Long Neck in Thailand Essay Example for Free

Long Neck in Thailand Essay Long Neck people are originating in the Shan State in Burma is a Union of Myanmar these unique people are a small minority of the Karennin or Red Karen people of Burma and they are have also In Northern Thailand. They are from Padaung tribe synonym Kayan tribe and this tribe has today a number about 50. 000 persons. Kayan Lahwi is developed as a combination of Kayan by slash and burn and Lawi tribe by neck rings from Laos and North Thailand. Padaung (Yan Pa Doung) is a Shan term for the Kayan Lahwi (the group whose women wear the brass neck coils). The Kayan resident in Mae Hong Son Province in Northern Thailand refer to themselves as Kayan and object to being called Padaung. In The Hardy Padaungs (1967) Khin Maung Nyunt, one of the first authors to use the term Kayan, says that the Padaung prefer to be called Kayan. In the late 1980s and early 1990s due to conflict with the military regime in Burma, many Kayan tribes fled to the Thai border area. The Thai government has granted them refugee status, but they are allowed to live only in certain areas. Villages displaying Padaung women with brass neck coils for tourist dollars appeared. There are three Kayan villages in Mae Hong Son province in Thailand. The largest is Huay Pu Keng, on the Pai river, close to the Thai Burma border. Huai Seau Tao is a commercial village opened in 1995. Many of the residents of Nai Soi Kayan Tayar moved into the Karenni refugee camp in September 2008, but a few families remain there. Most of the Kayan people in Mae Hong Son are formerly from nine villages in Karenni State. The majority are from Rwan Khu and Daw Kee village. The people of Huay Pu Keng are mainly from Lay Mile village. Women of the various Kayan tribes identify themselves by their different form of dress. The Kayan Lahwi tribe are the most renowned as they wear ornaments known as neck rings, brass coils that are placed around the neck. These coils were first apple to young girls when they are around five years old. Each coil is replaced with longer coil, as the weight of the brass pushes the collar bone down and compresses the rib cage. Contrary to popular belief, the neck is not actually lengthen the illusion of a stretched neck is created by the deformation of the clavicle. Many ideas regarding why the coils have been suggested, often formed by visiting anthropologists, who have hypothesized that the rings protected women from becoming slaves by making them less attractive to other tribes. Contrastingly it has been theoried that the coils originate from the desire to look more attractive by exaggerating sexual dimorphism, as women have more slender necks than men. It has also suggested that the coils give the women resemblance to a dragon, an important figure in Kayan folklore. The coils may be mean to protect from tiger bites, perhaps literally, but probably symbolically. Many women have removed the rings for medical examinations. Most women prefer to wear the rings once their necks were elongate, as their necks and collars bone are often bruised and discolored from being hidden behind brass for so long. Additionally, the collar feels like an integral part of the body after ten or more years of continuous wear. The kayan appear to be Mongolian in origin, and they have their own distinct language and cultural traditions. Many of them follow an animist religion, although some also integrate Buddhist beliefs into their religious practices. The Kayans’ traditional religion is called Kan Khwan, and has been practiced since the people migrated from Mongolia during the Bronze Age. It includes the belief that the Kayan people are the result of a union between a female dragon and a male human/angel hybrid. The major religious festival is the 3-day Kay Htein Bo festival, which commemorates the belief that the creator god gave form to the world by planting a small post in the ground. During this festival, held in late March or early April, a Kay Htoe Boe pole is erected and participants dance around the pole. This festival is held to venerate the eternal god and creator messengers, to give thanks for blessings during the year, to appeal for forgiveness, and pray for rain. It is also an opportunity for Kayan from different villages to come together to maintain the solidarity of the tribe. The Kayan have a strong belief in augury and nothing is done without reference to some form of divination, including breaking thatch grass, but most importantly consulting the chicken bones. In present times the annual Kay Htein Bo festival is always accompanied by a reading of the chicken bones to predict the year ahead. Fowl bone prognostication can be witnessed in the Kayan villages in Thailand’s Mae Hong Son province during the annual festival and during â€Å"Cleansing Ceremonies† which are held when a family has encountered ill fortune. Dreams are also used to make predictions.

