...and the worker population contains a high percentage of new workers. The causes are the electrical engineers felt no ladder up in the job that in technical of engineering aspects, and there is no career development. To be a successful company, the organization itself must have the ability to attract and retain highly skilled employees. So, that organization must be able to compare between what employees want and what employers are willing to give. This participatory approach to human resources and the perception of a common understanding among human resources managers and executives offer benefits through flexible and innovative care of their employees. In addition, Samad found in the area of wage surveys, Electronic Applications are paid 5 to 8 percent above the market for various categories of electrical engineers and do not do anything about that based on the informal exit interview system or in others word, higher position for the engineers after working so many years and the junior and younger engineers have gone to the competitors. Then, the structure of the exit interview survey must have their formal set up that in the future will know possible explanations if anything happen. 2. What additional questions should Samad ask or what additional information is needed before proceeding toward a solution to this problem? Why? It’s clear that it’s important to develop a retention plan to retain employees and keep turnover...
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...Income Mobility: Up & Down the Economic Ladder by Tom Thompson Dr.Walker Senior Seminar 7/29/2009 Thomas L. Thompson Dr. Christopher Walker Senior Seminar July 29, 2009 Income Mobility: Up & Down the Economic Ladder People always say they do what they do to make life better not only for themselves, but for the future well-being of their children and hopefully those actions will get passed on to their children. This is my way of thinking of the paying it forward theory; giving all I have, to make the lives of my children better than the one I grew up with and the one I currently live. One of my most favorite quotes about getting ahead in life came from a philosopher and pastor Russell Conwell that is hand-written by my grandmother in a Bible that was given to me some years ago. It goes like this, “For a man to say, I do not want money, is to say, I do not wish to do any good to my fellow men" (Conwell). Everyone wants money, only if it is to do good for your family’s future. From the rich business professional perched high in their penthouse to the lowly street peddler on the corner, everyone has a story on how and why they ended up in that position. The United States is seen as the place where everyone has the opportunity of the “American Dream”. That includes the opportunity for one's children to grow up and attain to their fullest potential in which they are capable of, and seen for what they are and not what they are born with. It is the opportunity...
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...reaction. Is this a linear relationship? What happens to the initial reaction rate as substrate concentration increases? The enzyme and the substrate come together long enough to form a new substance. Yes this is a linear relationship because the substrate and the enzyme work together. The enzyme will actually change shape to fit the substrate so that a reaction can occur. The initial reaction rate of the substrate is variant on the pH level. The higher the pH level the lower the substrates reaction to the enzymes. Question #2: What is the maximum initial reaction rate for this enzyme at pH 7? The initial reaction rate is at its highest at pH7. As the pH starts at 3 and goes up it is like a ladder it steps up then steps down with each pH level. Question #3: Explain why the maximum initial reaction rate cannot be reached at...
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...their social position along to their children, so that patterns of inequality stay much the same from generation to generation. Some individual experience change in their position in the social hierarchy. For most people, social standing remains much the same over a lifetime. 3. Social stratification is universal but variable. Social stratification is found everywhere. At the same time, what is unequal and how unequal people are vary from one society to another. 4. Social stratification involves not just inequality but beliefs. Any system of inequality not only gives some people more resources than others but also defines certain arrangements as fair. Just as what is unequal differs from society to society, then so does the explanation of why people should be unequal. People with the greatest social privileges express the strongest support for their society’s social stratification, while...
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...PUBLIC SERVICES LEVEL 3 – 2016 UNIT 5 Part 1 – PHYSICAL PREPARATION NAME: Unit 5 - Assessment and grading criteria | To achieve a pass grade the evidence must show that the learner is able to: | To achieve a merit grade the evidence must show that, in addition to the pass criteria, the learner is able to: | To achieve a distinction grade the evidence must show that, in addition to the pass and merit criteria, the learner is able to: | P1 describe a fitness assessment for each of the major components of fitness | M1 explain the results of the fitness assessment and measure against relevant public service entrance test | D1 evaluate results of the fitness assessment, analyse strengths and recommend improvements | P2 describe the structure and function of the muscular-skeletal,cardiovascular and respiratory systems | | | P3 undertake a fitness activity,record and identify the short-term effects of exerciseon the major human bodysystems | M2explain the short and long term effects of exerciseon the major human bodysystems | | P4 describe the lifestyle factors that can affect health | M3explain the effects ofidentified lifestyle factors onhealth and fitness, whenapplying for public service and long-term employment | D2Evaluate the effects ofidentified lifestyle factors onhealth and fitness, whenapplying for public service and long-term employment | P5 Provide lifestyle improvement strategies that can have a positive effect on health | M4Explain lifestyle improvement...
