The children of King Tutankhamun Essay Example | Topics and Well Written Essays - 1000 words

The children of King Tutankhamun - Essay Example The two mummies are suspected to be his still born children of Tutankhamun, DNA testing is currently being undertaken by the Supreme Council of Antiquities in collaboration with the Cairo University‘s Faculty of Medicine. In ancient Egypt, a pharaoh’s family was buried in a tomb, which essential was similar as Pharaoh’s tomb (David 60). The mummified bodies discovered in the tomb were accorded the respect that the ancient Egyptian had on the dead. The Egyptians respected the gods and worshiped then sometimes even praying to the m for children. They thus saw children as pure and blessings from the gods. They were buried alongside their belongings with the belief that they would require them in their next life. Some people also believe that the pharaoh was buried, alongside these children for him, to start life as a newborn in the new life where they believed that he was headed (Fleming & Alan 57). The objects symbolize the children of the pharaoh; they tell us much about the Egyptian history. The way people lived and related with one another in that community. By the study of these mummies, then the scientists have been able top uncover much about the pharaoh’s life (Fleming & Alan 56). The two mummified bodies do not represent any gods; the gods could be represented by something else found in the tomb. It is believed that the ancient Egyptian did not use people as symbols to represent their gods. However, they did use certain objects like images of the gods casted in gold (David 67). In ancient Egypt, if the pharaoh’s children died at a tender age, then they were supposed to be buried beside their father in his tomb. This is what is suspected to have happened to the children of Tutankhamun. Studies by the archaeologists show that the two children might have been twins who died at a birth. They had several defects that might have caused their deaths (Zaki 67). The children were buried with the pharaoh in

Customer Service Essay Example | Topics and Well Written Essays - 250 words - 1

Customer Service - Essay Example Therefore, they will look for the reasonable range for the services they require in contrast to those who seek the aspect of quality and variety of services. The biggest challenges of management that are contemporary in the service industry are providing and excelling in customer satisfaction. The differentiation, competitiveness, and retention of customers are factors that are important in the success of the service industry. To get the satisfaction level of customers, for example in a hotel, there is need to introduce comment cards for guests, which are then analyzed. The other way is to make personal contact with guests and also through feedback on the internet. (Luck and Lancaster, 2003: p 213). The staffs of this service industry need to be able to motivate the customers and this can be done through a motivation scheme for the employees who are exemplary with the customers. Handling of complains is also another major problem and the management needs to formulate a way to compensate the customer either by apologizing and performing random acts of kindness such as issuing doughnuts. According to Bender (2012), success is not brought about by combustion spontaneously but rather one must first set themselves on fire. Bender, A 2012, Americans Biggest Complaints About Hotels. Forbes. [Online] 27 July. Available at:[accessed 21 March 2013]. Westwind Consulting Services Inc,, 2012. Managing Customer Requirements: Requirements vs. Expectations. Website. [Online] Available at: [Accessed 21 March

Intrinsic And Extrinsic Rewards Defined Business Essay

Intrinsic And Extrinsic Rewards Defined Business Essay This chapter will review the academic literature required to study the research topic. The key areas for discussion are on intrinsic extrinsic rewards, rewards schemes strategies and theories on motivation. 2.1 Intrinsic and Extrinsic rewards defined Rewards can be treated as some offerings in addition to pay. Traditional reward systems were based on positions and longevities. But now a days profit sharing, gain sharing and stock option plans are being practiced as a reward. Modern reward systems include stock grants, certificate of appreciation, even personal thank you notes (Nelson, 1994). According to Walker et al (1979), rewards are classified into extrinsic and intrinsic rewards. Extrinsic rewards include basic salary and allowances which is needed to fulfill psychological and safety needs. Intrinsic rewards help individuals feelings and perceptions about the job situation which is needed to fulfill self-esteem, competence, self-actualization etc. There are several financial rewards commonly found in sales organizations are salary and commission, bonus, fringe benefits, stock options, retirement plan which fulfills both extrinsic and intrinsic needs of employees. Coli (1997), describes classification of reward and recognition under three types of rewards. They are monetary, awards and developmental rewards. Monetary rewards includes individual bonus for project completion, stock grants, skill-based pay, gain sharing, targeted total cash, special individual increase, non-discretionary incentives for the beginning of the project etc. According to Lyons Ora (2002), financial performance includes basic salary, variable pay, other compensations, perquisites and benefits. Different individuals have different perceptions of rewards. For instance, some individuals may consider cash as a sufficient and adequate reward for their efforts at work, while others may consider holidays and material incentives (such as a car) as more rewarding in exchange for their work. Others still, may consider a shift in the treatment that they get from their leaders to be a more rewarding experience. For instance, some employees consider being recognized by their leader as more rewarding than financial incentives (La Belle, 2005). 