Time and Landscape Essay Example for Free

Time and Landscape Essay A landscape where we live in can influence who we really are as we grow up with it and it allows us to understanding more about ourselves with our constant interaction with the landscape. However it is possible that we are not able to connect with the landscape, because of our incompatibility with it, hence it has no impact or influences upon us. Sometimes we adapt ourselves to a landscape and we learn from it, but due to unforeseeable circumstances, we change to a different environment and we have to evolve our mentality in order to be able to comprehend a new landscape. Through time, we can have a better understanding about ourselves as we bond with the landscape and we tend to eliminate any ambiguity that exists between ourselves and the landscape. A landscape where we grow up in provides us sentimental values and it is these values that provide us with thoughts to reflect on during tough times, due to the significance of the landscape. What we are able to learn and decipher from a certain landscape is different to others because no two man would ever see a same vision from a same angle and any attempt to share thoughts would create an undercurrent of hostility towards each other. It is these landscapes that can provide us memories that are so deep that we are not willing to let go of it and we hold on to it to death. This notion is explored through Rachel Perkins’ film One Night The Moon through the physical dominance of sky and the mountain ranges, where we learn about the landscape and also the mental struggle of its inhabitants. In One Night The Moon , the story explores a theme of loss, whereby the loving child Emily Ryan. It is also possible that we live in a landscape for a long period of time and we start to fight against it. People often abide their traditions as they learnt it from their ancestors which have passed in down from centuries ago. These traditions are contained within a landscape which influences them to have those traditions. The constant evolving of the world have forced a certain groups or individuals to alter their traditions, but they are still who they really are in the sense that their sense of belonging deeper down heir hearts are the same. Aboriginals in Australia may have had their land invaded by white settlers, but they still live in their own little communities. Although they have lost some of their cultures, but the memory of it is still within them because it was their interactions with the Australian landscape in the past that influenced them deeply, thus engraving those memories in their hearts. They may have physically lost the battle trying to keep the landscape they own, but they will never lose the mental battle because memories and imagination allows individuals to convert things that are completely different to something in which they understand. This is similar in One Night The Moon because even though Albert worked for the police he will never be able to forget his landscape from the past because it is in his blood. Xxxxxfinish this paragraph. Our actions portrays who we are, but ultimately it is the landscape in which we live that influences who we are and subsequently transforms us to project our true emotions. Landscapes not only influences us , but it also helps to create memories. However sometimes we do disagree with a particular landscape and we try to repel from it, but what we are unaware of is the firm recollection that they provide to us in our hearts and it makes forgetting a certain landscape something hard to do.

Effects of Employee Rewards on Organisational Commitment

Effects of Employee Rewards on Organisational Commitment CHAPTER 1 INTRODUCTION 1.0 Overview In any organization, employees rewards usually given to attract, motivate and retain the employees to stay longer and contribute a good quality services to ensure the successful of the organization; in other words, rewards play an important role in creating, building and maintaining the commitment among employees with the purpose to ensure high standard of performances and workforce stability. According to the individual organizational exchange theme, individuals enter the organization with special qualification and skill, desire and goals, and expect in return a work setting where they can use their skill, satisfy their desire, and achieve their goals (Mottaz, 1988). At the minimum, employees expect their organization to provide fair pay, safe working condition, and fair treatment. (Beer, Spector, Lawrence, Mills, Walton, 1984). It simply implies that employees offer or increase their commitment when organization meets employees expectation regarding fulfillment of their important needs. Thus, the exchange perspective explains organizational commitment as a function of work rewards and work values (Lambert, 2000; Mottazz, 1988), and suggests the importance of work rewards for continuously encouraging employees. According to exchange theory and reciprocity norm, employees repay the rewards received from organization through increase commitment to the organization, which re-enforce the exchange prevalent in the employee employer relationship in a mutually beneficial manner (Blau, 1964; Haar and Spell, 2004). In addition, Vroom, V.H (1964) maintained in his expectation theory that everyone works in expectation of some rewards in both spiritual and material. In the other words, the level of reward influences the quality and the quantity of work, and will response on their commitment to doing the job in the workplace. Therefore, this paper will study the relationship between various type of rewards (extrinsic/intrinsic) received by the employees and the component of organizational commitment (affective, continuance and normative) focusing on hypermarket (retail industry) in Kota Kinabalu. 