Motivation and job performance of employees Essay

Motivation and job performance of employees - Essay Example We also try to identify some flaws in the ideas and implementations in the ways organisation carry out the motivation, performance appraisal and reward system. Organisations have failed to realise that employee’s needs are not consistent and numerous factors are not taken into consideration before some of these factors actually contribute in demotivating employees. The analysis hopes to prove that rewards are not directly responsible for employee motivation and motivation is essential for job performance and that rewarding employees is not in the organisations best interest. According to Bono and Judge (2003) the standard and quality of work carried out by employees usually depends on the level of motivation and commitment. The biggest asset any organisation has is its employees mainly because these are the individuals who make the difference when it comes to highly successful organisations and not so successful ones; this applies to both senior and junior employees. The relationship which exists between employer and employee in terms of driving the business forward has been largely based on the employers ability to motivate his employees to excel in their various departments within the organization ( Linder, 1998). Burr and Cordery (2003) suggest that motivation plays a critical role in job performance of employees; organizations are constantly inventing new ways through which motivation can always be maintained at its highest, since it has a direct effect on employee attitude towards work. The heart of any work force lies with its employees, so it is imperative performance catalyst be introduced however and whenever seems fit. The blind side of motivation is that it tends to assume that motivation is predominantly based on rewards or benefits which are gained by employees who perform satisfactory. In the past organizations have laid emphasis

Equality, Diversity and Inclusion Essay Example for Free

Equality, Diversity and Inclusion Essay a) Diversity Diversity is about valuing individual difference. So diversity is much more than just a new word for equality. A diversity approach aims to recognise, value and manage difference to enable all employees to contribute and realise their full potential. Diversity challenges us to recognise and value all sorts of differences in order to make our environment a better place for everyone to work see more:social barriers to equality and inclusion b) Equality Equality is about making sure people are treated fairly and given fair chances. Equality is not about treating everyone in the same way, but it recognises that their needs are met in different ways. Equality focuses on those areas covered by the law, namely the key areas of race, gender, disability, religion or belief, sexual orientation, transgender and Age. People must not be unfairly discriminated against because of any of these factors and we must all contribute to creating a positive workplace and service delivery environment where discriminatory practices and discrimination no longer happen. c) Inclusion Inclusion is about ensuring that children and young people, whatever their background or situation, are able to participate fully in all aspects of the life in school. It is not about viewing everyone as the same or providing the same work, but about providing the same opportunities and access to a high quality of education. Describe the potential effects of discrimination. Discrimination can only have negative effects on children and young people. Not only does it affect the academic progress of children, discrimination can negatively impact their overall health and well-being. Those who have suffered from discrimination may experience loss of self-esteem, anger, and disempowerment, lack of motivation, confusion and depression. Explain how inclusive practice promotes equality and support diversity. Inclusive practice is a process of identifying, understanding and breaking down barriers to participation and belonging. Inclusive practices will ensure that everyone feels valued and has a sense of belonging. In an inclusive environment there is recognition, acceptance and celebration of diï ¬â‚¬erences and similarities. Explain how legislation and codes of practice relating to equality, diversity and discrimination apply to your own role. The way in which we interact with each other in society is regulated by law. The Equality Act 2010 brings together all previous acts relating to equality and discrimination. The Act applies to all organisations that provide a service to the public. The Ac protects all individuals and groups from discrimination. Early years setting must be aware of these laws and have in place a policy regarding equality of opportunities and for supporting children with learning difficulties and disabilities. Providers must also have regard to the SEN code of practice. The EYFS also states that providers have a responsibility to ensure positive attitudes to diversity and difference. Within our setting we have an equality and diversity policy, and a SEN and disability policy. These policies must be followed by staff and integrated in to our working practice. The policies bring together all the main points from the various acts and the requirements of the EYFS. Policy and procedures when dealing with: Accidents If an accident takes place in the setting, I would do the following: * Inform another member of staff so that they know what happened to the child * If I am unable to deal with the accident myself I would refer the child to another member of staff who is first aid trained * E.g. A child has fallen over and grazed his/her knee: Firstly I would comfort/ reassure the child. I would then wipe the knee with a wet tissue, record the accident on a accident form, inform the parent of the child about the accident, get them to sign the form and then keep it in the accident folder. Incidents If an incident was to happen in the setting, it would be reported to a senior member of staff. The staff would then deal with the incident. It would be recorded on an incident form which would be signed by a witness and by a parent. The incident form is then kept in an incident folder which is kept safely and is easily accessible to the staff members. Emergency In the case of an emergency occurring in the setting the following procedure would take place: E.g Fire drill (Real or practice) * Upon hearing the fire drill, children and staff leave what they are doing, quietly and sensibly make their way the nearest fire exit. * A member of staff takes the register, usually a senior. The rest of the staff usher the children out to the fire assembly point. * A head count of the children is done as children exit the building * When children line up at the fire assembly point a head count is taken and the register is completed. * If there is no real fire, the staff can take the children back to the setting when an all clear is given by the head teacher. * The children are recounted when they return to the setting. In the event of a real fire, the staff and children would remain at the fire assembly point and the emergency services would be called by a staff member. The parents would also be contacted regarding the incident. Illness If an illness occurs in the setting, e.g. a child falls ill and has a temperature. A staff member would check the temperature of the child using a thermometer/strip, and monitor the child. A wet paper towel/cool icepack would be placed on the child’s forehead to cool the temperature. If the temperature remains the same and does not decrease, the staff member would then contact the parent/carer of the child to come and collect the child. Recording and Reporting of accidents and incidents The correct procedure for reporting and recording accidents, incidents, injuries and emergencies would be carried out by following the guidelines of Riddor. Riddor stands for, reporting of injury, disease, and dangerous occurrences regulations. All of this would be reported to the Health and Safety executive if: * Any accident to a member of staff requiring treatment by a general practitioner or hospital, and any dangerous occurrences, this may be an event that causes injury or fatalities or an event that does not cause an accident but could have done, such as a gas leak. An incident book is also kept for recording incidents including those that are reportable to the health and safety executive, these incidents include: * Break in, burglary, theft of personal or property of the setting. * An intruder gaining unauthorised access to the premises. * Fire, flood, gas leak or electrical failure.  * Attack on member of staff or parent on the premises or nearby. * Any racist incident involving staff or family on the centres premises * Death of a child, a terrorist attack or threat of one.