2.1.1 What are Financial Rewards? Zammit (2004), best described financial rewards. A reward strategy is an integrated approach to reward employees according to their contribution, skill and competence and their market worth. The author classified four types of financial reward. Basic salary Performance related pay Allowances Other financial rewards The basic salary is determined according to management position, standard of living, job market, qualification of the receivers. The dimensions of performance consist of bonuses, commissions and special skills. Allowances are most commonly provided for substitution, workstation transfer and transportation, free or discounted benefits, cultural or religious holidays, telecommunications. Other financial rewards are mostly practiced by offering stock options, pension schemes. 2.2 Reward strategy Reward strategies provide answers to two basic questions for an organization Where do we want our reward practices to be in a few years time? and How do we intend to get there?. Therefore, they deal with both ends and means. Ends they describe a vision of what reward processes will look like in a few years time and means on the expectation of how the vision will be realized. 2.2.1 Reward strategy defined Reward strategy is ultimately a way of thinking that you can apply to any reward issue arising in your organization, to see how you can create value from it (Brown, 2001). Reward strategy is a declaration of intent which defines what the organization wants to do in the longer term to develop and implement reward policies, practices and processes which will further the achievement of its business goals and meet the needs of its stakeholders. It provides a sense of purpose and direction and a framework for developing reward policies, practices and process. It is based on an understanding of the needs of the organization and its employees and how they can best be satisfied. It is also concerned with developing the values of the organization on how people should be rewarded and formulating guiding principles which will ensure that these values are enacted. Reward strategy is underpinned by a reward philosophy which expresses what the organization believes should be the basis upon which people are valued and rewarded. Reward philosophies are often articulated as guiding principles. 2.2.2 The content of reward strategy Reward strategy may be a broad-brush affair simply indicating the general direction in which it is thought reward management should go. Additionally or alternatively, reward strategy may set out a list of specific intentions dealing with particular aspects of reward management. Broad-brush reward strategy (Armstrong (2007), pg. 635) A broad-brush reward strategy may commit the organization to the pursuit of a total rewards policy. The basic aim might be to achieve an appropriate balance between financial and non-financial rewards. A further aim could be to use other approaches to the development of the employment relationship and the work environment which will enhance commitment and engagement and provide more opportunities for the contribution of people to be valued and recognized. Examples of other broad strategic aims include: 1. Introducing a more integrated approach to reward management encouraging continuous personal development and spelling out career opportunities; 2. Developing a more flexible approach to reward which includes the reduction of artificial barriers as a result of over-emphasis on grading and promotion; 3. Generally rewarding people according to their contribution; 4. Supporting the development of a performance culture and building levels of competence 5. Clarifying what behaviors will be rewarded and why. 2.2.3 Specific reward initiatives As Cox and Purcell (1998) write: The real benefit in reward strategies lies in complex linkages with other human resource management policies and practices. The selection of reward initiatives and the priorities attached to them will be based on an analysis of the present circumstances of the organization and an assessment of the needs of the business and its employees. The following are examples of possible specific reward initiatives, one or more of which might feature in a reward strategy: à ¢Ã¢â€š ¬Ã‚ ¢ The replacement of present methods of contingent pay with a pay for contribution scheme; à ¢Ã¢â€š ¬Ã‚ ¢ The introduction of a new grade and pay structure, e.g. a broad-graded or career family structure; 2.2.4 Developing reward strategy The formulation of reward strategy can be described as a process for developing and defining a sense of direction. The main phases are: 1. The diagnosis phase, when reward goals are agreed, current policies and practices assessed against them, options for improvement considered and any changes agreed. 2. The detailed design phase when improvements and changes are detailed and any changes tested (pilot testing is important). 