1.1 Research Problem Over the last two decades, much research has explored issues related to effects of employee benefits or rewards at individual levels. On the whole, most studies explored the impact of employees benefits or reward on turnover intention, satisfaction, productivity, mobility, attraction, retention also motivation. Little is known about whether rewards or benefits have impact on organizational commitment, specially in hypermarket (retail industry) in Malaysia context. Meyer and Smith (2000) had found out that despite the vast literature on job atttitue, the issue of commitment still remain ill-defined and ill-conceptualized. Reseachers argue these dissappointing reseach outcomes are due to a ‘lop-sided approach towards the study of commitment, which conceptualized as a uni-dimensional construct (Mowday et al., 1982) whereas commitment is actually found to be multidimensional construct comprising three components (Allen and Meyer, 1990). Thus, the relationship between rewards and commitment also required further attention because majority of studies have based their approach solely on the affective component of commitment, negleting the other two; continuance and normative (Dunham et al., 1994; Meyer and Smith, 2000). It is argue that reseach is required to explore further the entencedents, especially, with regard to normative and continuance commitment (Allen and Meyer, 1990; Dunham et al., 1994). Previous study by Neeru Molhotra at el (2007 ) tends to fill the gaps in the existing literature by doing the comparative effect of extrinsic and intrinsic rewards on the three components of commitment. However, as mention by reseachers, the possible differential antecedent of the three component model of commitment should continue to develop (Culpepper et al., 2004, Hacket et al., 1994; Meyer and Smith, 2000 ; Neeru Molhotra, Pawan Budhwar and Peter Prowse, 2007). Furthermore, it is essential for top management also to understand which rewards mean the most to which employees, given that the bases of thier commitment are distinct. Nevertheless, the great of the greater understanding of this organizational phonemenon increase daily. The major driving force behind this continue recognition of commitment in the management literature for more than three decades is that is often seen as the key of ‘business success (Benkhoff, 1997). The retail industry has always suffered from high employee turnover rates. High employee turnover is costly to retailers not only because it increases administrative costs in recruiting and training employees but it also reduces the operational capability of the retailer. Good et al (1988) had noted that the retail industry has one of the highest turnover rates at 30 percent. Turnover rate among retail management trainees, the entry position for retailing graduates, had been especially high with one study reporting the employee turnover rate as high as 49 percent. Yet, as Akehurst et al (1995) had noted, despite the importance of personnel issues in the retail industry, retail employment is a comparatively under-researched area. It had been suggested that high employee turnover in the retail industry is the result of the unique human resource environment in the retail industry. A career in the retail industry is not appealing to many workers. Coupled with the need to employ large numbers of workers in the industry, the retail industry is forced to employ large number of workers who are not motivated or interested to remain in the industry. This has resulted in high employee turnover rates in the industry. This statement was admitted by HR Manager of Giant and Servay Hypermarket, theyve said that turn over rate in their hypermarket quite high where employees reported in and out monthly. Meanwhile, these day one of the major problems by all companies is the lack of the total commitment from their employees. In Malaysia for example, it is comman complaint that employees are no more loyal as they used to be in the past. As a result of lower commitment, employees leave their companies for slighty higher pay. And to cope with this problem, they have to adopted many programmes and strategies, which tries to restore employees commitment. Higher salaries can increase the attractiveness of a job, including in the retailing job (Swinyard et al 1991). To motivate employees, retailers should review their reward policies and ensure that they are still competitive (Levy et al 2001). Base on above analysis, this study tends to examine the relationship between various intrinsic and exrinsic rewards and three component of organization commitment, taking the multidimensional perspective of commitment in retail industry which is hypermarket in Kota Kinablu area. 1.2 Research Question The study aims to understand the relationship between rewards and organizational commitment among workers in hypermarket (Kota Kinabalu). Accordingly, few main research questions are examined in the research; Is there a significant relationship between extrinsic rewards (working condition, pay satisfaction, satisfaction with fringe benefits and promotional opportunities) and organizational commitment (affective, continuance and normative) among workers in hypermarket (Kota Kinabalu). Is there a significant relationship between intrinsic rewards (supervision, training and feedback) and organizational commitment (affective, continuance and normative) among workers in hypermarket (Kota Kinabalu). 1.3 Research Objective Based on the assumption that employees rewards tend to attract, retain, and motivate employee, which eventually increase employee commitment, the purpose of this study are; To examine the relationship between extrinsic rewards (working condition, pay satisfaction, satisfaction with fringe benefits and promotional opportunities) and organizational commitment (affective, continuance and normative) among workers in hypermarket (Kota Kinabalu). To examine the relationship between intrinsic rewards (supervision, training and feedback) and organizational commitment (affective, continuance and normative) among workers in hypermarket (Kota Kinabalu). 1.4 Scope Of The Study The retail industry is used in this study to measure the relationship between rewards and organizational commitment in the industry. This is because; retail industry is the most important sector in terms of volume and value. Retail has been one of the most active sub-sectors in the Malaysian economy, also the second biggest contributor to the national GDP, contributing RM31,081 million (AUD14,603 million) in 2000 (Eighth Malaysia Plan, 2001). Based on Euromonitor‘s Retailing Report in Malaysia (2008), four main retail formats are hypermarket, supermarket, convenience store, and traditional grocery store; however, this study will only focus on one of retail format which is Hypermarket. The study was conducted in the Kota Kinabalu area using non probability and convenience sampling. Kota Kinabalu was chosen due to the number and large variety of choice of formats available and also its highly dense population in Sabah. 