The Male Dominant Image Essay Example for Free

The Male Dominant Image Essay In his play The Lion and the Jewel, Soyinka expresses his opinions about society through his characters, as many authors do in their writing. One of the characters, Baroka, frequently seeks to take more wives despite his age and subjects his current wives to humiliating tasks such as plucking his armpit hairs and tickling his feet as a way of showing his power over them. Through the characterization of Baroka and the attitudes of other characters in the play, Soyinka explores the idea that a man needs to show dominance over women to be considered a man by society. Despite his age and already having a larger number of wives, Baroka is still seeking to take another wife, specifically a young one. This is most likely because he wants to exert the image that he is still desirable and his sexual ability has not been diminished with age. It is very important for Baroka to maintain this image, and this is why he is still persistent to take Sidi as a wife, even after she clearly refuses several times. Image is very important to Baroka, and his existing image had been tainted by the photograph of him by a latrine. Sidi, however, is young and has the image of the most beautiful woman in the village due to the pictures of her in the magazine. Bakora believes that making the most beautiful woman in the village his wife is the perfect way to elevate his image. While he is seducing her, he tells her â€Å"the truth of this, old wine thrives best in a new bottle.† (p. 1185) The old wine is a metaphor for himself and the new bottle is Sidi. He seeks the new bottle to enhance himself. He will not stand to be seen as less than a woman, to have his position as a man and a leader diminished. This is why in the end, he resorts to physical force to get Sidi to marry him when all else fails. By tradition, she is bound to marry the man she loses her virginity to, and Baroka exploits this. The fact that Baroka ultimately used tradition to exploit her also implies that much of the twisted notion that a man must exercise dominance over a woman to be powerful stems from tradition. Baroka also asserts his power by taking advantage of his wives and forcing  them to do humiliating tasks for his pleasure. While the things he makes them do are not brutal or violent, it asserts the fact that they are below him and he holds the power in the relationship. They must pluck his armpit hairs and tickle his feet, although he never does something for their pleasure in return. In regards to them performing these tasks, he uses such statements as â€Å"†¦thou Sadiku, thy plainly unadorned hands encase a sweet sensuality which age will not destroy. Beyond a doubt Sadiku, thou art the queen of them all.†(p. 1172) This statement, while in his mind possibly meant to praise, is actually quite demeaning. These statements reduce his wives simply to objects of pleasure for him. This shows how by making a woman his wife, Baroka ultimately restricts the balance of power in the relationship, with himself permanently at the top, and his wives permanently at the bottom. They are not his partners in equal, nor do they assist him in making important decisions. They are simply there to pleasure him and maintain his status. Women are self-enhancing tools for Baroka, merely useful accessories. This is no different from wearing expensive rings to show off and raise one’s status. It is not only Baroka’s thoughts and actions that assert the idea that a man needs to show dominance over women to be considered a man by society, but also those of other people in the play. When Sidi learns from Sadiku that Baroka is supposedly no longer fertile, they both view it as him having lost his power. This is demonstrated by a line Sadiku aims at Lakunle when he witnesses them celebrating Baroka’s supposed downfall. â€Å"You a man? Is Baroka no more a man than you? And if he is no longer a man, than what are you?† (p 1170) This shows how the idea that a man needs to show dominance to have power is ingrained in the people of the village, just as gender roles and are ingrained in our society today. The fact that women react exactly in this way to a man’s loss of virility in The Lion and the Jewel shows that Baroka’s fears that he will lose the respect of the village if he does not constantly verify himself are justified. He is getting older and less attractive, so he feels the need to constantly prove his power. In conclusion, Baroka’s character represents a man who is trying to verify his power and maintain his image with age in the way his society deems  appropriate. Gender roles are present in all societies, and although they vary somewhat from one society to another, it is never a good thing to have cookie cutter expectations that all men or all women are expected to fit into. It is extremely harmful psychologically for people to always measure themselves to a standard of an ideal, when in reality few can be a perfect example. This also brings up the question, why are gender roles present in the first place? Why is there a set way a man should act or a woman should act? I believe that these standards originate from tradition. Polygamy is the tradition of the Yoruban people in The Lion and the Jewel, so naturally one may be inclined to use the number of wives a man has as a way to measure him. Likewise, in Christianity, gender roles stem from the story of Adam and Eve in the Bible. Soyinka’s The Lion and The Jewel portrays a character who commits many misdoings, but in the end he is simply trying to fit with his society and tradition.

