming nearer nd nearer. 18. Both Ginger and the dogs turn at the light from behind her. The lighting has changed and is like a light from heaven' as if Ginger is being called or summoned, as if everything has already happened. The music has also stopped suddenly. 19. Cutting back to the curious faces o f the chickens. There is no music and very quiet sound; everyone has stopped to look, creating suspense of what they are looking at. 20. The camera pans up revealing the true main antagonist, with a short piece of dramatic music for this shot.

Job Enrichment

Organizational Behavior Concept: Job Enrichment Jared Stern Introduction The concept of Job Enrichment is a very broad theory within the field of organizational behavior that is applicable within all sectors of organization. Used synonymously with â€Å"job enlargement†, the term job enrichment refers to different methods that are aimed at increasing employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.Research studies conducted on Job Enrichment and its influence on employee productivity date back to the 1950s and 1960s and throughout those years a wide variety of methods have emerged. Most commonly job enrichment is attributed to the process of job redesign in order to reverse the negative effects monotony of employee tasks, which will include boredom, lack of autonomy and dissatisfaction. Other variances of job enrichment include providing worker incentives by involving the employee in the decision making process, the implementation of quality work groups and team building, and job independence as an incentive to increase productivity.Evolution of the concept of Job Enrichment Beginning in the middle of the 20th century up until present day, the theory of job enrichment has offered many compelling concepts to increase employee productivity while simultaneously enriching the employees work experience, all of which remain applicable today. The early works which established Job enrichment among organizational behavior theorists was Frederick Herzberg’s â€Å"Hygiene Theory† and Hackman and Oldham’s â€Å"Job Characteristic Model†.The Hygiene Theory The central figure in developing the theory of job enrichment within the framework of organizational behavior was Frederick Herzberg who’s pivotal â€Å"Hygiene Theory† has contributed a solid basis and foundation for subsequent generations to expand upon. According to Herzberg, for a worker to be happy and therefore productive the environmental factors of his workplace must not cause him discomfort. Herzberg further asserts that although providing employees with a more comfortable environment may in turn make them more productive, this does not necessarily mean they will be motivated to perform their duties.Simonds & Orife, 1975) Herzberg believed that the process of motivating workers is by enhancing their feeling of responsibility and connection to their work. In this case, Herzberg proclaims that it is the work itself that is rewarding. Managers can help the employees connect to their work by giving them more authority over the job, as well as offering direct and individual feedback. The Job Characteristics Model In 1975 Hackman and Oldham advanced the ideas of Herzberg by introducing what they called â€Å"The Job Characteristics Model†. This model is formulated on the assumption that if five core job characteristics are present, thre e psychological states critical to motivation are produced, resulting in positive outcomes. † (Griffin, Patterson, & West, 2001) The five core job characteristics consist of skill variety, task identity, task significance, autonomy, and feedback. Hackman and Oldham state that the three psychological states that motivation is dependent upon are experienced meaningfulness of work, responsibility for work outcomes, and knowledge of results. Hackman andOldham then proclaim that to the degree that these psychological states are present, high personal employee work motivation will result. Relevance of Job Enrichment in 2007 The early works of Herzberg and Hackman & Oldham have provided a feasible and effective framework for increasing employee productivity through job enrichment that is just as applicable today as it was when their research was first conducted. Within the past half century there have been numerous researches conducted that provides useful empirical evidence to illus trate the rewards and benefits of job enrichment.We will further discuss each method that an organization can implement in an attempt to improve worker productivity through job implementation. Employee autonomy In a study analyzing job independence as an incentive device to increase employee productivity, Kay Mitusch emphasizes that when employee autonomy is present it can compensate for an organization lacking an extrinsic reward program yet still remain productive. â€Å"This is pivotal for explaining why workers in independent, responsible jobs are willing to invest in their jobs even if there is no reliable, formalized system of rewarding them. (Mitusch, 2000) To provide further evidence of the success of employee autonomy as a method of job enrichment Griffin, Patterson, and West explored the relationship between teams and