1.4.1 Retail Industry in Malaysia The rapid expansion of the Malaysian economy over the last few decades, combined with external and social influences has led to a boom in the retail industry. Consequently, the retail industry in Malaysia is highly fragmented, as there are a lot of retailers entering the competitive market each year. Retail in Malaysia is wide-ranging; from department stores, hypermarket, supermarkets and mini markets, specialty shops, convenience stores, provision stores, pharmacies, medical halls, direct sale, wet market stalls to pavement shops and petrol kiosks (Seventh Malaysia Plan, 1996). Such variety reflects the changing demands and expectations among consumers for better quality products and services. The retail environment in Malaysia has undergone a continuous and marked change over the decades. New facilities ranging from supermarkets and superstores to retail warehouses and convenience stores have been added to the retail landscape, much at the expense of the traditional shop houses. The retail sector has been very active in the last few years due to the strong economic growth which had led to an increase in income levels and spending power. Furthermore, Malaysia has become a prime target for foreign investors like the Japanese, Americans and Europeans. Participation by foreign investors will support the industry by introducing future products for the higher quality of life as well as environmentally-friendly products. 1.4.2 Definition of Retail Retailing refers to all activities directly related to the selling of small quantities of goods and services, at a profit, to the ultimate customers for personal consumption and non-business use (Mohd-Said, 1990). Guy (1980) for instance has categorized retail trade into three groups: (a) convenience goods which include groceries and daily provisions; (b) shopping or comparison goods which refer to relatively more expensive items bought at less regular intervals; and (c) specialty goods which are unique items that appeal to customers of the higher income level. Goldman and Hino (2005) have divided the retail trade depending on size large scale or small scale. The 13 small scale retailers are also referred to as the traditional retail store where they include the single propriety stores, wet market, and mini market. Whilst the large scale retailers, which are also known as the modern retailers include superstores, department stores, hypermarkets, and discount stores. Nevertheless, according to Miller and Layton (2000), many stores can still be grouped into the following retail types; A department storecarries a wide variety of shopping and specialty goods, including apparel, cosmetics, house wares, and electronics products. Some departmental stores even attached a supermarket. A superstore or hypermarketis a very large store that aims at meeting consumers‘total needs for routinely purchased food and non-food items. It carries personal care products, alcoholic beverages and tobacco products, stationary and sewing supplies, hardware items, garden products, some clothing some leisure-time products and offers household services such as dry cleaning, laundry and shoe repairs. A discount storeis a retailer that competes on the basis of low price, high turnover and high volume. Supermarketsare large, low cost, low margin, high volume, self-service stores that cater to serve the consumer‘s total needs for food and household products. In Malaysia, the supervision of the wholesale and retail sector falls under the supervision of the Ministry of Domestic Trade and Consumer Affairs (MDTCA) through the Committee on Wholesale and Retail Trade. The Committee was set up in 1995 to regulate and supervise the industry, including foreign participation in the sector. 1.4.3 Hypermarkets In Malaysia, the hypermarket has grown rapidly since the 1990s. The emergence of hypermarkets has altered the structure of the distributive trade in Malaysia to some extent. The existence of hypermarkets has allowed the consumers to do their shopping easily with less hassle as they can purchase the grocery products and mass merchandise under one-roof. A research carried out by Euromonitor (2008) revealed that hypermarkets recorded sales of RM6,217 million in 2007, which represents a 263.2 percent increase since 2002. Euromonitor has forecasted that the sales in hypermarkets will reach RM11,199.5 million by 2012. The success of the hypermarket chains is largely due to their low price, wide range of offerings, customer service and strategic location (Seiders and Tigert, 2000; Carpenter, 2008). The hypermarket industry is dominated by the foreign retailers, namely, Carrefour, Giant, and Tesco. This is because multinational companies have a greater capability in terms of outlet expansion, development of private label products, and offer extensive ranges of products and value-added services. In 2007, the hypermarket market was led by Giant, followed by Carrefour and Tesco (Euromonitor, 2008). The dominance of Giant is largely due to the high number of outlets available in Malaysia. Despite there being only a few key players, the hypermarket environment is highly competitive. This is because the retailers employ similar positioning strategy in order to attract more consumers. Most of the hypermarket operators compete on pricing and promotion to attract more customers. Some retailers even reduce prices permanently in order to attract more people to the stores. Major promotions and advertisements are some of the key growth strategies utilized In the hypermarket segment, the main players are foreign owned retailers such as Carefour (France), Makro (Holland), Jaya Jusco (Japan), Tesco (United Kingdom) and Giant (Hong Kong) which account for 46 per cent of the hypermarket sector (Economic Report, 2005/2006). By 2005 there were around 400 