Impact Of Ethnocentric Staffing Practice Management Essay

Impact Of Ethnocentric Staffing Practice Management Essay Introduction Over the past decades, an inconsiderable amount of research has dealt in the field of managing and reducing employee turnover in international staffing practice. In this study, which appraise staffing policies in International Human Resource and issues relating to employee turnover of local manger in subsidiaries of Multi-national Corporations. This paper evaluates series of issue encountered by the local or subsidiary manager. Hereby consider the role and patterns of international staffing model, the advantages and disadvantages of Parent country national (PCN), Host country national (HCN), retention strategies and approach used in managing avoid staff turnover. in this regard, has examined possible way-out of the present dilemma encountered by the local or subsidiaries mangers and the way forward but might vary in different sectors and culture of a country or probable the culture of the Multi-National Corporation. Function and Pattern of International Staffing Model There are different reasons for international staff transfer which can be as a result of control, co-ordination, developing management, unskilled local personnel and organization development. Which will lead to the increase of companys potential to succeed and compete in the international market (Edstrom and Galbraith, 1977; Harzing, 2001). However, Scholars have also pointed out that the success of knowledge sharing through international transfers is not automatic but rather depends on social processes. In recent it has been pointed out that key rationale for staff transfer is due to the transfer of advance and technical knowledge (Bonache et al., 2001; Hocking et al., 2004). However, staff transfer is a two- sided magnitude, which is between the Head quarter and the subsidiaries and it also involve the process comprises parent-country nationals (PCNs), host-country nationals (HCNs) and third-country nationals (TCNs) (Harzing, 2001; Welch, 2003). In this regard, Head quarters organization that are sent to HCNs and TCNs they are commonly referred to as Expatriates and vice versa for the inpatriates. Perlmutter and Heenan (1969; 1979) identified four different international staffing policies (ethnocentric, polycentric, geocentric and regiocentric). MNCs following an ethnocentric staffing policy would appoint mostly parent country nationals to top positions at their subsidiaries, while MNCs following a polycentric staffing policy would prefer to appoint host country nationals (HCNs). Organisation with a geocentric staffing policy might simply pick the best person, regardless of his/her nationality and that could include third country nationals (TCNs), nationals of a country other than the MNCs home country and the country of the subsidiary. The Head quarter-centric nature of the staffing policies has been criticised by Novicevic and Harvey.H (2001) introduced a pluralistic orientation that enable a multiple, diverse and possibly competition which subsidiaries are given more orientations of subsidiary staffing that independent operation within the MNC context. The pluralistic orientation also brought about an alternative concept and a harmony orientation toward international staffing. Thereby indicated a tranquillity between subsidiaries and the Head quarters which is as result of integrative aspect. Pro and Cons of PCNs, HCNs or TCNs These are some of the advantages and disadvantages of employing these different groups of employees. It is shown that none of the options is without its disadvantages whereby will focus on some of the most frequently mentioned advantages and disadvantages (Negandhi, 1987; Phatak, 1989; Dowling, Festing, Engle, 2008) are summarized as follows. In Table 7.1 below Source: Harzing and Reiche 2009. Influences on Subsidiary Staff Turnover Sebastian .R, (2007). Classified two major factors that lead to subsidiary staff turnover which is as a result of the effect of international staffing practices. He then conceptualise it has perceived career advancement opportunities and their organizational identification. Figure 1 shows the integration of all variables in a framework due to the effect of international staffing practices on subsidiary staff retention. Career Opportunities of Subsidiaries Staff These involves situation where the organisation seems to make global exposure and career advancement as part of the employment contract with the local national, but the organisation at the end of the day fail to fulfil their promise and with the design of international staffing practices that has an effect on subsidiary staffs career perspective and also leads to employee turnover .which aligns with (Griffeth et al., 2000; Hom and Griffeth, 1995) turnover studies and (Birdseye and Hill, 1995; Feldman and Thomas, 1992; Naumann, 1992) expatriate turnover research. Recent literature has