satisfaction using data from a large research project in the U. K. that investigated management practices and employee attitudes in manufacturing companies. The researchers conducted this study by distributing a questionnaire survey which asked them to rank their preferred working conditions in response to hypothetical situations which were designed to relate to their actual work duties.The study showed that â€Å"job enrichment was positively related to job autonomy but was not significantly related to perceptions of supervisory support. † (Griffin, Patterson, and West, 2001) The researchers also concluded that â€Å"while both autonomy and supervisory support were important positive influences on job satisfaction, the positive association of teamwork on job autonomy was explained by job enrichment that accompanied teamwork and could not be attributed to teamwork itself. (Griffin, Patterson, and West, 2001) This data shows that by simply trusting an employee’s expertise at his or her job and allowing them to operate more independently an employee will develop an increased level of job satisfaction and in turn increase t he productive output of that worker. Skill Variety Another technique to enrich an employee’s work experience is to utilize employees with a wide range of skills so they can apply them to their daily work routine.In his article White Collar Job Enrichment: The Pay Board Experience, Tim McNamar explored the Pay Board’s experience with job enrichment. By replacing a traditional method of processing cases with an approach built around work groups performing interrelated tasks, it increased productivity, provided better motivation, and vastly improved opportunities for individual self-actualization and esteem. † (McNamar, 1973) By changing the previous operational procedures and by allowing employees to engage in more of a shared task structure, the Pay Board experienced increased productivity across the spectrum. The decision to adopt a team concept for case management was not due to any of the traditional reasons given for blue collar job enrichment – high ab senteeism, low morale, and the like. Rather, it was instituted in hopes that it would drastically increase productivity. Nevertheless, the approach turned out to provide a variety of benefits, many of which directly related to the question of job enrichment. † (McNamar, 1973) Also, the inclusion of employees in critical decisions that will effect the organization as a whole, shows improvement in the employee’s orale regarding their importance within the organization and in turn increase their motivation.â€Å"In general, research on participative decision making has found that participation improves employees’ attitudes and increases their organizational commitment and job satisfaction. † (DeLancer Julnes, 2001) Job Feedback Another key aspect of job enrichment can be achieved through the simple process of providing employees with useful feedback concerning the work performance along with clearly established expectations. Job enrichment focuses on creating individual tasks that give people feedback, increase their influence how work is done, require them to use a variety of skills, and give them a whole piece of work. † (Mohrman, Lawler, Mohrman, 1992) Task significance and task identity The installation of job enrichment by way of task significance is the extent to which an employee’s work has a meaningful impact on other jobs in the same workplace.This can be accomplished with the installation of teams within the employee work population. Teamwork typically involves groups of interdependent employees who work cooperatively to achieve group outcomes. Effective team implementation can enhance the motivational properties of work and increase job satisfaction. † (Griffin, Patterson, and West, 2001) A direct correlation between task significance and task identity can be seen by the use of teams and specific job duties. The idea of task identity is the measure to which the job requires completion of a number of whole a nd identifiable pieces of work. Theoretically, the choice between teams and individual job enrichment should be made based upon the technology of the workplace. Teams are more complicated to build and to maintain, but may be necessary if the work is such that no one individual can do a whole part of it and get feedback about it. Teams are often appropriate, for example, in process production facilities such as a chemical plants and oil refineries and in complex service organizations such as banks and airlines.Where the technology allows an individual to do a whole task or offer a whole service, individual designs are preferred because they are simpler to install and give the individual more direct feedback. † (Mohrman, Lawler, Mohrman , 1992) The city of Rockville, MD conducted an experiment where managers and line staff collaborated in the decision making process and the result was astonishing, including cost savings, improvement of morale and the appreciation of the need for productivity within the organization increased. The key ingredients in the program’s success was the consultation with supervisors and employees and their involvement in selecting the