motivation of the employee

motivation of the employee Chapter Two- Literature Review 2.1 Introduction At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was the research, referred to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973).This study found out that employees are not motivated solely by money but also their behaviour is linked to their attitudes (Dickson, 1973).The Hawthorne studies begun the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedein, 1993). Understanding employee motivation and its relationship with corporate culture and gender is the focus of this research. This chapter is divided into seven sections; section 2.1 introduces the main subjects of this dissertation and is followed by section 2.2 which discusses employee motivation in small medium companies. The next section which is section 2.3 looks at motivation and the various theories developed by researchers, then section 2.4 considers the role of the manager when it comes to employee motivation. The last two sections; section 2.5 examines corporate culture with section 2.6 on gender and how it is perceived. Finally a summary of the whole chapter is presented in section 2.7. This section will review the most relevant studies on employee motivation and in small medium companies. 2.2 Employee Motivation in Small Medium Companies Organizational scientists and practitioners have long been interested in employee motivation and commitment. This interest derives from the belief and evidence that there are benefits to having a motivated and committed workforce. The Hawthorne Studies A major revision of ‘needs theory came from the work undertaken in the United State of America in the 1920s and 1930s of the Hawthorne Works of the Western Electric Company. This gave rise to a new school of management thinking, which suggested that employees have social needs which are as important as economic needs; these studies concluded that social relationships were significant in the satisfaction of the human need for social contact. The major contribution of this work in understanding employee motivation at work has been to focus attention on the design of jobs and tasks in an effort to make them attractive (Mullins, 2007). Employee motivation could be seen as the internal strength that drives employee performance. This strength enables employees to carry out their duties as expected of them having a particular aim in mind. And in most cases, where this strength is lacking, employees sometimes perform poorly. However, certain factors like job features, individual variation and organisational practices may influence employee motivation to work. It depends on good system that reward effectively, because it is critical as a motivated employee will achieve a great deal (Clark, 2009). According to McConnell (2002) companies have to consider the following steps in order to keep their employees in the organisation: ïÆ'Ëœ The employees perception of the work environment directly relates to the job performance. ïÆ'Ëœ What employees think of their jobs and their employer when the environment is positive ïÆ'Ëœ Improvement of the environment generally improves employee performance. McMackin (2006) states that large corporations have more money, name recognition and benefits to attract the best employees in comparison with small medium companies. Regardless of the positive aspects of larger corporations, many employees leave in order to work for small businesses, since they are able to have faster career advancement. According to Gaebler Ventures (2006) research show ten different motivational factors that are important for increasing motivation both for managers as well as employees; they include promotion potential, interesting work, personal loyalty, tactful discipline, appreciation for work done, good working conditions, help with personal problems, high wages, feeling of being in on things and job security. Gerson (2003) on the other hand states that employees in small organisations may leave for better salaries and benefits. The decision to leave can be affected by feelings of unappreciation, work condition, cultural conflicts, lack of convenience, lack of advancement and lack of support. According to Moses (2005) the basis for employee motivation is divided into two categories; anticipation of reward for work well done, and fear of discipline for mistakes or works done poorly. Motivation techniques at most companies falls into one of these two categories. The ideal for a small-business owner is to motivate employees in a positive way, since employees develop loyalty and personal commitment when they are encouraged to perform well in order to advance and receive recognition and financial benefits. The most negative aspect of this method is the fact that the less hard working employees will be fired or downgraded. The method also lacks teamwork, includes employee backbiting and has no long-term motivation. Wiley (1997) states that the relationship between people and work have fascinated scientists for many years, both psychologists and behavioural scientist, but in both field concepts such as need, motive, goal, incentive and attitude occur more frequently rather than concepts of aptitude, ability and skill. Scientist investigates how personal, task and environmental characteristics influence behaviour and job performance concerning motivation. Motivation does not remain the same over the years, it changes due to personal, social and other factors and it also affects the behaviour of a person rather than end performance. In order to create an environment that fosters employee motivation it is important to explore the attitudes that employees have towards factors that motivate them. When a company know what motivates its employees they are better prepared to stimulate them to perform well. In order to know what motivates employees, organisations must have regular communication and ask employees what sparks and sustains their desire to work (Herzberg, 2003). Most managers assume that their employees have the same motivational drivers as them, but managers must abandon this assumption and focus on the recognition of individual drivers. Findings from a forty year survey demonstrate that employees are motivated by receiving feedback and recognition and those individuals at different levels of the organisation might have different motivational values (Wiley, 1997). Managers have to understand what motivate their employees in order to receive high performance at the organisation. 