foreign supermarkets and hypermarkets spread around the country including the sub-urban areas in Kuala Lumpur and Selangor, and other states such as Perak, Johor, Negeri Sembilan, Melaka, Kedah, Sabah and Sarawak. This retail segment was the best performers among the retail sub-sector with 18.3 per cent growth during first month of 2006 (Economic Report, 2006/2007). This study was confined to the hypermarket in Kota Kinabalu area. According to Trading Licence Listing(Table 1.1) from Kota Kinabalu City Hall, there are only two hypermarket in Kota Kinabalu, namely Giant and Servey Hypermarket Parkwell. Giant Hypermarket, which is owned by Giant Capital Holdings (GCH), is one of the largest hypermarkets in Malaysia. It was founded in 1944 by the Teng family in Kuala Lumpur. Its headquarter is based at Shah Alam, Selangor, meanwhile Sabah-Sarawak-Brunei Regional headquarter is located in Kolombong Outlet, Kota Kinabalu. Giant Hypermarket currently has around 1,000 employee in Sabah itself, and 10,000 employees in total nationwide. There are about 14 outlet store of Giant Hypermarket around Kota Kinabalu; 4 hypermarket, 7 supermarket and 3 superstore. However, this study will only focus in Giant Hypermarket which is located either in Kolombong, 1Borneo, Putatan and City Mall. Furthermore, Servay Parkwell are the homegrown Sabah Sarawak proud success story, operating one of the leading hypermarket Sabah Sarawak. It is formed in 1979 under Evergreen Trading (1979) Sdn Bhd. Under the group of companies, it encompasses 5 major subsidiaries companies label, they are the retail brands of: Servay Hypermarket (Sabah) Sdn Bhd Servay Supermarket Sdn Bhd Servay Hypermarket (Sandakan) Sdn Bhd Servay Jaya Superstore Sdn Bhd Parkwell Departmental Stores Sdn Bhd Currently, Servay Hypermarket has 10 store outlet around Sabah; 4 hypermarkets, 5 supermarkets and 1 departmental store. However, this study will only focus in Servay Hypermarket in Kota Kinabalu which is located either in Penampang, Putatan, KK Plaza and Likas. 1.5 Significance of the Study This research will endeavor to make both a theoretical and practical contribution to the existing literature:- 1.5.1 Significance to Body of Knowledge This study will contribute additional knowledge to the construct of organizational commitment in relation to extrinsic and intrinsic rewards. Thus far, there is evidence that these rewards are positively related to Organizational Commitment (Neeru Malhotra., et al (2007), Bunmi Omolayo, A.B. Owolabi (2007), Ian O. Williamson at el., (2009), However, it is hoped this study will add to the body of knowledge in terms multidimensional construct of Organizational Commitment among hypermarket employees in Malaysia, especially in Kota Kinabalu. 1.5.2 Significance to Human Resource Practitioners The significance of this research is aimed to produce some kind of practical guidance and benefits to the human resource managers in to help them better plan and move towards retaining their employees through designing a good and attractive rewards system. It is hoped that this study provides some valuable insights to any retail organization which seeks to create the appropriate work environment or establish the significant organizational rewards which encourage hypermarket employees to be committed to their current organization and continue their service with them. Additionally, this study might contribute to a better understanding of three dimensional of organizational commitment, and also its role in enhancing employees sense of attachment and membership to their organization. Therefore, the results of this research may guide human resource managers to incorporate organizational rewards to improve the work environment, motivational level, and retention, enhance O.C. and thereby reduce turnover, increase productivity, and enhance performance. Each committed employee is a vital ingredient to the success of any hypermarket organization. 1.6 Definition of Key Variable In order to have a sound understanding of this study, the following are the definitions of the key variables for this study. 1.6.1 Rewards Reward refers to all forms of financial returns, tangible services and benefits which an employee receives as part of an employment relationship (Bratton and Gold, 1994). According to Porter and Lawler (1968), rewards can be divided into two type; intrinsic and extrinsic rewards. Katz and Van Maanan (1977) have further classified work rewards into three distinct categories of task, social and organizational rewards. Task rewards are intrinsic rewards, while social and organizational rewards are extrinsic rewards. Extrinsic rewards are those that resulting from extrinsic, non-job-related factors. Social rewards (friendly, helpful and supportive co-workers and considerate supervisors) are those that are derived from interaction with others on the job; while organizational rewards (working conditions, pay satisfaction, benefits, and promotional opportunities) are those that are provided by the organization and are aimed at motivating performance and maintaining membership. On the other hand, intrinsic rewards are inherent in the content of the job itself. They include motivational job characteristics such as feedback (Hackman and Oldham, 1976). Individuals at all levels of the organization recognize the importance of continually upgrading their skills, and regard access to training as a ‘key element in the overall reward package (Armstrong, 1993: 121). Training is regarded as an important non-financial motivator and thus can be considered as an intrinsic reward. 1.6.2 Organization Commitment The concept of organizational commitment has been defined in many ways. Zheng Wei Bo et al (2009) had concludes the evaluation of OC from 1960-2009 in different period to defined Organization Commitment. From side-bet thinking till affective dependence even multi-dimension period, commitment author have identified different theories to explain the correlations between the foci of OC and outcome. Commitment was initially defined and studied as one dimensional construct tied either to ones emotional attachment to an organizational (Porter et al., 1974), or to the costs associated with the exit (Becker, 1960). As work in this area progressed, this view of commitment converged and a new, multidimensional dimension framework was adopted base on three distinct but related form of commitment: affective, continuance and normative (Allen Meyer, 1990). The affective commitment refer to sn emotional attachment and the involvement with an organization while continuance commitment denotes the perceived costs of leaving an organization (Allen Meyer, 1991). Normative commitment ia newer addition to commitment to the commitment topology and its views as felt responsibility to support and remain a member of an organization (Allen Meyer, 1990). 