focused on the view that a huge number of foreign expatriates distorted HCNs career advancement opportunities and create sizeable income and status disparities, leading to frustration and dissatisfaction among locals. In regards, the ethnocentric staffing practices which is a one-sided approach that restrict career advancement of local staff to a mere lower manger position. Sebastian Reiche (2007). Organizational Identification of Subsidiaries This involves situation whereby the international staffing practices affects the subsidiary staff in relation to the identity of their organization (Dutton et al., (1994) The degree at which a member defines himself by the same feature that he or she believes defines the organization. This has been shown to exert a negative effect on turnover intentions (Koh and Goh, 1995; Van Dick et al., 2004). The fulfilment of career aspirations is considered to serve as a key antecedent of organizational identification (Brown, 1969; Reade, 2001). In an organization which consist multiple relationship, each with unique set of values and objective operating from different sources of membership and identification, sustains the notion that individuals experience multiple commitments or identifications (March and Simon, 1958; Reichers, 1985). The polycentric staffing practices mainly shows identification with the local unit. At the same time, might be identified with the global company and it more difficult to promote. As Lawler (1992) notes, identification tends to be more significant with regard to association in contrast to larger organisation and also in the case of a geocentric orientation international career progression may only involve a very small fraction of HCNs. Finally, (Novicevic and Harvey, 2001) pluralistic orientation to international staffing serves as an additional source of identification of a harmonizing approach helps to constitute respective Head quarters policies and practices within it subsidiary which, in turn, facilitates HCNs approval and thus enhances their identification. International Staffing-Related Retention Strategies The staffing retention strategies are of two dimensions namely subsidiary management. Which will help minimize staff turnover in the subsidiaries such as managing subsidiaries through local staff and the expatriation of local staff may help to retain employees in MNCs worldwide operations. Hereby the strategies for the suitable scenario. Subsidiary Management Through Local Staff This involves pluralistic and harmony approach to international staffing that help to reconcile individual and organizational career plans, thereby tying individuals career commitment to the company and hence fostering long-term membership. Global assignments of PCNs which is to be maintained effectively by socializing. This becomes an essential instrument for clearing out dispute between local and foreign personnel (Lueke and Svyantek, 2000). Also strategy challenges the preservation of MNC cohesion. There should be regular regional meetings as well as close communication and exchange of knowledge serve between local personnel to the Head quarter. As important measures to align HCNs to the overall corporate values that may foster locals identification with the global organization. Expatriation and Impatriation of Local Staff This involves establishment of a centralized and comprehensive schedule of all managerial employees, regardless of nationality, for those are readily available for international assignments. But along the line there might be a slight problem to the local staff loss of autonomy. (Kopp,1994). The central record of corporate talent has to be complemented by a regionally administered register of lower-level managers suitable for intra-regional transfers. In the case of re-entry problem are associated with threat of turnover. Therefore, it can be effectively managed by establishing new repatriation policies and career projection from onset, thereby indicating long term commitment to the respective individuals and thus enhancing their organizational identification (Gregersen and Black, 1992; Stroh, 1995). Thus, provision made for international assignments for HCNs involves the concept inpatriation, entails the transfer of subsidiary manager to the Head quarter on a temporary to permanent basis (Harvey and Buckley, 1997; Harvey et al., 2000), that make the manger understand the culture of the Head quarter and build a network which will enhance reduction in employee turnover in MNC subsidiaries by feeling appreciated and fulfilled to an extend on foreign exposure. It also shows an appropriate mechanism to foster international assignments for local staff and to achieve the conflicting aim of share of foreign expatriates through a localization strategy. The term inpatriation will be more productive in subsidiaries developing countries that exhibit institutional distance cultural difference. Contrarily PCNs are still to be