2.3 Motivation Motivation is the creation of stimuli, incentives, and working environments which enable people to perform to the best of their ability in pursuit of organisational success. It is commonly viewed as the magic drives that enable managers to get others to achieve their targets. Since the dawn of the twentieth century, there has been a shift at least in theory. Many management theorists have provided insights into motivation (Strickler, 2006). Abraham Maslows hierarchy of needs provides insights into personal behaviour patterns. Other influential research has been conducted by Frederick Herzberg, who looked at job satisfaction, Douglas McGregors X and Y theory, which suggest management styles that motivate and de-motivate employees etc. Underpinning Herzbergs theory was his attempt to bring more humanity and caring into the workplace. His theory was to explain how to manage people properly, and to motivate them for the good of all people at work. Many contemporary authors have come up with several definitions for the concept of motivation. Motivation has been defined as the psychological process that gives behaviour purpose and direction (Kreitner, 1995), an internal drives to satisfy an unfulfilled need (Higgins, 1994), and the will to achieve (Bedeian, 1993).For this dissertation, motivation is defined as the inner force that derive individual to accomplish personal and organisational goals (Mullins, 2007). Motivation can have an effect on the output of any company or organisation. Organisations and companies relies heavily on the efficiency of it production staff to make sure that products are manufactured in numbers that meet demand of customers. If these employees lack the motivation to produce and perform to the best of their ability and meet the demand of customers, then an organisation may face a problem which may lead to serious consequences. 2.3.1 Internal and External Motivation Motivation according to Kehr (2004) can be either internal or external, it can be viewed as push or pull determinants. Implicit motives are factors intrinsic to the activity and explicit motives arise from factors extrinsic to the activity. Intrinsic motivation is the key motivation component of employee empowerment and individuals are responsible for achieving their own career success. It is based on positively valued experiences that a person receives directly from their work tasks such as meaningfulness, competence, choice and progress. Bymes (2006) explain that external motivators depend on outside factors to push the individual to complete a task. Kehr (2004) adds that explicit motives are influenced by social demands and normative pressures. Extrinsic rewards are based on reward and punishments controlled by the organisation. Like Bymes (2006) individuals with external motivators are motivated by salary or wage packets. Internal on the other hand is associated with employees who want to be employed in a particular position by a firm whose organisational values and work requirements are closely linked with the individuals personal values and skills. Implicit and explicit motives relate to different aspects of the person, but both are important determinants of behaviour. According to Basset-Jones Lloyd (2005) motivators associated with intrinsic drivers outweigh motives linked to financial and inducement and observing others benefiting from recognition and extrinsic rewards. Like Locke Latham (2004) internal factors that drive motivation and external factors that act as inducements to action is the concept of motivation. Motivation can affect three aspects of work; direction, intensity and duration. Peoples skill, abilities and how and to what extent they utilise them are affected by motivation. According to Katz (2005) intrinsic factors are the main reason for a persons true commitment and motivation. Extrinsic factors like salary and working conditions are also important, but do not give the commitment and excitement that the employee needs. How a person views the assignment and how tasks, information, rewards and decision-making processes are organised are strongly linked to the personal activities. People become more motivated when they identify themselves within a group and contribute to performance as a group (Van Knippenberg, 2000).This relies on the work performed by Locke and the goal setting theory he developed. This goal is team performance and the individual feeling part of the group. The focus of Locke was on the goal but in order to reach the goal one must associate oneself with the group and task. Glen (2006) contend that the most important factor to rely on is feedback since it can help an employee improve his or her performance ; communication is also vital in the world today and can be beneficial to both the manager and employee . 2.3.2 Motivation Theories The traditional form of motivation stated that people could be driven by fear and therefore managers had to be tough. This approach made the employees do the bare minimum and only work while their manager was watching. Research on motivation and it impact on individuals and employees has been undertaken from the mid-twentieth century. Prominent among such researchers include; Maslow1954, Herzberg 1959, Adams 1962, Vroom 1964, Alderfer 1972, Locke 1981 and others. There is intense competition as a result of technological advancement, demographic changes, globalisation, which puts more pressure on organisations to deliver products and services with continuous improvement. The theories on motivation identify individual needs, their expectation and reaction to both internal as well as to the external environment. The various motivation theories are discussed below. Maslows Hierarchy of Needs A ground-breaking theory on the subject of motivation and needs of the human being was advanced by Abraham Maslow in 1954.He stated that there are some fundamental needs for the human being that can be arranged in a hierarchic way. He argued that individuals and for the purpose of this study, employees are motivated to satisfy a number of diverse needs. According to Maslow until the most vital needs are fulfilled, other needs have little effect on the employees behaviour. Once a need is satisfied, and therefore less essential, other needs emerge and become motivators of their behaviour (Porter et al, 2003). At the base of the hierarchy is the physiological needs; food, clothes etc.These are considered primary needs as employees concentrate on satisfying these needs before the others. Physiological needs according to Maslow are undeniably the most pressing of all needs. Once this need is fulfilled, the next level surfaces with the employee becoming anxious with the need for safety and security both at home and at the workplace. Likewise, once the safety need too is satisfied, the employee strives for a sense of membership or an affiliation and a feeling of approval by others. Once the employee finds his/her place in a group or team, the need and longing to be held in esteem, recognised and respect crops up. Maslow asserts that with all these needs satisfied, employees are then motivated by the desire to ‘self-actualise and accomplish whatever they identify as their utmost potential. (Ramlall, 2004) Herzbergs Two-Factor theory According to Herzberg an individuals relation and attitude towards work can determine success or failure. While Maslow looked at individual needs, Herzberg tried to find out how employees felt about their work and what really motivates them. In 1959 he created his two-factor theory by looking at the causes of job satisfaction and dissatisfaction in an effort to fully know what motivate people. He divided the needs into two categories; hygiene factors which relate to the needs that involve the framework of the task they performed and if these needs are not fulfilled there will be dissatisfaction on the part of employees. In essence if you want to motivate employees, concern should be given to the work itself (Ramlall, 2004). Herzbergs hygiene factors can be linked to Maslows hierarchy of needs and primarily the vital needs at the base of the hierarchy. The hygiene needs accommodate the need that arises from the physiological, safety and social or belongingness needs that do not make the employees satisfied in their job, but