1.7 Summary and Organization Of The Study This study present in three chapters. Chapter 1 concerned on the study overview, problem statement, research question and objectives, scope and significance of the study as well as definitions of key variables. Whereas Chapter 2 the Literature Review focus on the previous research and discusses the key variable such as extrinsic and intrinsic rewards as independent variables in this study as well as the dependant variable. In Chapter 3 represent the research methodology, in which explain how study is designed in terms of its sample size, data collection method, instrument and data analysis technique. CHAPTER 2 LITERATURE REVIEW 2.0 INTRODUCTION Encouraging employees to work and be committed toward achieving organizations goals and objectives is one of the most significant challenges for any management. It involves active relationship with the organization in which employees are willing to give something of them in order to help the organization to succeed and prosper. According to March and Simeon (1958:52), real commitment often evolves into an exchange relationship in which individuals attach themselves to the organization in return for certain rewards or outcomes. Usually, employees will feel committed when their needs are met and fulfilled by their organizations. According to Maslow (1954), human needs are arranged in a hierarchical order, and once a need is satisfied, the individual move to the next unsatisfied need which now forms the basis for his/her behavior. These needs are the physiological needs (which include food, clothing, shelter, water, and sex), security needs (such as job security, protection of life and property), social needs (such as need for affection, friendship, and sense of belonging), esteem needs (which include need for recognition, accomplishment, achievement, and self respect), and self-actualization needs (which is the need for an employee to reach his/her highest potential at workplace in conquering his/her environment). Rewards are something given or obtained in return for work done or service rendered. Vroom (1964:134) asserts that the expectation (reward) of employees on task performed motivates and encourages them to be committed. Thus, the higher the expectation of workers, the greater the commitment. On the other hand, the lesser the expectation of workers, the lower the commitment. 2.1 Literature Review Conceptual Background 2.1.1 Organizational Commitment (OC) Research on OC spans over four decade and remains an area of interest to both researchers and practitioners. Commitment of an employee to his or her employing organization or known as Organizational commitment (OC), has received much attention in the literature but different definitions continue to be used. Zheng Wei Bo et al (2009) had concludes the evaluation of OC from 1960-2009 as illustrated in Table 2.1. From side-bet thinking till affective dependence even multi-dimension period, commitment author have identified different theories to explain the correlations between the foci of OC and outcomes. Table 2.1: Evaluation Of Organizational Commitment Commitment was initially defined and studied as one dimensional construct tied either to ones emotional attachment to an organizational (Porter et al., 1974), or to the costs associated with the exit (Becker, 1960). As work in this area progressed, this view of commitment converged and a new, multidimensional dimension framework was adopted base on three distinct but related form of commitment: affective, continuance and normative (Allen Meyer, 1990). The affective commitment refer to sn emotional attachment and the involvement with an organization while continuance commitment denotes the perceived costs of leaving an organization (Allen Meyer, 1991). Normative commitment ia newer addition to commitment to the commitment topology and its views as felt responsibility to support and remain a member of an organization (Allen Meyer, 1990). Furthermore, the concept of commitment in the workplace is still one of the most challenging and researched concepts in the fields of management, organizational behavior and Human Resource Management. A great deal of research has been devoted to studying the antecedents and outcomes of commitment in work setting. The conceptual and operational development of organizational commitment has affected the conceptualization and measurement of other commitment forms such as commitment to the occupation, the job, the workgroup, the union and the work itself (Cohen, 2003; Gordon, Philpot et al., 1980; Morrow, 1993). Blau and Boal (1987) discussed two approaches in defining commitment. The first one, referred as behavior approach where the individual viewed as committed to an organization if he/she is bound by past actions of â€Å"sunk cost† (fringe benefit, salary as a function of age or tenure) and the second one are referred as attitudinal approach where organizational commitment is viewed as a more positive individual orientation towards the organization; here, organizational commitment is defined as a state in which an employee identifies with a particular organization and its goal, and he/she wishes to maintain membership in the organization in order to facilitate its goals. Attitudinal commitment is affective in nature; employees are emotionally attached to the organization and view their goals and organizational goals are similar. In summary, OC can be defined as a psychological state characterize an employees relationship with the organization that has implication for the employees decision whether to remain or leave the organization. Commitment reflects the employees acceptance of the organizations goal and willingness to engage in the behavior that is specified in the job description. OC can be considered to be affective response or attitude which link or attach an employee to the organization. In the other words, OC can be defined as the degree to which an employees experiences a ‘sense of oneness with their organization. However, for the purpose of this study, the following definition of OC as provided by Allen and Meyer (1990) was used. It has become clear that during the last decade, OC was conceptualizing as multidimensional construct that involve three dimensions as mention before. 2.1.2 Allens and Meyers Model of Organization Commitment (OC) Meyer and Allen (1990) had defined OC as pychological state that bind the individu to the organization. For that extend, they have developed a three component conceptualization of organizational commitm