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...and $100. If the stock does indeed rise to $100, and assuming the call option was bought at a strike of $75, the holder stands to gain $25 per share on the contract, minus any premiums paid for the option itself. 2. Did Mr. Leeson fit well in the Singaporean business culture? Using his example or other examples, comment in general regarding the problems that are faced by "Ex Pat's" and their employers. (Ex Pats are workers that are sent from the home office to work in the foreign branch of a multinational). I believe Mr. Leeson did not fit well in the Singaporean business culture. Asian cultures are punctual, formal, polite, and structured when it comes to business. The personal side of a business relationship and trust are extremely important, so relationships can take longer to develop. Mr. Leeson’s action at the bar when he exposed his private area was illegal, disrespectful, and immature. Some other problems faced when workers are sent from office to work in the foreign branch of a multinational include: language barriers, culture...
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...America is more focused on individualism. Due to those factors American people work hard to climb up in the upper position in the work place therefore they thrive in any types of work environment and anywhere in the world. Writer, LisaHoecklin (P1, 2012) explains about the American culture and its success. “People in individualistic cultures emphasize their success/achievements in job or private wealth and aiming up to reach more and/or a better job position. Especially in the USA the fight about jobs and trying to climb up in the hierarchy ladder is something very common there. It just counts to get there less caring who will leave behind one. In business they try to improve their connections and to gain more value out of them, not for establishing a good relationship but just to be involved in a calculative way.” The Polish culture focuses more on community or organization rather than individuals where in another term we can define as relationship driven culture. Therefore, in these circumstances American employees more enjoy the competition within the organization between the workers where as their counterpart emphasizes on their community to achieve the company goals. This is the big risk for the organization to move forewords in the right direction due to the two different views of the same company employees. When one group wants to make the change in the organization and other groups resist the change than there will be the internal conflict in the working place....
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...Background of Author: Martin Ford is the founder of a Silicon Valley-based software development firm and has more than 25 years of experience in computer design and software development. He holds a computer engineering degree from the University of Michigan, Ann Arbor and a graduate business degree from the University of California, Los Angeles. He is highly regarded in his field and has written for publications including The New York Times, Fortune, Forbes, The Atlantic, The Washington Post, Project Syndicate, The Huffington Post and The Fiscal Times. Ford is the author of the two books, his most recent Rise of the Robots: Technology and the Threat of a Jobless Future (2015) and in earlier years The Lights In the Tunnel: Automation, Accelerating Technology and the Economy of the Future (2009). These two books are about dealing with the effects of automation, robots, algorithms and the effects they have on mass-unemployment. Ford is quite unique and in some ways brave in the fact that he was the first 21st century author to publish a book (The Lights in the Tunnel) making a very strong argument that advances in robotics and artificial intelligence would eventually take over a large percentage of the human workforce and in turn make us obsolete. In this wise and wide-ranging book, he surveys the impact robots and smart technology is having upon the economy, work, leisure, education, health care, and the acceleration of inequality and unemployment. Introduction: ...
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...Practical Philosophy November 2001 Plato’s theory of Love: Rationality as Passion Lydia Amir 'I … profess to understand nothing but matters of love.' Socrates in Plato’s Symposium. times, when due to their education and to political changes, women earned the right to love and to be loved as equals to men. When one dispels these misunderstandings related to the popular notion of Platonic love, one finds a great richness and depth in Plato’s theory of love. In explaining why love is so important to us and yet why it fails us so often, Plato’s view of love seems applicable to our time. It is common knowledge that a very high rate of divorce threatens our marriages. We expect a lot from the sexual passion we call love, but usually end up disappointed when the romance goes away. Yet we keep getting married, thinking that we are going to be the ones that will beat the system. If we fail, we change our partner and try again. We end up our love life as we began it, confused, afraid and as disappointed as we were hopeful. The malaise that characterises our love lives naturally finds its way to the philosophical consulting room. In this paper I shall attempt to show how Plato’s view of love can be helpful both in dispelling our confusion about love and in proposing some solutions to our suffering. A comprehensive account of Plato’s complex theory of love, an exhaustive presentation of the controversies involved in interpreting it or a thorough discussion of the problems it creates...