3. The final testing and preparation phase. 4. The implementation phase, followed by ongoing review and modification. 2.2.5 Implementing reward strategy The aim of implementation is to make the reward strategy an operating reality by building the capacity of the organization to put into practice the proposals worked out in the development stage. As Armstrong and Brown (2007) stress: It is always essential to design with implementation in mind. Purcell (1999), believes that the focus of strategy should be on implementation. As explained by Thompson and Strickland (1990): Implementation entails converting the strategic plan into action and then into results. An effective reward strategy is a living process and, in the words of Rosabeth Moss Kanter (1984), an action vehicle, formulation is easy; implementation is hard. A pragmatic approach is required whats good is what works. Implementing reward strategy is much more about process than design how it will be done rather than what will be done. The principles of procedural and distributive justice apply. People must feel that the procedures used to determine their grades, pay level and pay progression are fair, equitable, applied consistently and transparent. They must also feel that the awards distributed to them are just in terms of their contribution and value to the organization. 2.3 Rewards management strategy defined Reward management is concerned with the formulation and implementation of strategies and policies in order to reward people fairly, equitably and consistently in accordance with their value to the organization. As Duncan Brown (2001) emphasizes, the alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter. It deals with the development of reward strategies and the design, implementation and maintenance of reward systems (reward processes, practices and procedures) which aim to meet the needs of both the organization and its stakeholders. Rewards can be regarded as the fundamental expression of the employment relationship. 2.3.1 The aims of reward management Armstrong and Brown (2006), pg.33, identifies the following; à ¢Ã¢â€š ¬Ã‚ ¢ Reward people according to what the organization values and wants to pay for. à ¢Ã¢â€š ¬Ã‚ ¢ Reward people for the value they create. à ¢Ã¢â€š ¬Ã‚ ¢ Reward the right things to convey the right message about what is important in terms of behaviors and outcomes. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a performance culture. à ¢Ã¢â€š ¬Ã‚ ¢ Motivate people and obtain their commitment and engagement. à ¢Ã¢â€š ¬Ã‚ ¢ Help to attract and retain the high quality people the organization needs. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a positive employment relationship and psychological contract. à ¢Ã¢â€š ¬Ã‚ ¢ Align reward practices with both business goals and employee values. à ¢Ã¢â€š ¬Ã‚ ¢ Operate fairly people feel that they are treated justly in accordance with what is due to them because of their value to the organization (the felt-fair principle of Eliot Jacques (1961)). The fundamentals of reward management Recognizing the importance of the part played by line managers in implementing reward strategy and the need to ensure that they are committed and have the necessary skills; Paying close and continuous attention to communicating with employees and involving them in the development as well as the implementation of reward strategy; Being absolutely clear about the objectives of the strategy and resolute about evaluating its effectiveness. The following Reward strategies theories can be applied when developing a reward scheme in an organization. Pay people right (Zingheim and Schuster) Zingheim and Schuster (2000) have laid down the following six principles for paying people right: 1. Create a positive and natural reward experience. 2. Align rewards with business goals to achieve a win-win partnership. 3. Extend peoples line of sight between effort and outcome, motivating smart working over simply expending extra effort. 4. Integrate reward with strategic aims and the kind of contribution desired. 5. Reward individual ongoing (input) value to the organization with base pay. 6. Reward results (outputs) with variable pay. Dynamic pay (Flannery, Hofrichter and Platten) Flannery, Hofrichter and Platten (1996) expounded the concept of dynamic pay and suggested that the nine principles that support a successful pay strategy are: 1. Align compensation with the organizations culture, values and strategic business goals. 2. Link compensation to the other changes. 3. Time the compensation programme to best support other change initiatives. 4. Integrate pay with other people processes. 5. Democratize the pay process. 6. Demystify compensation. 7. Measure results. 8. Refine. Refine again. Refine some more. 9. Be selective. Dont take to heart everything you hear or read about pay. 2.3.3 Components of an effective reward strategy An effective strategy is one in which there are clearly defined goals and a well-defined link to business objectives; well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another; and effective and supportive HR and reward processes in place. Brown (2001) has suggested that effective reward strategies have three components: 1. They have to have clearly defined goals and a well-defined link to business objectives. Recognize the value of everyone who is making an effective contribution, not just the exceptional performers. Allow a reasonable degree of flexibility in the operation of reward processes and in the choice of benefits by employees. Devolve more responsibility for reward decisions to line managers. 