expatriated, but mainly to countries where adjustment problems are less critical (Harvey et al., 2000). Inpatriation is also important in the transfer of tactic knowledge from the subsidiaries to the Head quarter and it a plus on the parent company manager exposing them to an international perspective. for example in the case of use of inpatriates, especially in European and US multinationals, will increase in the future (see Box 7.2). The above box illustrate the envisage population rate of inpatriate between European companies and US companies which might increase to this point in the nearest future. Managing and Strategies for Prevent Manager Turnover Maertz and Campion, (1998) explains that an organization manages to avoid turnover or not will be based on the availability of internal retention incentives and how well organization and appropriate the organisation can make it applicable to them. This classification of retention practices is due to the HR policies that result into various outcomes in terms of organisational advancement employee perceived behaviour and exhibit synergies. Delery and Doty, (1996). At this point, which deduce a typology of available HR practices that possess retention capacity. HR practices either have the capacity to control turnover on a short-term and responsive basis nature. Relational employment contract that will increase career development and job enrichment may be effective practices to keep core employees. While transactional relationships in short-term retention needs can be achieved through adequate remuneration, control and overseeing. Sebastian. R,(2008). Classification of Retention Practices Source: Sebastian Reiche 2008. The table above highlight four unique types of retention practices (see Table. 1 above), which is framed following difference between responsive versus preventive practices and practices in transactional versus relational employment relationships. Responsive retention practices in transactional employment relationships Transactional employment relationships are due to majorly time frame to respond and the scope of the retention needs are necessarily limited. It policies is in relation to pay and incentives which will help retain managers in HCN. Shaw et al., (1998). Responsive retention practices in relational employment relationships Relational employment contracts will include long term benefit for managers that are productive. For example Preventive retention practices in transactional employment relationships This is deals with managers that have been fulfilled, motivated, job satisfaction. Thus, entails assigning supervisory role to such managers and in order to retain them managing employees job expectations right from the beginning. Cappelli, (2000); Glisson and Durick, (1988). Preventive retention practices in relational employment relationships This involves equality of the highest order, treating the PCNs, HCNs or TCNs managers equally, in fairness, procedural justice and transparency. Bloom and Michel, (2002); Shaw, Delery, Jenkins, Gupta (1998) J.D. Shaw, J.E. Delery, G.D. Jenkins and N. Gupta, An organization-level analysis of voluntary and involuntary turnover, Academy of Management Journal 41 (5) (1998), pp. 511-525. Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (120)Shaw et al., (1998). Conclusion This write up briefly emphasize the main characteristics of international staffing practices of IHRM. This provides an analysis of the various staffing policies, with a focus on the effect of the one-sided effect (ethnocentric staffing) and the deficit effect on the local subsidiaries, dealt with specific influence leading to staff turnover for local managers and also considered the advantages and the disadvantages of using the staffing model. Identifying the effect of international staffing practices on local staff turnover and ways to manage such turnover in order to retain also put into consideration mechanism put in place to reduce turnover and retain subsidiary staff and the management of such turnover. However, local staff are usually the progenitor of tactic knowledge which is the key knowledge and also the linking source towards good social network which is evidence show in scholars research. Sebastian. R, (2007). Therefore, this is an opportunity develop the capability of major local employee over a long period, improve their career and making them feel identified with the company because they serve as mechanism of gaining a competitive edge. A number of subsidiaries are fruitful and Multi- National Corporations are moving in that line for further investment. However, international staffing practice may take exception and might involve different structure, process and also different countries culture. (Porter, 1990 ) At this point, will say international organisation or Multi-National Corporation can adopt the pluralistic view and still need to enforce more attention in the management of the local managers.