projects. † (Hobbs, 1976) Counter argument of job enrichment Despite all of the overwhelming evidence of the success that is attributed in implementing job enrichment programs there is a minority of speculators that job enrichment is not always the best option when an organization’s sole objective is to reduce costs. The possible increase in the satisfaction of the employees is probably not a sufficient reason for managers to support job enrichment programs. A survey by Reif and Schoderbek showed that the main objective of top management in companies introducing job enrichment programs was to reduce costs. Hence, management support for a new job design approach has to be gained through a cost-benefit treatment to job design. † (Globerson, 1977) If a company’s sole aim is to reduce costs then investing in your current work force might not be the preferable avenue.However, if an organization or company is interested in fully utilizing its talented workforce and provide increased worker motivation and in turn increase worker productivity, then adopting a job enrichment program is the most effective option. Conclusion Throughout the last few decades, the implementation of a job enrichment program has successfully shown to increase employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.No matter what the function or sector of an organization whether it be a government agency, non-profit organization, or company operating within the private sector, the implementation of job enrichment into your organization will result in the key areas of employee production and worker motivation. It is obvious through years of conducted research that a happy and motivat ed workforce coupled with an effective and flexible management will ultimately result in a highly productive organization.Works Cited Albers Mohrman, Susan, Lawler III, Edward E. , Mohrman, Allan M. 992. â€Å"Applying Employee Involvement in Schools. † Educational Evaluation and Policy Analysis DeLancer Julnes, Patria. 2001. â€Å"Does Participation Increase Perceptions of Usefulness? † Public Performance & Management Review Globerson, Shlomo. 1977. â€Å"The Just Noticeable Difference in Complexity of Jobs. † Management Science Griffin, Mark A. , Patterson, Malcolm G. , and West, Michael A. 2001. â€Å"Job Satisfaction and Teamwork: The Role of Supervisor Support† Journal of Organizational Behavior Hobbs, Daniel D. â€Å"Productivity Through Worker Incentive and Satisfaction. Public Productivity Review King, Albert S. 1974. â€Å"Expectation Effects in Organizational Change. † Administrative Science Quarterly McNamar, Tim. 1973. â€Å"White Col lar Job Enrichment: The Pay Board Experience. † Public Administration Review Mitusch, Kay. 2000. â€Å"Job Independence as an Incentive Device. † Economica Simonds, Rollin H. and Orife, John N. 1975. â€Å"Worker Behavior Versus Enrichment Theory. † Administrative Science Quarterly Staudohar, Paul D. 1975. â€Å"An Experiment in Increasing Productivity of Police Service Employees† Public Administration Review Job Enrichment Based on a major study of High Performance Work Practices (HPWPs) in North America by Appelbaum et al. (2000) found that new forms of job design provided production line employees with the opportunity to contribute increased discretionary effort and to participate in workplace problem-solving. These researchers provided empirical evidence that conscious efforts by employers to increase employee discretion and job autonomy resulted in improved job satisfaction for employees and higher levels of organizational performance (Appelbaum et al. 000). Workforce involvement in decision-making may also be consistent with job enrichment practices (Spence Laschinger et al. 2004). Job enrichment involves providing increased levels of responsibility to lower level employees, including the delegation of work tasks previously undertaken by supervisors, and the provision of increasingly skilled tasks to line employees.The theoretical basis for enrichment efforts is Hackman and Oldham's (1975) ‘ job characteristics' model, which explores how a combination of specific job characteristics such as skill variety and task significance affect the individual's experience of meaningful work and their sense of responsibility for work outcomes. These characteristics have, in turn, been linked to improvements in work motivation, job satisfaction and work quality, reduced absenteeism and lower labour turnover (Ford 1969; Hackman et al. 1975).However, job enrichment has received wide publicity but has not always produced favourable results in the workplace. A great deal of debate exists over the benefits and limitations of job enrichment: it clearly is not for everyone. Ralph Brown (2004) summed it up very nicely: Some people are very resistant to more responsibilities or to opportunities for personal growth. Researchers report that some people they expected to resist seized the opportunity. Enriching jobs is a particularly effective way to develop employees provided the jobs are truly enriched, not just more work for them to do.The disadvantages are that job enrichment may lead to greater work pressure and that employees have to start performing tasks which were not originally required of them. Job design: Job design is the specification of the content of a job, the material and equipment required to do the job, and the relation of the job to other jobs. A well-designed job promotes the achievement of the organization’s strategic business objectives by structuring work so it integrates management requirements for efficiency and employee needs for satisfaction.Thus, effective job design presents a major challenge for the HR manager. And job enrichment is one of the methods of job design. Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. It is an idea that was developed by the American psychologist Frederick Hertzberg in the 1950s. It can be contrasted to job enlargement which simply increa ses the number of tasks without changing the challenge. As such job enrichment has been described as ‘vertical loading' increases the complexity of work to promote interest.Thus, job enrichment builds motivating factors into the job content by: combing tasks, establishing client relationships, creating natural work units, expanding jobs vertically and opening feedback channels. Supporter: Patterson, West and Wail (2004) found that firms providing lower level employees with job enrichment and skill enhancement experienced a significant boost in productivity and profitability. A Sri Lankan study of the impact of introducing self managed teams in a large textile mill reported increased productivity, higher product quality, lower reject rates and higher employee satisfaction.The process of delegating increased decision-making responsibility to workplace teams changed the organization’s structures, decision making processes and job design at workplace level, with increased l evels of empowerment and training being provided to team members (Jayawardana and Fonseka 1996). Nevertheless, the potential for improved performance outcomes to follow the provision of increased employee input into workplace decision-making relies on employee acceptance of the relevance of these practices and on the existence of a climate of involvement.One means of creating this climate is to appoint work group leaders who will model the behaviours valued by the organisation, and who are also able to motivate employees to mirror these behaviours (Richards and Vandenberg 2005). In Sri Lanka's Garment Industry, the manager introduced process controllers into the three production lines from January to April 2002; line employees underwent a series of training programs. The training focused on the company's customers and products, the production process and techniques related to increasing quality and problem-solving.The sessions were conducted by the plant manager, the quality assuran ce manager and the work study manager. Each session was followed by a discussion with production line members. The training programs lasted for two hours after work, with all line employees paid for their participation. At production meetings, held once a week, line employees were given feedback on their performance, in particular in relation to line efficiency and end-line rejects. During the initial training, production line employees were given a briefing on market conditions in the industry and customer requirements.They were also provided with an opportunity to study their line's performance for the previous three months in relation to on-time delivery, total rejects and customer returns. The training provided encouraged employees to take responsibility for performance outcomes such as product reject rates and on-standard efficiency levels. The training manager provided feedback to line employees where the performance of one production line lagged that of the organisation as a whole. The training also addressed skill development, the organisation of work and the use of computer-aided information systems and quality control systems.Each machine was equipped with a computer terminal, which gave details of efficiency standards, losses, stoppages and earnings based on incentive payments. The case explored the impact of a job enrichment initiative to devolve increased responsibility for monitoring workplace productivity, product quality and workforce attendance to line employees. We found that the introduction of process controllers generated substantial improvements in LM Collection's performance over this period.Efficiency levels rose from 41 per cent to 61 per cent and product rejects declined from 10 per cent to 2 per cent, while absenteeism levels declined from almost 10 per cent to 2. 