2. There have to be well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another. 3. Perhaps most important and most neglected, there needs to be effective and supportive HR and reward processes in place. Armstrong and Brown (2006), have further suggested the following approach to reward strategy. This has the following characteristics: Appreciating that a good strategy is one that works and therefore focusing on implementation programmes; Planning with implementation in mind recognizing during the design process that plans have to be converted into reality and taking steps to anticipate the problems involved; Aligning reward strategies with the business and HR strategies; Ensuring that reward strategy fits the culture and characteristics of the organization, meets business needs and takes account of individual needs and preferences; Being aware of good practice elsewhere but not being seduced by the notion that it is best practice, i.e. universally applicable and easily replicated; Paying more attention to using strategic reward initiatives to support the engagement and commitment of people so that they are motivated and productive, rather than focusing on the mechanics of new reward fads; Bearing in mind that the development and implementation of reward strategy is an evolutionary process it is about doing things better at a manageable pace rather than extraordinary new developments; Providing flexibility within a framework, i.e. developing a flexible approach to the reward of different people but always within a framework that provides for consistent treatment; Appreciating that implementing reward strategy will require a comprehensive change management programme. 2.4 What is Motivation? Many contemporary authors have defined the concept of motivation as; the psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to accomplish (Bedeian, 1993). In this study, motivation is operationally defined as the inner force that drives individuals to achieve personal and organizational goals. Understanding what motivates employees is one of the key challenges for managers. Although it is not possible directly to motivate others, it is nonetheless important to know how to influence what others are motivated to do, with the overall aim of having employees identify their own welfare with that of the organization (Bruce and Pepitone, 1999). While motivation is determined by both monetary non-monetary factors, money has come to play an overly important role in our thinking about the causes of behavior. In most companies, very limited time effort are spent on considering non-monetary sources of motivation (Gratton, 2004). For organizations to address these expectations an understanding of employee motivation is required (Beer et al., 1984). Carnegie (1975) emphasizes the human aspects of management. They postulate that as it is people who make a business succeed or fail it is the organizations chief responsibility to motivate their people so that they will assure success. The author believes that each human being has the potential for creativity, contribution and achievement of business goals. Therefore, the infinite question is how organizations reach this potential and how they stimulate creativity and foster in their people the desire to succeed and to achieve self-fulfillment through their work. The common theme of all the above authors is the belief that people need to be respected and treated as precious human capital, more essential to an organizations effectiveness than its financial capital. Organizations are under constant pressure to enhance and improve their performance and are realizing that an interdependent relationship exists between organizational performance and employee performance. In the following section the focus will be on the motivational theories and the impact that these theories have on enhancing employee performance. 2.5 Theories on motivation The process of motivation as described below is broadly based on a number of motivation theories that attempt to explain in more detail what it means. Some of the distinctive theories will be discussed below. 2.5.1. Needs (content) theory The basis of this theory is the belief that an unsatisfied need creates tension and disequilibrium. To restore the balance a goal is identified that will satisfy the need and a behavior pathway is selected that will lead to the achievement of the goal. All behavior is therefore motivated by unsatisfied needs. The best-known contributor to needs theory is Maslow, A (1954). He formulated the concept of a hierarchy of needs, which start from the fundamental physiological needs and lead through safety, social and esteem needs to the need for self-fulfillment, the highest need of all. He said that man is a wanting animal; only an unsatisfied need can motivate behavior, and the dominant need is the prime motivator of behavior. This is the best-known theory of needs, but it has never been verified by empirical research. 