Tourism Development Essay -- Social Issues, Community Capacity Buildin

The purpose of the study is to assess the importance of leaders’ characteristics and their economic interest in community capacity building for tourism development. The information for this study was derived from survey questionnaires. The respondents were community leaders from Shiraz, Iran. The findings through multiple regression analysis indicate that approximately 74 percent (R ²=.737) of the variance CCB for tourism development was predicted by the leaders’ income, income from tourism, extra activities, length of residency, educational level, and family engaged in tourism industry. According to the results, the largest beta coefficient is the leaders’ income through tourism (ß=.350). It is expected that the findings could be utilized by community developers for future reassessment in tourism planning. KEY WORDS Community leaders, community capacity, tourism development, leadership INTRODUCTION The term community capacity building (CCB) is widely used among those who are concerned about community development or involved in social work and social service delivery. CCB is a central concern of both policymakers and community residents (Marrà © & Weber, 2010). It is an essential condition for development, implementation and maintenance of effective community development (Goodman et al., 1998). Many in the policy community have expressed interest in understanding why some communities are more successful in achieving positive social, economic and environmental outcomes and how to increase the capacity of communities to achieve these outcomes (Marrà © & Weber, 2010). The important role of community leaders in building community capacity for tourism development includes facilitating encouraging participation and developing leadersh... ...this study CCB is a composite variable, consisting of eight domains, namely, participation (7 items), leadership (6 items), community structure (5 items), skill and knowledge (5 items), community power (5 items), sense of community (7 items), resource mobilization (5 items) and external support (5 items). The respondents answered to each statement based on five scales that most described the current situation in their community. The value of each response for these items on the questionnaire is as follows: 0= never 1=seldom 2= sometimes 3= often 4= always. Indicators for CCB were tested for their reliability using Cronbach’s alpha. The results indicated the sufficiency and factorability of statements. It also showed satisfactory internal consistency of the manifest items measuring CCB. For this study, multiple regression analysis was conducted using SPSS program.