4 per cent by March 2003. On the whole, productivity levels improved, product quality increased and workforce absence and turnover episodes declined over the period of this study. Critiques: In the other hand, there are drawbacks of job enrichment when the HR managers do not think about the matters from employees, and no one seems to mention the costs.In some employees eyes, the job enrichment is merely an enforce change to jobs in order for the organisation to obtain higher productivity from its workers. With the pressure of more responsibilities and tasks, the employees may not have enough time to give the feedback of performance. Either actually the workers do not want enriched their jobs or the job is not that easy to enrich. . Job enrichment is a type of job redesign intended to reverse the effects of tasks that are repetitive requiring little autonomy.Some of these effects are boredom, lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The underlying principle is to expand the scope of the job with a greater variety of tasks, vertical in nature, that require self-sufficiency. Since the goal is to give the individual exposure to tasks normally reserved for differently focused or higher positions, merely adding more of the same responsibilities related to an employee's current position are not considered job enrichment.Job enrichment can only be truly successful if planning includes support for all phases of the initiative. Ohio State University Extension began a job enrichment program in 1992 and surveyed the participants five years later. The results, broken down into 3 sub-buckets of data beyond the main grouping of advantages/disadvantages as shown in Table 1, indicate the University had not fully considered the planning and administrative aspects of the program (Fourman and Jones, 1997).While the benefits are seemingly obvious, programs fail not because of a lack of benefits, but rather due to implementation problems. These problems can include a perception of too great a cost, lack of long-term commitment of resources, and potential job classification changes (Cunningham and Eberle, 1990). In order for a job enrichment program to produce positive results, worker needs and organizational needs must be analyzed and acted upon. According to Cunningham and Eberle (1990), before an enrichment program is begun, the following questions should be asked: 1.Do employees need jobs that involve responsibility, variety, feedback, challenge, accountability, significance, and opportunities to learn? 2. What techniques can be implemented without changing the job classification plan? 3. What techniques would require changes in the job classification plan? A job enrichment program can be a very effective intervention in some situations where a Performance Technician is faced with a request for motivational training. Conclusion:In my opinion, job enrichment can bring about improvement in both job performance and job satisfaction. A survey of almost 100 research studies found job enrichment resulted in greater productivity, improved product quality, fewer employee grievances, improved worker att itudes; reduce absenteeism and labour turnover, and lower costs. Therefore, improved quality of working life brought about by job enrichment has not only social benefits but also bottom-line benefits to the organization. Job Enrichment Organizational Behavior Concept: Job Enrichment Jared Stern Introduction The concept of Job Enrichment is a very broad theory within the field of organizational behavior that is applicable within all sectors of organization. Used synonymously with â€Å"job enlargement†, the term job enrichment refers to different methods that are aimed at increasing employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.Research studies conducted on Job Enrichment and its influence on employee productivity date back to the 1950s and 1960s and throughout those years a wide variety of methods have emerged. Most commonly job enrichment is attributed to the process of job redesign in order to reverse the negative effects monotony of employee tasks, which will include boredom, lack of autonomy and dissatisfaction. Other variances of job enrichment include providing worker incentives by involving the employee in the decision making process, the implementation of quality work groups and team building, and job independence as an incentive to increase productivity.Evolution of the concept of Job Enrichment Beginning in the middle of the 20th century up until present day, the theory of job enrichment has offered many compelling concepts to increase employee productivity while simultaneously enriching the employees work experience, all of which remain applicable today. The early works which established Job enrichment among organizational behavior theorists was Frederick Herzberg’s â€Å"Hygiene Theory† and Hackman and Oldham’s â€Å"Job Characteristic Model†.The Hygiene Theory The central figure in developing the theory of job enrichment within the framework of organizational behavior was Frederick Herzberg who’s pivotal â€Å"Hygiene Theory† has contributed a solid basis and foundation for subsequent generations to expand upon. According to Herzberg, for a worker to be happy and therefore productive the environmental factors of his workplace must not cause him discomfort. Herzberg further asserts that although providing employees with a more comfortable environment may in turn make them more productive, this does not necessarily mean they will be motivated to perform their duties.Simonds & Orife, 1975) Herzberg believed that the process of motivating workers is by enhancing their feeling of responsibility and connection to their work. In this case, Herzberg proclaims that it is the work itself that is rewarding. Managers can help the employees connect to their work by giving them more authority over the job, as well as offering direct