simply avoid dissatisfaction if fulfilled. In contrast motivator factors are those that allow for psychological growth and progress on the job. They are very much connected to the idea of self-actualisation regarding a challenge, to savour the satisfaction of achievement, and to be acknowledged as having done something meaningful (Basset- Jones and Lloyd, 2005). Herzberg further stated that certain characteristics are related to job satisfaction and others to job dissatisfaction. Intrinsic factors, such as achievement, advancement, recognition, responsibility are related to job satisfaction. Job dissatisfaction is a result of extrinsic factors; company policies, supervision, working condition etc. He assert that a job do not get satisfying by removing dissatisfying factors and therefore dissatisfaction is not the opposite of job satisfaction. In order to understand the employees motivation to work the attitudes of the particular employee has to be known (Herzberg, 2003). To Bassett-Jones Lloyd (2005) Herzberg was interested in the extremes where workers either felt good about work or bad, and this led to the development of extrinsic and intrinsic factors. The extrinsic factors are called hygiene or maintenance factors and are linked to job dissatisfaction. Intrinsic factors on the other hand lead to job satisfaction. The factors were labelled motivators to growth because they were associated with high level of job satisfaction. The two factors are of equal importance when explaining what motivates an employee. They explain Herzbergs suggestion of motivation as similar to ‘internal self-charging battery. For employees to become motivated the energy has to come from within. Herzberg however argues that motivation is based on growth needs; and is founded upon satisfaction born out of a sense of achievement, recognition for achievement, responsibility and personal growth. A review of Maslows and Herzbergs theory lead to further research and theories the first of which was developed in 1962 by Stacy Adams. Equity Theory This theory developed by Stacey Adams in 1962 suggests that since there is no absolute standard for fairness, and employees want to be treated fairly, they are likely to assess fairness by making comparison with others in similar situations. If they find out that they are not treated similarly they may lower their output, their quality of work or even leave the organisation for another where they are likely to be treated better. In essence it is not the real reward that motivate, but the perception of the reward in comparisons with others (Boxall and Purcell, 2007. While a simple theory, this theory according to Latham cannot cover every incident as some employees are far more receptive to perceptions of unfairness than others. It is therefore very important for managers to be conscious of what their employees perceive to be fair and just and also know that this will differ from one employee to the other (Latham, 2007). Vrooms Expectancy Theory Whereas Maslow and Herzberg looked at the connection between needs and the ensuing effort expanded to fulfil them, Vroom concentrated on effort, performance and outcomes. The fundamental concepts key to expectancy theory is that the anticipation of what will happen influences the employees choice of behaviour that is, expectations and valence. Vroom interpreted motivation as a process in which employees choose from a set of alternatives based upon the likely levels of expectation, and called the individuals perception of this instrumentality. Valence in his theory is the assessment of actual outcome of ones performance and together with instrumentality is very central in the expectancy theory (Ramlall, 2004; Mullins 2007). From this theorys viewpoint, an employee assigns a worth to an expectation, considers how much effort will be required, and works out the likelihood of success. If the perceived reward is sufficient for the effort required, the employee may make the effort. Expectancy in this theory is the prospect that they can carry out their duty in a way that leads to an optimistic result. For the employee the amount of effort he/she is eager to put in any performance of task is influenced by the expectation of the outcome of the effort (Mullins, 2007). If the employee works hard then he/she can expect a good work result hence a higher reward. High instrumentality for the employee comes from the notion that if he/she shows off good work result there will be adequate reward. Low instrumentality would then be that the employee feels that the result of the reward will not be independent on the particular work result. Vrooms VIE model is illustrated below. Writing in People Management Magazine, Lees (2008) believes that Vrooms theory give an insight into the research of employee motivation by shedding more lights on how individual goals sway individual performance. Vrooms expectancy theory has been criticised for attempting to envisage a choice or effort. However because no obvious pattern of the meaning of effort exist, the variable cannot be measured effectively. According to Latham (2007), the employee is assumed to deliberately weigh up the satisfaction or pain that he/she expects to attain or avoid and then a selection is made. The theory says nothing about intuitive motivation, something that Locke considered when he expanded Vrooms theory. Alderfers ERG Theory Unlike Maslows theory that refers to an individual who acts increasingly for his/her need satisfaction first, with the simplest one up to the most complex ones, Clayton Alderfers theory (1972) which extended Maslows theory asserts that this course of action is not essentially progressive. According to him, there are three significant categories of human needs: Existence (E) needs which ensures the sustainability and human endurance; food, Salary, shelter etc Relational needs (R) that is socialising need that refers to the relationship between an individual and the social setting and is satisfied by interpersonal relations. Fulfilling these needs depends on the association with others. Growth (G) needs which consists of a persons self respect through personal feature as well as the concept of self-actualisation present in Maslows hierarchy of needs.Alderfer believed that as you begin satisfying superior needs, they become powerful like the power you get, the more you want (Mullins 2007) . Although not fully tested, Ramlall (2004) and Strickler (2006) contend that the ERG theory seems to describe the dynamics of individual needs in an organisation rationally well and can help managers when it comes to motivating employees. To them it provides a less rigid account of employees needs than Maslows hierarchy. By and large, it comes closest to explaining why employees have certain needs at diverse times. Goal Setting Theory Edwin Locke extended Vrooms theory by developing his goal setting theory which takes into consideration the conscious motives that exist when organisations set goals to be met. According to Robbins (2003) Lockes goal setting theory states that specific and difficult goals lead to higher performance with the help of feedback. In addition to feedback, goal commitment, and adequate self -efficacy, task characteristics and national culture have been found to influence the goal performance relationship. Motivation comes from the goal an individual set up based on human needs, personal