Immigration Issues Essay -- Immigration, Psychiatry

The United States has long served as a refuge for people who seek to escape hunger, poverty, torture, and the oppression of the human spirit in their own countries. However, the issue of immigration in the United States has become a political flashpoint since the terrorist attacks on September 11, 2001. The sacralization of the tragedy has served to paint all immigrants with the same fear-ladened brush, and has marginalized and stereotyped an already vulnerable population. Today, more than ever, immigrants in the United States face increasing stressors as they try to assimilate in a politically charged post 9/11 world. To be an effective social worker, immigration issues and multicultural awareness is critical. Mary and Mario, a couple who is seeking marital therapy, will serve to illustrate the immigration issues a clinician should consider when assessing a client system in therapy. Mary, a 32-year-old Caucasian woman and her husband, Mario, a 40-year-old Latino man have been married for three years. They have both been married in the past but have no children. They report that since Mary returned to school there have been frequent arguments. Recently the fights have increased in frequency and have become violent. Mary complains that Mario is too possessive and is jealous of all her male friends. She feels physically threatened and wants to leave him. Mario feels that Mary never spends time at home anymore, and is no longer interested in him. While it is imperative not to make assumptions about a client because of their race, it is important to ask questions about their cultural identity, and if they have emigrated from another country. This ipsychosocial detail is significant because a growing body of research attests to neg... ...t, chances are that Mary and Mario will come to honor each other's diverse experiences, and will be able to fully embrace the ethos that is the American dream together. â€Æ' Works Cited Foster, R. P. (2001). When immigration is trauma: Guidelines for the individual and family clinician. American Journal of Orthopsychiatry, 71(2), 153-170. Kaltman, S., De Mendoza,, A. H., Gonzales, F. A., Serrano, A., & Guarnaccia, P. (2011). Contextualizing the trauma experience of women immigrants from Central America, South America, and Mexico. Journal of Traumatic Stress, 24(6), 635-642. Moreno, C. L., & Guido, M. (2005). Social work practice with Latino Americans. In D. Lum (Ed.), Cultural competence, practice stages, and client systems (pp. 88-106). Belmont, CA: Brooks Cole. Sue, D. W. (2006). Multicultural social work practice. Hoboken, NJ: John Wiley & Sons. â€Æ'

The Art Of Procrastination Essay -- essays research papers

As I sit here at my computer I restlessly glance at the clock; it’s 12:40 AM, approximately twelve hours until this essay is due. How could I have once again gotten myself into this terrible situation? I would love to say that there’s some amazing excuse for my blatant irresponsibility, that some horrible catastrophe took place inhibiting the start of this paper. Yet sadly there is none; I can present no justification of this other than my own slothfulness. And even as I type I debate over the topic. Various ideas swirl in my head like a typhoon, none of which seem very appealing. I need to write about something I know, something that is like second nature, and most importantly something that I can bullshit about for a full 2 ½ pages. Of course, how could I be so blind! What better to write about then procrastination itself; over the years I have pretty much perfected the art of postponement. To the average person this may seem like an uncomplicated task; you may be thinking â€Å"But Chad, anyone can wait till the last minute!† And I grant that in that assumption you would be entirely correct; any idiot can be lazy. However the question is; can just any idiot wait until the last minute, pull an all-niter, and actually emerge victorious. Because that my friend takes finesse, and is not a feat for any mere amateur. So I encourage you to grab a cup of coffee and take a seat because for the next couple of hours I will be taking you on a crash course through the art of procrastination. The most important thing to consider when faced with blank paper and an equally empty cranium is the possibility of an extension of the deadline. This being the most ideal situation for the reason that it gives you all the more time to goof off; who knows maybe by midnight tomorrow you’ll be in a more productive mood. Convincing a professor to grant you an extension is not an easy task and may require a smidgen of deceitfulness; but seeing as how by this point you’re probably pretty desperate it shouldn’t present much of moral dilemma. Always remember that it is extremely important to measure up your victim and choose the most effective bait. While some professors are more cooperative and will grant you the extension with a simple excuse like â€Å"My great aunt Bertha died†, others can be rather a pain and may require a plea more elaborate such as â€Å"The doctors say it may be a tumor and ... ...mind away from the task at hand. If you can stay awake you should have your essay done before too long. Although it will probably be an error filled confusing piece of trash, don’t stress, go to sleep. In the morning when you wake up proof-read your work, don’t panic! I know it’s probably pretty bad but it can be fixed. Go through and thoroughly read, fixing all errors and doing your best to make it somewhat decent. Once you’re done drag your lifeless body to class and turn in your finished work, hopefully you’ll receive a somewhat acceptable grade. If by chance you don’t, refer back to the bribery, blackmail, and threaten section of the paper. In the true spirit of this essay I sacrificed my grade and waited until the night before it was due to begin. I wanted to ensure that all information was completely accurate and truthful and I felt this could only be achieved through experiencing it first hand; therefore this is a true testament to the art of procrastination. I am confident that if I had taken the time and put more effort into this it would be drastically better. But then that wouldn’t have been procrastinating would it? And then what the hell would I have written about?