A Journey into the Soul in Heart of Darkness Essay -- Heart Darkness e

A Journey into the Soul in Heart of Darkness A picture is an abstract idea, brought into context to form something concrete. They are made up and created to give off some sort of feeling or mood, that one can relate too. The atmosphere helps determine what kind of mood the picture will take. Any author, of either a painting or piece of literature will set the mood by using their atmosphere to enhance the theme of their creation. In Heart of Darkness, Joseph Conrad uses mood and atmosphere to help create a portrait called, the journey into the soul. The journey to the soul is to find one's self. Atmosphere pervades the mood or spirit. The atmosphere aids in revealing the journey to find one's soul. The setting, "took in the forest, the creek, the mud, the river-seemed to beckon with a dishonoring flourish before the sunlit face of land a treacherous appeal to the lurking death, to the hidden evil, to the profound darkness of its heart." Conrad 54 Conrad does not even mention their exact location which is very peculiar. The main river was described in the form a snake. A snake can be looked at from many points of views, mythological, biblical, literal and metaphorically. The snake represents all the twists and turns and being able to find one's inner-self is very difficult and twisted. The snake represents some of the animal imagery in the novel. Perhaps this is a sign that the jungle is something living and not just an ordinary jungle. Literature's imagery helps to show the main idea th... ...sh off against the state of the reader. While reading the novel I was able to reflect on my own journey to the soul. Any reader can reflect and realize the inevitable. The journey is not a pleasant one, it is a very difficult task, where evil lurks in the smallest of places. These places could be anywhere including the soul and the soul is one of man's most unique qualities. It determines who we are and how we treat everyone surrounding our presence. In this universe people live and die but a soul is immortal and will undertake an eternity. Works Cited Conrad, Joseph.Heart of Darkness.Bantam Books:New York,1981. Resources for the Study of Joseph Conrad's Heart of Darkness.1998. Simon & Schuster.Webster's New World Dictionary.Macmillian:New York,1996.

Development of the Montessori Method Essay -- Maria Montessori ISD Met

Maria Montessori and the ISD Model: Development of the Montessori Method Summary The paper I prepared begins with a description of the Montessori Method and a historical narration of the professional career of Dr. Maria Montessori. I also included some biographical information as to her origins and the identity of her parents. I then drew a comparison of her methods for developing the Montessori Method and her career to the ISD model. I compared significant events in her career to the analysis phase. Explaining that her experience with children lead her to develop her programs. Then I drew a comparison to her work with the design and development phases, citing her materials that she uses in her classrooms and the classrooms themselves. Finally I compared her implementation and subsequent discoveries to the implementation and evaluation phases in ISD. I concluded with my own personal opinion, that Maria Montessori was an innovator and mostly responsible for modern education. I used four directly quoted sources, one solely paraphrased, and one merely for research a nd background information. Since the late Nineteenth Century, educators and medical professionals have been concerned with the physical and mental development of children between the ages of two and seven years. During the first part of the Industrial Revolution and through the beginning of the Twentieth Century, conditions in the cities and industrial centers were deplorable. Adult workers were forced to work long hours and under extreme conditions, likewise children were made to endure arduous working environments with little or no concern for their well being, short of their ability to contribute to the work force. In Upton Sinclair's book, The Jungle, he des... ...ontessori, there is a distinct pattern to her development that is remarkably similar to those proposed by the ISD model. References Works Cited Gettman, D. (1987). Basic Montessori : learning activities for under-fives. New York: St. Martin's Press. Montessori, M. (1964). Dr. Montessori's own handbook. Boston: Robert Bentley, Inc. Pines, M. (1967). Revolution in learning: the years from birth to six. New York: Harper and Row Publishers. Sinclair, U. (1960). The Jungle. New York: The New American Library of World Literature. Standing, E.M. (1962). Maria Montessori: her life and work. New York: The New American Library of World Literature. Other Sources Braun, S. J. (1974). Nursery education for disadvantages children: an historical review. In Montessori in perspective. (pp. 7-24). National Association for the Education of Young Children: New York. Development of the Montessori Method Essay -- Maria Montessori ISD Met Maria Montessori and the ISD Model: Development of the Montessori Method Summary The paper I prepared begins with a description of the Montessori Method and a historical narration of the professional career of Dr. Maria Montessori. I also included some biographical information