values, personality traits etc which are shaped through socialization and experience. The behaviour used to accomplish the goal depends on whether the goal is difficult or specific. The amount of effort an individual puts in reflects the level of satisfaction experienced which can lead to other actions (Porter et al, 2003). In order to reach the goals some conditions has to be present; such as feedback, goal commitment, ability etc. According to him, a goal is required in order to create motivation within the employees to perform better than before. He indicates that financial rewards can improve the sustainability of a persons dedication as well as behaviour. .Goal setting and management by objectives programs have grown in the past two decades and motivation has been organised in three categories; personality based view, cognitive decision and self regulation perspectives. The basic idea of Lockes goal setting theory is that employees goals are related to their motivation since their goals direct their thoughts and action. The cognitive decision predicts an individuals choices or decisions and finally the personality-based perspective emphasize personal characteristics as they affect goal choice and striving (Locke and Latham, 2004). The personality-based category does not predict motivation, but it can provide understanding of what motivates individuals. The above theories are part of the broad field of human motivation study and they all have implications for individuals different workplace behaviour. They can also be applied to a variety of management practices aimed at motivating employees. However these researches were carried out in Western Europe and in America decades ago. Can the findings of this research be applied in Ghana which is in a different setting? Will similar research in Ghana yield the same result? T o better understand employee motivation, it is important to know the role of managers who are facilitators of employee motivation. 2.4 Motivating Employees: The Role of the Manager Leadership literature states that motivation is influenced by the nature of the relationship between the leader and employees. Managers according Bymes (2006) needs to hire the right person that is most suitable for a certain job, value its employees and support them in making contributions to the organisations and always try to create a motivated workforce. Motivated employees do not only create a good working environment, they also make noteworthy contributions to the organisations. Good managers make their employees fell like business partners and use empowerment in order to make the workplace and the surrounding environment into a place where employees feel good as well as creating a work wherefrom employees feel good inside (Bassett-Jones Lloyd,2005). Motivation therefore is about cultivating your human capital. The human challenges lies not in the work itself, but in you, the person who creates and manage the work environment. As indicated by Garg Rastogi (2006) in todays competitive environment feedback is essential for organizations to give and receive from employees and the more knowledge the employee learn, the more he or she will be motivated to perform and meet the global challenges of the market place. By involving the employee at work and providing challenging tasks it might increase the intrinsic motivation which transforms potential into creative ideas and this will factor fair and constructive judgement of ideas and sharing of informations.Leaders have an important part in the organisation because they act as the force that motivates the performance of the employees (Katz,2005). Leaders are there to motivate people to follow the designed work and by doing so enhance performance. Although employees look to different elements of their organisation to satisfy different drivers, they expect their managers to do their best to address their needs and concerns. Organisations has to recognize the resources, both human and technological that are available within the organisation and conduct training programs that will contribute to the productivity and the levels of motivation at individual or group levels. Motivating employees begins that to do their best work, people must be in an environment that meet their most basic emotional drives to bond and understand. The drive to bond is best met by a culture that promotes collaboration and openness (Nohira et al, 2008). Motivating employees is vital if employers are to achieve maximum performance and productivity. Contemporary theories on motivation centres more specifically on the relation of beliefs, values, goals with action. Motivation in contrast functions as an engine for inner human growth by providing attractive and demanding task. Motivation theories developed in the western world with their orientation on self-satisfaction and instrumentalism have mainly emphasized on rewarding those individuals who succeed. These theories did not take into consideration the terrain in Africa and also individuals who are highly motivated but incapable of accomplishing. This has produced in some part of Africa and also in Ghana situations where managers are not able to answer the needs of every employee. Studies indicate that employees in the western world draw their motivation from self satisfaction but the same cannot be said of their counterparts in Africa and most especially in Ghana. What do they derive their motivation from? Does the companys corporate culture have any bearing on how they are motivated? Is there a relationship between the companys corporate culture and motivation? The next section will look at motivation and corporate culture. 2.5 Motivation and Corporate culture Corporate culture draws its roots from various sources. This include national and regional cultures, (Hofstede, 1991) the vision and management style (Schein, 1985) and the nature of the business and the environment it operates in and the organisational field where it operates (Gordon, 1991). For this study the relevant cultural roots comes from Ghana. Individuals, especially qualified ones, have more choices with regards to potential jobs offers. How companies motivate place a vital role in attracting employee and competing well todays competitive market. To create a culture that fosters individual motivation is not easy because it takes time to figure out the factors that motivate each employee. It is even more important nowadays as more individuals draw their interest from other things beside money. To understand the importance of corporate culture in this dissertation it is important to first define what culture is. Schein (2004) defines culture as consisting of rules, procedures and processes that govern how things are done, as well as the philosophy that guides the attitudes of senior management towards staff and customers. Referring in his work to the people of a nation Hofstede also defines culture as ‘the collective programming of the mind which distinguishes one group or category of people from another. This endorses the issue that corporate culture is a unique aspect of an organisation, even though it is difficult to manage. According to Schein an organisations culture develops to help cope with its environment. He characterizes culture as consisting of three levels: ïÆ'Ëœ Artefacts which are the most observable level of culture yet are hard to understand. ïÆ'Ëœ Espoused Values; which