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...Texas and worked on a ranch for three years. Later, he moved to Houston, worked for a newspaper ------------------------------------------------- for a year, then bought a newspaper of his own in Austin, Texas for $250. He was not pleased with his newspaper's title; ------------------------------------------------- so he renamed it The Rolling Stone. For a while, he did the writing and even the illustrations, but couldn't keep it up. The ------------------------------------------------- Rolling Stone apparently gathered moss and failed. He was a master of the short story . He was an American story writer whose real name was William Sydney Porter.. ------------------------------------------------- Johnsy and Sue are artists who move into Greenwich Village in New York City.As winter approaches and the weather gets colder, Johnsy becomes ill with pneumonia. She gets so sick that she believes that when the last leaf falls from the vine outside her window , she will die. An old artist , named Behrman , who lives in the same building as the girls, braves a storm one night to paint a leaf on the wall – a leaf that will never fall.Cold and wet from painting in the icy rain , he catches pneumonia and dies. This gives Johnsy the hope to survive her illness , and it also creates the masterpiece Behrman had always dreamed of painting . Summary | Living in early 20th century Greenwich Village are two young women artists, Sue and Johnsy (familiar for Joanna). They met in May, six...
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...is expected that the majority of learners who will be undertaking this qualification will be preparing for employment within a construction role in an organization. The expectation is that learners will choose to complete this workbook in the context of their own job role. This method should allow learners to access the material required with ease and utilize the information in the workbook as evidence against a knowledge-based qualification where appropriate. However, it is necessary for an understanding to be developed that construction methods will vary significantly in different types of organization. There is no requirement that learners are employed in order to undertake this qualification. For learners not in employment it is important that they gain knowledge and understanding of how construction works in different organizations. One approach could be...
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...managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. You will learn how to manage around weaknesses. The fourth and final key is to find the right fit for your employees’ talents. Again, you will learn to avoid the conventional wisdom that promotion is the only just reward for high performance - mindset that creates an organization where everyone is ultimately promoted to their level of incompetence...
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...from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. You will learn how to manage around weaknesses. The fourth and final key is to find the right fit for your employees’ talents. Again, you will learn to avoid the conventional wisdom that promotion is the only just reward for high performance - mindset that creates an organization where everyone is ultimately promoted to...
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...As Bernard Rosenberg once said, “Man is a biodegradable but nonrecyclable animal blessed with opposable thumbs capable of grasping at straws.” (Bernard Rosenberg. p. 96) Human Nature consists of an evolving body and an immaterial mind that has an essence which is the result of a highly complex brain; Both the body and mind die, however, while living, they make their own choices and create their own outcomes because of their immaterial mind; The memory and body are what makes a person who they are and without either of them, the same person does not exist; We make our own choices but without others, we would be unable to define ourselves. The Dualist view of human nature is similar to these ideas. Dualism is the “view that human beings are immaterial minds within material bodies.” (Velasquez. p. 105) The man that ran this show was René Descartes (1596-1650). He claimed that if we can conceive of one thing without the other, than they are not the same thing. He used this notion to state that the self and the body are different. From this, it can be reasoned that there is a soul, which endures. Human nature accepts the idea of an immaterial mind and a material body because of the fact that they can be viewed as separate things. In the words of Descartes, body is: …all that which can be defined by a specific shape: something which can be confined in a certain place, and which can fill a given space in such a way that every other body will be excluded from it; which can be perceived...
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...Generation Y, also known as millennials, are a group of 80 million Americans born between the early 1980’s and early 2000’s that began entering the workforce almost 15 years ago. “Experts say by 2020 that half of the U.S. workforce will be comprised of millennials” (Reuteman 2015). With the generations before retiring from the workforce it is no secret that generation Y is quickly becoming the face of America’s workforce. It is essential that those in generation Y get an accurate perception of the work-related skills needed for jobs today. There are many work-related skills needed in our every day jobs. Obviously with the emergence of new technologies faster than we can blink using social media is an important skill to have. The ability to work with teams is becoming ever more important because we want...
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