as to her origins and the identity of her parents. I then drew a comparison of her methods for developing the Montessori Method and her career to the ISD model. I compared significant events in her career to the analysis phase. Explaining that her experience with children lead her to develop her programs. Then I drew a comparison to her work with the design and development phases, citing her materials that she uses in her classrooms and the classrooms themselves. Finally I compared her implementation and subsequent discoveries to the implementation and evaluation phases in ISD. I concluded with my own personal opinion, that Maria Montessori was an innovator and mostly responsible for modern education. I used four directly quoted sources, one solely paraphrased, and one merely for research a nd background information. Since the late Nineteenth Century, educators and medical professionals have been concerned with the physical and mental development of children between the ages of two and seven years. During the first part of the Industrial Revolution and through the beginning of the Twentieth Century, conditions in the cities and industrial centers were deplorable. Adult workers were forced to work long hours and under extreme conditions, likewise children were made to endure arduous working environments with little or no concern for their well being, short of their ability to contribute to the work force. In Upton Sinclair's book, The Jungle, he des... ...ontessori, there is a distinct pattern to her development that is remarkably similar to those proposed by the ISD model. References Works Cited Gettman, D. (1987). Basic Montessori : learning activities for under-fives. New York: St. Martin's Press. Montessori, M. (1964). Dr. Montessori's own handbook. Boston: Robert Bentley, Inc. Pines, M. (1967). Revolution in learning: the years from birth to six. New York: Harper and Row Publishers. Sinclair, U. (1960). The Jungle. New York: The New American Library of World Literature. Standing, E.M. (1962). Maria Montessori: her life and work. New York: The New American Library of World Literature. Other Sources Braun, S. J. (1974). Nursery education for disadvantages children: an historical review. In Montessori in perspective. (pp. 7-24). National Association for the Education of Young Children: New York.

Reversals :: essays papers

Reversals "Youth is wasted on the young." And "if I only knew then what I know now!" In my teen years I couldn't be bothered with trying to understand those cryptic phrases; didn't I already know everything I needed to know? I never dreamed that the decisions I made in my relatively youthful years would have such an impact on my future. I always felt that I would never look back upon my life and say "I wish I had taken more time in considering my choices." But I have found myself doing just that. If I were able to rewrite history, I would pick a different career when I reenlisted in the Army, I would seek out opportunities to enhance my future job options, and finally, I would have done better while in high school. To begin with, it's understandable that I wouldn't know what I was getting into when I first enlisted into the Army. But when the time came for me to reenlist, I knew to research my options better than what I really did. Instead of choosing a new career in the Medic Corps like I knew I should, I elected to keep the same job. Given a second chance, I would choose to be an X-ray Specialist. After I graduated my class, I would take the Florida State certification exam so I could become licensed to work in Florida; by the time I completed my second enlistment, I would have developed very marketable job experience. Secondly, I would have gone to college more while I was in the service. As I've just begun the long walk toward my goal of a Bachelors Degree in Criminal Justice, I can't help but kick myself for not starting sooner. The military pays for seventy-five percent of a college course; after paying my tuition last term, I realized just what a great deal that really was. I also would have taken all the medical correspondence courses that the Army offers. While the courses aren't of much practical use, the points earned for the completion of each course helps greatly when trying to get promoted to Sargent. Instead of just coasting, waiting for opportunity to come knocking, I would go out and tackle that elusive rascal by the ankles. Finally, if I could do it again, I would do better in high school. As a teenager, I was tired of school; I felt I already knew everything I needed to know to carry with my life.

Genres Of Literature

Genres of literature are important to learn about. The two main categories separating the different genres of literature are fiction and nonfiction. There are several genres of literature that fall under the nonfiction category. Nonfiction sits in direct opposition to fiction. Examples from both the fiction and nonfiction genres of literature are explained in detail below. This detailed genres of literature list is a great resource to share with any scholars. Types of Nonfiction: Narrative Nonfiction is information based on fact that is presented in a format whichtells a story. Essays are a short literary composition that reflects the author’s outlook or point. A short literary composition on a particular theme or subject, usually in prose and generally analytic, speculative, or interpretative. A Biography is a written account of another person’s life. An Autobiography gives the history of a person’s life, written or told by that person. Often written in Narrativ e form of their person’s life. Speech is the faculty or power of speaking; oral communication; ability to express one’s thoughts and emotions by speech, sounds, and gesture.Generally delivered in the form of an address or discourse. Finally there is the general genre of Nonfiction. This is Informational text dealing with an actual, real-life subject. This genre of literature offers opinions or conjectures on facts and reality. This includes biographies, history, essays, speech, and narrative nonfiction. Nonfiction opposes fiction and is distinguished from those fiction genres of literature like poetry and drama which is the next section we will discuss.