underlie and to a large extent determine behaviour, but they are not directly observable as behaviours are. There may be a difference between stated and operating values. People will attribute their behaviour to stated value. ïÆ'Ëœ Basic assumptions and Values: the core or essence of culture is represented by the basic underlying assumptions and values, which are difficult to discern because they exist at a largely unconscious level. Yet they provide the key to understand why things happen the way they do. 2.5.1 National culture National culture milieu influences the outlook of an organisations stakeholders. Hofstede proved this with work on IMB employees in 43 countries and how attitude to work and behaviour of employees towards authority differ from one location to the other. In his study he identified five dimensions of culture and demonstrated that there are national and regional cultural groupings that affect the behaviour and activities of organisations. The first dimension is power distance and refers to the degree to which people accept inequality amongst institutions and organisations. The second dimension, uncertainty avoidance measures the degree to which people are willing to accept change and work in uncertain circumstances. Therefore the higher the degree of uncertainty avoidance the more structured people likes things to be (Steers et al, 1993). Individualism which is the third dimension refers to the degree to which people see themselves as being part of a group or as individuals. His fourth culture dimension, masculinity versus femininity refers to the conventional values placed on male such as assertive

Mr. Luther Kings Letter From Birmingham Jail :: Letter From Birmingham Jail King Essays

"Martin Luther King Jr.'s letter from Birmingham Jail, which was written in April 16, 1963, is a passionate letter that addresses and responds to the issue and criticism that a group of white clergymen had thrown at him and his pro- black American organization about his and his organization's non- violent demonstrative actions against racial prejudice and injustice among black Americans in Birmingham. King writes the letter to defend his organization's actions and the letter is also an appeal to the people, both the white and black American society, the social, political, and religious community, and the whole of American society to encourage desegregation and encourage solidarity and equality among all Americans, with no stratifications according to racial differences. King's letter from Birmingham Jail addresses the American society, particularly the political and religious community of the American society. Specifically, King's letter addresses three important groups in the American society: the white American political community, white American religious community, and the black American society. King addressed these communities as the primary groups wherein racial segregation is continuously proliferated (the white American political and religious community) and points much of his arguments to and for his fellow black Americans in the society. King's main thesis in writing the Birmingham letter is that, racial segregation, or injustice to the black American society, is due to the continuous encouragement of the white American society, particularly the powerful communities in politics and religions. King defends his primary thesis all throughout the length of his letter, and the arguments that he has made to prove that his thesis is true and valid will be the focus of this rhetorical analysis. In addressing and confronting the problem of injustices among the black Americans in the American society, particularly the violence that had happened in Birmingham, and generally, the inequality and racial prejudice happening in his American society, King argues his position by using both moral, social, and political references and logic for his arguments to be considered valid and agreeable. Mr. Luther King's Letter From Birmingham Jail :: Letter From Birmingham Jail King Essays "Martin Luther King Jr.'s letter from Birmingham Jail, which was written in April 16, 1963, is a passionate letter that addresses and responds to the issue and criticism that a group of white clergymen had thrown at him and his pro- black American organization about his and his organization's non- violent demonstrative actions against racial prejudice and injustice among black Americans in Birmingham. King writes the letter to defend his organization's actions and the letter is also an appeal to the people, both the white and black American society, the social, political, and religious community, and the whole of American society to encourage desegregation and encourage solidarity and equality among all Americans, with no stratifications according to racial differences. King's letter from Birmingham Jail addresses the American society, particularly the political and religious community of the American society. Specifically, King's letter addresses three important groups in the American society: the white American political community, white American religious community, and the black American society. King addressed these communities as the primary groups wherein racial segregation is continuously proliferated (the white American political and religious community) and points much of his arguments to and for his fellow black Americans in the society. King's main thesis in writing the Birmingham letter is that, racial segregation, or injustice to the black American society, is due to the continuous encouragement of the white American society, particularly the powerful communities in politics and religions. King defends his primary thesis all throughout the length of his letter, and the arguments that he has made to prove that his thesis is true and valid will be the focus of this rhetorical analysis. In addressing and confronting the problem of injustices among the black Americans in the American society, particularly the violence that had happened in Birmingham, and generally, the inequality and racial prejudice happening in his American society, King argues his position by using both moral, social, and political references and logic for his arguments to be considered valid and agreeable.

Graduate level

There are a number of distinctive HER policies and procedures which elevate DEW as a preferred employer by employees. DEW has several mentoring programs which support the development and training of new staff. The programs are an Important way to engage new hires into the DEW culture, and this could be their first professional job out of college (Trademarks Animation, n. D. ). In a 2010 interview, Trademarks Animation's Head of HER is Daniel Sweethearts stated, â€Å"In a rapidly growing environment, that can be difficult for a new person to grasp because it can all be overwhelming† (Burns & Sweethearts, 2010).The Animation film industry Is a complex business with a lot of â€Å"moving† parts. DEW flimflamming Is a timely and expensive undertaking which starts with someone's Idea and storyboards (Wolff, 2003). This production will involve many people who steer the process?from the in- house staff, freelance writers, technology, and their reference library of other work. The animated production process, creating storyboards, writing and revising scripts, drafting artwork, character creation, for a â€Å"full-length feature film can take approximately