2.5.2. Herzbergs two-factor theory Herzbergs two-factor model theory states that the factors giving rise to job satisfaction (and motivation) are distinct from the factors that lead to job dissatisfaction. It is sometimes called the motivation-hygiene theory. There are two groups of factors. The first consists of the satisfiers or motivators, which are intrinsic to the job. These include achievement, recognition, the work itself, responsibility and growth. The second group comprises what Herzberg calls the dissatisfaction avoidance or hygiene factors, which are extrinsic to the job and include pay, company policy and administration, personal relations, status and security. These cannot create satisfaction but, unless preventive action is taken, they can cause dissatisfaction. He also noted that any feeling of satisfaction resulting from pay increases was likely to be short-lived compared with the long-lasting satisfaction from the work itself. One of the key conclusions derived from the research is therefore that pay is not a motivator, except in the short term, although unfair payment systems can lead to demotivation. Herzbergs two-factor model draws attention to the distinction between intrinsic and extrinsic motivators, and his contention that the satisfaction resulting from pay increases does not persist has some face validity. But his research and the conclusions he reached have been attacked first because, it is asserted, the original research is flawed and fails to support the contention that pay is not a motivator, and secondly because no attempt was made to measure the relationship between satisfaction and performance. As Guest, D (1992) has written: Many managers knowledge of motivation has not advanced beyond Herzberg and his generation. This is unfortunate. Their theories are now over thirty years old. Extensive research has shown that as general theories of motivation the theories of Herzberg and Maslow are wrong. They have been replaced by more relevant approaches. 2.5.3. Equity theory To explain how employees judge the fairness of rewards received in proportion to resources invested for completing a task by assessing ones on investment-reward ratio Equity theory (John Stacey Adams) is used, This theory is compared against the ratio of another colleague holding a similar position (McShane et al.2000 pg 79). A comparison can be made using the formula below: Outcomes (Individual) = Outcomes (Other) Inputs (Individual) Inputs (Other) Above formula can be explained, that employees seek to maintain equity between the inputs that they put in to a job and the outcomes they receive from it against the perceived inputs and outcomes of others. The belief in equity theory is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The main concern however is payment; this therefore is the cause of equality or inequalty in most cases. In any position within the organization, an employee wants to feel that their contributions and work performance are being rewarded with their pay. According to equity theory, if an employee feels under-paid then it will result in the employee feeling hostile towards the organization and perhaps their co-workers, which may result the employee not performing well at work anymore. But Adams Equity Theory is very much more complex sophisticated motivational model, in this model more than merely assessing effort put in (inputs) and rewards (outputs). Equity Theory gives prominence to an additional perspective of comparison, were employees compare themselves with others (people who consider in a similar position). Referent others are used to describe the reference points or people with whom we compare our own situation, which is the Highlight part of the theory. The three primary assumptions applied to most business applications of Equity Theory can be summarized as follows: Equity norm- Where Employees expect a fair return for what they contribute in their jobs. Social comparison- Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. Cognitive distortion Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds, by directly altering inputs and/or outputs, or by leaving the organization. 2.5.4. Vrooms expectancy theory Vrooms expectancy theory basically separates effort (which arises from motivation), performance, and outcomes. Its assumption is that behavior results from conscious choices among alternatives. Vroom realized that an employees performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a persons motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this. Expectancy  is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. This is affected by such things as: Having the right resources available (e.g. raw materials, time) Having the right skills to do the job Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job) Instrumentality  is the belief that if you perform well that a valued outcome will be received. The degree to which a first level outcome will lead to the second level outcome. (i.e. if I do a good job, there is something in it for me.) This is affected by such things as: Clear understanding of the relationship between performance and outcomes e.g. the rules of the reward game Trust in the people who will take the decisions on who gets what outcome Transparency of the process that decides who gets what outcome Valence  is the importance that the individual places upon the expected outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. For example, if someone is mainly motivated by money, he or she might not value offers of additional time off. The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O expectancy). E>P expectancy:  our assessment of the probability that our efforts will lead to the required performance level. P>O expectancy:  our assessment of the probability that our successful performance will lead to certain outcomes. Crucially, Vrooms expectancy theory works on  Perceptions   so even if an employer thinks they have provided everything appropriate for motivation, and even if this works with most people in that organization, it doesnt mean that someone wont perceive that it doesnt work for them. Thus, Vrooms expectancy theory of motivation is not about self-interest in rewards but about the associations people make towards expected outcomes and the contribution they feel they can make towards those outcomes. 