and individual feedback. The Job Characteristics Model In 1975 Hackman and Oldham advanced the ideas of Herzberg by introducing what they called â€Å"The Job Characteristics Model†. This model is formulated on the assumption that if five core job characteristics are present, thre e psychological states critical to motivation are produced, resulting in positive outcomes. † (Griffin, Patterson, & West, 2001) The five core job characteristics consist of skill variety, task identity, task significance, autonomy, and feedback. Hackman and Oldham state that the three psychological states that motivation is dependent upon are experienced meaningfulness of work, responsibility for work outcomes, and knowledge of results. Hackman andOldham then proclaim that to the degree that these psychological states are present, high personal employee work motivation will result. Relevance of Job Enrichment in 2007 The early works of Herzberg and Hackman & Oldham have provided a feasible and effective framework for increasing employee productivity through job enrichment that is just as applicable today as it was when their research was first conducted. Within the past half century there have been numerous researches conducted that provides useful empirical evidence to illus trate the rewards and benefits of job enrichment.We will further discuss each method that an organization can implement in an attempt to improve worker productivity through job implementation. Employee autonomy In a study analyzing job independence as an incentive device to increase employee productivity, Kay Mitusch emphasizes that when employee autonomy is present it can compensate for an organization lacking an extrinsic reward program yet still remain productive. â€Å"This is pivotal for explaining why workers in independent, responsible jobs are willing to invest in their jobs even if there is no reliable, formalized system of rewarding them. (Mitusch, 2000) To provide further evidence of the success of employee autonomy as a method of job enrichment Griffin, Patterson, and West explored the relationship between teams and satisfaction using data from a large research project in the U. K. that investigated management practices and employee attitudes in manufacturing companies. The researchers conducted this study by distributing a questionnaire survey which asked them to rank their preferred working conditions in response to hypothetical situations which were designed to relate to their actual work duties.The study showed that â€Å"job enrichment was positively related to job autonomy but was not significantly related to perceptions of supervisory support. † (Griffin, Patterson, and West, 2001) The researchers also concluded that â€Å"while both autonomy and supervisory support were important positive influences on job satisfaction, the positive association of teamwork on job autonomy was explained by job enrichment that accompanied teamwork and could not be attributed to teamwork itself. (Griffin, Patterson, and West, 2001) This data shows that by simply trusting an employee’s expertise at his or her job and allowing them to operate more independently an employee will develop an increased level of job satisfaction and in turn increase t he productive output of that worker. Skill Variety Another technique to enrich an employee’s work experience is to utilize employees with a wide range of skills so they can apply them to their daily work routine.In his article White Collar Job Enrichment: The Pay Board Experience, Tim McNamar explored the Pay Board’s experience with job enrichment. By replacing a traditional method of processing cases with an approach built around work groups performing interrelated tasks, it increased productivity, provided better motivation, and vastly improved opportunities for individual self-actualization and esteem. † (McNamar, 1973) By changing the previous operational procedures and by allowing employees to engage in more of a shared task structure, the Pay Board experienced increased productivity across the spectrum. The decision to adopt a team concept for case management was not due to any of the traditional reasons given for blue collar job enrichment – high ab senteeism, low morale, and the like. Rather, it was instituted in hopes that it would drastically increase productivity. Nevertheless, the approach turned out to provide a variety of benefits, many of which directly related to the question of job enrichment. † (McNamar, 1973) Also, the inclusion of employees in critical decisions that will effect the organization as a whole, shows improvement in the employee’s orale regarding their importance within the organization and in turn increase their motivation.