three to four years† (Trademarks Animation, 2011).This extensive recess also employs â€Å"small collaborative teams that are responsible for preparing storyline and ideas for the initial stages of development† (Trademarks Animation, 2011). During these intense early stages of a project new hires are placed in mentoring initiative program. Mentoring supports the overall project while also providing direction to the newest staff members. Thus, â€Å"ensuring that ideas follow the best creative path within a desired budget and schedule parameters† (Trademarks Animation, 2011).The first 90 days are In orientation, but afterwards new employees are trained on the DEW â€Å"proprietary software† and attend â€Å"welcome session hosted by CEO Jeffrey Guttenberg† (Henchman, 2 01 AAA). There are many different mentoring programs at DEW. These programs primarily focus on recruitment of mid-level talent, new college graduates, entry level professionals, and the highly specialized (Trademarks Animation, n. D. ). All of the DEW mentoring programs pair the new hire with an experienced staff member.The Henchman (AAA) article, discusses a recent graduate In the DEW mentoring program. The trainee Is a Visual Artist, named Each Glenn, and Is coming up on the end of his training (AAA). Henchman (AAA) continues describing, the Visual Artist's downtime allowed him to be able to help his mentor, who was having difficulties on a â€Å"snowball† scene (AAA). The mentor asked for suggestions, and the trainee had a chance to learn more about the scene while helping (Henchman, AAA).The trainee Each, explained, â€Å"I'd show him what I'd come up with, and he'd show me what he had been doing. So we Just kept that process up, and coming over to each other's desk and showing the progress we had until we merged these little effects into the snowball† (Henchman, AAA). Mentoring examples like this show how there is a great opportunity for learning from both the trainee and the mentor. This also levels the playing field and allows the trainee to feel they are a â€Å"peer† with equal status.There are mentoring programs that DEW uses to recruit entry level graduates and then pair them with the seasoned employees. One of the mentoring programs Is scouts potential new talent in â€Å"Art/illustration, Design, Character Animation, Computer Graphics, and Media Studies graduates from colleges and universities around the globe† (Trademarks Animation, n. D. ). In addition to the scouting, they also offer training programs and coaching for these entry level positions. DEW also offers in-house digital training and artistic development training programs available for all employees.There is another outreach mentoring program for entry level professionals and recent college graduates referred to as the â€Å"Challenges/ Initiatives† that select new hire to participate in one of four (4) different programs; The Story Initiative Program, Character FIX Initiative, FIX Challenge, and Character AD Challenge (Trademarks Animation, n. D. ). These four mentoring programs offer a broad range f topics and discussions on; how an animated film pipeline is organized, the principles of animation, interpreting character designs, and how to incorporate them into the animation process.Each of these training program initiatives supports the trainees learning in the specific areas chosen. The program's training objectives are implemented over the first 90 to 180 days, depending on the program. The mentor programs pair a trainee with a seasoned and specialized mentor. The trainee has to perform duties in a simulated training environment. The training environment is identical but separate from the real projects that the mentor is on. The mentor observes the trainees activity, and the decisions made. The environment is parallel where the trainee can experience the same challenges as the mentor.The trainee has to use their independent Judgment and their skills Just as they would have to if working on the actual project. This trainee environment provides these rich opportunities, which are â€Å"Critical to the success and learning new and potentially foreign concepts, but also the ability to work within a production team environment and seek advice from experts (Trademarks Animation, n. D. ). In addition, this is all appending in a training environment, so there is more flexibility and time to discuss situations where the trainee wants clarification.Additional concepts discussed include key ideas important to the deformation process, programming procedural controls, and techniques to successfully present ideas and results to both creative and technical audiences (Trademarks, 2014). Data's mentoring program seems to go beyond the entry-level and middle staff to the higher levels of the executive suite. Several DEW female executives served on a panel. The ladies' group was called the Bay Area Women in Film & Media, and the event was at Trademarks. All women panel of DEW executives discussed workplace culture and described how it was to work in a male dominated field.Each executive description of Data's culture was supportive, fun, rewarding, and better than other studios they had worked. There was one unidentified executive who was speaking about being a woman in DEW â€Å"Mans world† and she enjoyed working with the men, and it was special to work with Spielberg (Cited). Implications Trademarks Animation's Head of HER is Daniel Sweethearts, and his team performs mid-project reviews and boasts a 97% retention rate (Henchman, Bibb). After 90 says the employee is brought in for a meeting with HER to discuss â€Å"best practices,† experiences elsewhere† (Henchman, Bibb).This HER practice of meeting face to face after 90 days for their feedback, can help improve nonbinding, and also relays an important message to the employee. The new employee has a forum for two-way communications and a valued as a new member of the team. This communication forum is important as it is early in their DEW career and will likely set the tone. DEW provides resources for new staff to engage and to better get acclimated. There are also employee training programs to help increase employee knowledge base.For the technologists, they have established in-house digital training and artistic development training programs. In order to recruit and retain talented creative and technical personnel, they have established relationships with the top animation schools and industry trade organizations (Trademarks, n. D. ). Sweethearts, describes how the mentoring at DEW can forge a â€Å"tribal connection† between the new hire and the veteran, when it is done early in the menthe's em ployment (Henchman, Bibb). This employee investment at all staffing levels is a way for employers to demonstrate their support of the employees.Experts agree; companies must make their employees feel engaged and help them feel like they are performing meaningful work (Rickets, 2008). It seems employees are â€Å"sensitive† and will â€Å"react† positively or not positively according to the treatment they perceive their employer gives them. Corporate HER consulting expert explains, â€Å"If an organization does not make conscious efforts to not only onboard new team members, but also to create cultural moments that give them an experience?not Just the language?of the vision, then it is very difficult for them to feel bonded† (Elliot, 2013).It can be seen how Trademarks Animation