â€Å"In general, research on participative decision making has found that participation improves employees’ attitudes and increases their organizational commitment and job satisfaction. † (DeLancer Julnes, 2001) Job Feedback Another key aspect of job enrichment can be achieved through the simple process of providing employees with useful feedback concerning the work performance along with clearly established expectations. Job enrichment focuses on creating individual tasks that give people feedback, increase their influence how work is done, require them to use a variety of skills, and give them a whole piece of work. † (Mohrman, Lawler, Mohrman, 1992) Task significance and task identity The installation of job enrichment by way of task significance is the extent to which an employee’s work has a meaningful impact on other jobs in the same workplace.This can be accomplished with the installation of teams within the employee work population. Teamwork typically involves groups of interdependent employees who work cooperatively to achieve group outcomes. Effective team implementation can enhance the motivational properties of work and increase job satisfaction. † (Griffin, Patterson, and West, 2001) A direct correlation between task significance and task identity can be seen by the use of teams and specific job duties. The idea of task identity is the measure to which the job requires completion of a number of whole a nd identifiable pieces of work. Theoretically, the choice between teams and individual job enrichment should be made based upon the technology of the workplace. Teams are more complicated to build and to maintain, but may be necessary if the work is such that no one individual can do a whole part of it and get feedback about it. Teams are often appropriate, for example, in process production facilities such as a chemical plants and oil refineries and in complex service organizations such as banks and airlines.Where the technology allows an individual to do a whole task or offer a whole service, individual designs are preferred because they are simpler to install and give the individual more direct feedback. † (Mohrman, Lawler, Mohrman , 1992) The city of Rockville, MD conducted an experiment where managers and line staff collaborated in the decision making process and the result was astonishing, including cost savings, improvement of morale and the appreciation of the need for productivity within the organization increased. The key ingredients in the program’s success was the consultation with supervisors and employees and their involvement in selecting the projects. † (Hobbs, 1976) Counter argument of job enrichment Despite all of the overwhelming evidence of the success that is attributed in implementing job enrichment programs there is a minority of speculators that job enrichment is not always the best option when an organization’s sole objective is to reduce costs. The possible increase in the satisfaction of the employees is probably not a sufficient reason for managers to support job enrichment programs. A survey by Reif and Schoderbek showed that the main objective of top management in companies introducing job enrichment programs was to reduce costs. Hence, management support for a new job design approach has to be gained through a cost-benefit treatment to job design. † (Globerson, 1977) If a company’s sole aim is to reduce costs then investing in your current work force might not be the preferable avenue.However, if an organization or company is interested in fully utilizing its talented workforce and provide increased worker motivation and in turn increase worker productivity, then adopting a job enrichment program is the most effective option. Conclusion Throughout the last few decades, the implementation of a job enrichment program has successfully shown to increase employee’s job motivation, satisfaction, self-worth, in an attempt to ultimately increase the overall employee productivity within the organization.No matter what the function or sector of an organization whether it be a government agency, non-profit organization, or company operating within the private sector, the implementation of job enrichment into your organization will result in the key areas of employee production and worker motivation. It is obvious through years of conducted research that a happy and motivat ed workforce coupled with an effective and flexible management will ultimately result in a highly productive organization.Works Cited Albers Mohrman, Susan, Lawler III, Edward E. , Mohrman, Allan M. 992. â€Å"Applying Employee Involvement in Schools. † Educational Evaluation and Policy Analysis DeLancer Julnes, Patria. 2001. â€Å"Does Participation Increase Perceptions of Usefulness? † Public Performance & Management Review Globerson, Shlomo. 1977. â€Å"The Just Noticeable Difference in Complexity of Jobs. † Management Science Griffin, Mark A. , Patterson, Malcolm G. , and West, Michael A. 2001. â€Å"Job Satisfaction and Teamwork: The Role of Supervisor Support† Journal of Organizational Behavior Hobbs, Daniel D. â€Å"Productivity Through Worker Incentive and Satisfaction. Public Productivity Review King, Albert S. 1974. â€Å"Expectation Effects in Organizational Change. † Administrative Science Quarterly McNamar, Tim. 1973. â€Å"White Col lar Job Enrichment: The Pay Board Experience. † Public Administration Review Mitusch, Kay. 2000. â€Å"Job Independence as an Incentive Device. † Economica Simonds, Rollin H. and Orife, John N. 1975. â€Å"Worker Behavior Versus Enrichment Theory. † Administrative Science Quarterly Staudohar, Paul D. 1975. â€Å"An Experiment in Increasing Productivity of Police Service Employees† Public Administration Review