integrates the experience of their seasoned mentors to train new staff. They also are able to recruit and retain employees, with their â€Å"established relationships with the top animat ion schools and industry trade groups† (Trademarks Animation Form ASK, 2011). From Straightness's discussion, part of the importance of mentoring the newest staff is to help them understand and learn Data's culture and also to coach them in handling projects. He also mentions, â€Å"many of these individuals will go on to be leaders within DEW while others may go on to be leaders in the Animation Industry' (Henchman, Bibb).Sweethearts says, â€Å"We hire so many experienced people that we get lots of interesting ideas from other companies,† and add, â€Å"we hire a good number of recent graduates, so we get fresh eyes†(Henchman, Bibb). The resources that DEW puts into training new hires and pairing them with senior level employee shows they want to invest in their staff. This type of investing in staff with mentoring programs, training programs, and two way communication can be plenty reasons they are a â€Å"great place to work,† and other companies can learn to invest in staff development an result in ordainment.Properly training staff will initially require more resources, manpower, and management coordination, but in the long run the company outperforms the competition. Research supports the idea that those companies that outperform their competition have also retained their most talented employees (Fuller, Gerhard & Scott, 2003). This further adds to the point that DEW is investing in their team with mentoring programs, training, and executive mentoring. This is a lesson worth learning for any CEO looking to increase the bottom line and provide Job

Mad Scientist Lab Directions for Fizzy Potion

Mad scientists arent known for drinking tap water. The mad scientist craves fizz! This potion froths and fizzes and is available in the classic radioactive colors or tasty color-change formula. It looks vile and evil, but the fizzy potion is safe enough to drink and tastes better than most soft drinks. Gather the Fizzy Potion Ingredients First, lets cover the basic radioactive-colored fizzy potion. You will need: Mad scientist glassWaterFood coloringBaking sodaVinegar Lets Do Science! Pour a little water and baking soda into your glass. Add food coloring to get a nice deep color.When you are ready for fizzing, add a splash of vinegar.You can add more vinegar, baking soda, and food coloring to keep things going. You can drink this potion, but it will taste like salty vinegar. This potion can keep fizzing for quite a while. Make The Magic Potion Taste Better and Foam Longer Cant stand the taste of baking soda and vinegar? Stir a small amount of baking soda into fruit juice. Add a splash of vinegar to initiate the fizz. Juices not only taste better, but they can maintain foam longer. Beet juice seems to foam particularly well (though the flavor isnt that appealing). Make the Potion Change Color If you used fruit juice, did your potion change color when you added the vinegar? Many fruit juices (e.g. grape juice) are natural pH indicators and will respond to the potions change in acidity by turning colors. Usually, the color change isnt very dramatic (purple to red), but if you use red cabbage juice, your potion will change from yellowish-green to purplish-red. How It Works The chemical reaction between the baking soda and vinegar produces bubbles of carbon dioxide gas as part of this acid-base reaction: baking soda (sodium bicarbonate) vinegar (acetic acid) -- carbon dioxide water sodium ion acetate ion NaHCO3(s) CH3COOH(l) -- CO2(g) H2O(l) Na(aq) CH3COO-(aq) where s solid, l liquid, g gas, aq aqueous or in solution Breaking it down: NaHCO3 -- Na(aq) HCO3-(aq)CH3COOH -- H(aq) CH3COO-(aq) H HCO3- -- H2CO3 (carbonic acid)H2CO3 -- H2O CO2 Acetic acid (a weak acid) reacts with and neutralizes sodium bicarbonate (a base). Carbon dioxide is responsible for the fizzing and bubbling of this potion. It is also the gas that forms bubbles in carbonated beverages, like sodas.

Prostitution Is A Modern Form Of Slavery - 1965 Words

Prostitution is a polarizing topic that brings with it many opinions as to how to handle the matter. It is consistently a topic of debate among legislators, many of which argue that with the legalization of prostitution comes with it many ramifications, one of which being an increase in the amount of trafficking.. Former ambassador to Slovenia Nancy Ely-Raphel said in a hearing before the Committee on International Relations House of Representatives regarding a 2002 trafficking report that â€Å"Trafficking is a modern form of slavery. To not understand the relationship between prostitution and trafficking is like not understanding the relationship between slavery in the Old South and the kidnapping of victims in Africa and the transatlantic shipment of them to our shores† (Raphel, 156). Many feel that one influences the other, and both and that when prostitution is legalized in a country, it will only increase the amount of trafficking a country experiences. This paper will explore In this paper I will examine prostitution in two contexts, one where it has been legalized, using case studies based in the countries of the Netherlands and Germany the other where it has it become illegal, in the country of Sweden.. I will first explain what is prostitution, human trafficking and what are the scale and substitution effects, as many are uninformed to the many types,definitions effects that pertain to prostitution and trafficking. I will then examine both countries where it hasShow MoreRelatedProstitution: A Modern Form of Slavery694 Words   |  3 PagesProstitution: A Modern Form of Slavery A Study on Marina Lewycka’s â€Å"Business Philosophy† and Ric Esther Bienstock’s â€Å"Sex Slaves† By: Ali Tabatabaeinia GS32970 November 2012 Introduction Prostitution, in the vast majority of cases, represents the ownership of women and children by pimps, brothel owners, and sometimes even customers for the purpose of financial gain, sexual gratification, and/or power and domination. Article 4 of the Universal Declaration states clearlyRead MoreHuman Trafficking and Exploitation973 Words   |  4 PagesHuman sex trafficking is a form of slavery and involuntary servitude which results in major human rights contraventions. 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Dystopic Essay (1984 V for Vendetta) Essay - 998 Words

Through the dystopic texts of 1984 written by George Orwell and V for Vendetta directed by James McTeigue, the concept of a cautionary tale is portrayed by the dystopic qualities present in the highlighted texts. To which a dystopic text is an exploration of restrictive and controlling societies which reflect modern day concerns. To portray the texts as a warning story, Orwell and McTeigue give depictions of the dystopic qualities of their worlds, through the loss of independence and freedom and emphasise the importance of the individual through its loss in the dystopic societies. The qualities of Dystopia apparent in 1984 and V for Vendetta through the absence of Independence and Freedom provide groundwork for the texts classification†¦show more content†¦V for Vendetta opens similarly, immediately addressing the absence of freedom and independence coexistent in 1984. Following a montage of Evie and V, the dystopic qualities of their world are quickly revealed. Curfews set up along with roaming Fingermen emphasis the freedom that has been removed from its citizen’s as well as the implied illegal action towards something as ordinary as going to dinner with her boss. McTeigue emphasises this element of forsaken freedom and independence through the use of the Film Noir with the dark forbidden scenes portraying the danger in Evie’s actions. The use of medium and long shots was used to convey her anxiety while also revealing the scenery dotted with the sinister fingermen. Complete with the tense music playing during the scene it exposes to t he audience the dystopic nature of the society present in the film. Orwell and McTeigue conceive the concept of a cautionary tale by emphasising the importance of the Individuality through Winston’s submission and V’s immortality. Portrayed throughout the novel as an individual in his ways of thinking with the exception of Julia, Winston meets his demise at the hands of O’brien. Once broken through his fear, the individuality of Winston had shattered leaving him as one in society. Winston’s complete submission is presented through his final meeting with Julia to which all forms of their previous individuality were

The society of Americans free essay sample

The society of Americans today is unaware of the cultures and beliefs of Native Americans, and how complex those cultures are. The creation myth, â€Å"The Earthdiver† written by the Mono culture, and the creation myth, â€Å"How the World Was Made† written by the Cherokee have similarities and differences that open the eyes of its audiences that are unknowledgeable of the topic. Native American folktales are stories on how certain Native American tribes contributed their beliefs and culture into one story. For example, the Mono Native American’s lived in New Mexico, were primarily nomads, and surrounded their culture around nature. The Cherokee were a large group of Native Americans that contained a nature-based culture, settled on the East Coast, and were successful in creating their own empire. Even though the creation myths â€Å"The Earthdiver† and â€Å"How the World Was Made† both emphasize nature completely, they differ in the steps and materials that were taken or used to create planet Earth. The creation myth, â€Å"The Earthdiver† contained many essential elements that displayed their culture. The key elements of their culture were the Prairie Falcon, water and the oceans, and lastly, death and the afterlife. These elements play the role of creating the Earth in the Mono Native American’s specific way. â€Å"The Earthdiver† presented the beliefs in how the Mono Native Americans thought the Earth was created. To begin with, the Prairie Falcon sent three different animals to the bottom of the ocean to gather sand to begin creating planet Earth. Two of the three animals failed to complete their assignment; they all died in the process, but the Prairie Falcon brought them back to life. The final animal retrieved the sand but he lost a majority of the sand on his way back to land, and then died. The Prairie Falcon used the ounce of sand from the deceased animal’s hand to create the Earth. The Cherokee Native Americans created â€Å"How the World Was Made† to display their culture’s beliefs on how the Earth was created. The key elements of their culture displayed what they believed in and how they lived their everyday lives. The Great Buzzard, islands, and the sky vault all contributed to the ideas of how the Earth was created. In â€Å"How the World Was Made†, the Cherokee felt that Earth was hanging from sky vault above a gigantic island. The Earth was soft and flat as well as an unsuitable home for humans and animals. Their leader, the Great Buzzard, flew across the Earth and flapped his wings, creating mountains and valleys. Therefore, the Great Buzzard made the Earth dry so that animals could approach and finish his job. The animals planted the sun in the sky, and the streams carried off of the mountains. After the Earth was finally created, Man and Woman were created and they conceived frequently, and the Underworld was their destination after death. â€Å"The Earthdiver† and â€Å"How the World Was Made† both contain similarities that strike their readers. The two Native American cultures are surrounded by nature, and they firmly believe in it. The Cherokee Nation strives in the power of water, as well as the Mono. They focus on how vital planet Earth is, and the humans and animals that live on our planet. In addition, â€Å"The Earthdiver†, and â€Å"How the World Was Made† were how the culture believed on how the Earth was created. The Cherokee and the Mono Native American tribes had their own specific way on how humans and the planet they lived on came about. The leaders of these tribes were animals, not humans. The Cherokee Indians looked at their animal leader as a hero, â€Å"This was the Great Buzzard, the father of all the buzzards we see now. . . † The Mono Native Americans cherished the Prairie Falcon, and the Cherokee respected the Great Buzzard; both leaders resulting in a bird. â€Å"The Earthdiver†, and â€Å"How the World Was Made† are creation myths that share the same basic information, but the cultures themselves show their differences. It is amazing to notice how opposite two things on planet Earth has the ability of being. The two specific creation myths, share many differences among their similarities. The key elements of the Cherokee and the Mono have different meanings toward each other. Specifically, the Cherokee Native Americans focus on humans more literally than the Mono. The Mono Native Americans relied on their animals for most, and rarely spoke of the humans, â€Å"In the beginning, Prairie Falcon and Crow were sitting on a log which projected over the waters that covered the world. Thus, they asked Duck what numbers he had dreamed off . . . â€Å"Animals to the Mono were more valuable than human beings themselves. To the Mono Native Americans, death and the afterlife were of importance. The Prairie Falcon brought all of the animals back to life that tried to retrieve that sand for him. â€Å"Prairie Falcon saw the corpse, recovered it, and brought Coot back to life. † Their leader was the only one that could do this, for they believed that anyone doing a good deed could be brought back to life. However, the Cherokee thought that Earth was hanging from a sky vault with four cardinal points. They felt that it was crucial for them to create the Earth to be an island that hung from the sky vault. Therefore saying, â€Å"The Earth is a great island floating in a sea of water, and suspended at each of the four cardinal points by a cord hanging from the sky vault, which is solid rock. † The creation myths â€Å"The Earthdiver† and â€Å"How the World was Made† delivered the differences between not only the stories, but the cultures as well. Although the creation myths, â€Å"The Earthdiver† and â€Å"How the World was Made† emphasize nature, they differ in the steps taken to create planet Earth. The Mono and Cherokee culture are surround around nature and how deeply they care about it. They created the Earth in their own specific ways they keep their culture unique. Their leaders, key elements, and beliefs created creation myths that showed their similarities and differences. The Mono culture and the Cherokee culture will forever hold their peace in how the Earth was created.