2.6 Theoretical framework 2.6.1 Relationship between Financial Rewards and Performance Financial rewards practiced by an organization play an important role in motivating employees to perform depending on the type of business its involved in and require their employees to be engaged in.. Therefore, organizations financial performance is ultimately dependent on the employees performance. It is also considered that improper reward practices may result below average financial performance of organizations. Most agree that reward practices act as motivators that shape the employees behaviors. According to prior researches, it is commonly believed that if financial rewards are effectively used, employees are motivated to perform high and that ultimately results financial performance. Financial performance is improved if there is a carefully crafted reward practice (Allen Helms; 2001). It is difficult to relate financial reward with organizational financial performance (Kerr, 1999). Reward must positively influence performance (Nelson, 1994). Regardless to team-based reward, individual reward is still important as individuals could see that their activities are making difference to the organization. According to Zingheim Schuster (2000), a few businesses design their reward system for the optimization of company performance. Basic salary and incentives matches competitive practice and emphasizes performance results. Incentive plans are often used in employment settings to encourage superior performance. While such inducements are found to have positive effects on job performance concerns have been raised over rewards influence on task interest and creativity. (Bartol Locke, 2000; Fay Thompson, 2001) In a research, it is found that employees stock ownership plans and profit sharing are widely used reward practice (Lawler et all, 1995). Hale (1998) and Lawler (1981, 1987) recognized rewards have critical importance as a means of employee motivation. Organizations and manager acknowledge reward and recognition consistently as a motivator of individual employees. Employees understandings and satisfactions with reward system lead to specific behaviors and actions, finally results operational and financial results (Cacioppe, 1999). According to Saxby (2007), it is an avoidable mistake of management for not rewarding employees for a well done job. Tangible rewards are nicer and more meaningful regarding employee motivation rather than intangible praising and acknowledgement. Contradiction to the theory, according to LaBelle (2005) in some cases managers may practice rewards for some behaviors which is unexpected or unproductive. Sometimes worker may misunderstand the objective of getting reward. Some cases of mismatches are discussed below: Safety vs. Productivity: Sometimes, employees do not understand that whether heshe is receiving reward for working safely or for the firms productivity or for the quality of services rendered. 2.6.2 Relationship between Financial Rewards, Motivation and Performance Financial incentives and rewards can motivate. People need money and therefore want money. It can motivate but it is not the only motivator. It has been suggested by Wallace, M.J and Szilagyi, L (1982) that money can serve the following reward functions: It can act as a goal that people generally strive for although to different degrees. It can act as an instrument that provides valued outcomes. It can be a symbol that indicates the recipients value to the organization. It can act as a general reinforce because it is associated with valued rewards so often that it takes on reward value itself. But doubts have been cast on the effectiveness of money as a motivator by Herzberg et al (1957). As noted, he claimed that, while the lack of it may cause dissatisfaction, money does not result in lasting satisfaction. There is something in this, especially for people on fixed salaries or rates of pay who do not benefit directly from an incentive scheme. They may feel good when they get an increase, as, apart from the extra money, it is highly effective ways of making people believe they are valued. But the feeling of euphoria can rapidly die away. However, it must be re-emphasized that different people have different needs, and Herzbergs two-factor theory has not been validated. Some will be much more motivated by money than others. What cannot be assumed is that money motivates everyone in the same way and to the same extent. But do financial incentives motivate people? The answer, according to Kohn, A (1993) is absolutely not. He challenges what he calls the behaviourist dogma about money and motivation. And he claims that no controlled scientific study has ever found a long term enhancement of the quality of work as a result of any reward system. When you look at how people are motivated, claims Kohn, It becomes disturbingly clear that the more you use rewards to motivate people, the more they tend to lose interest in whatever they had to do to get the rewards. He quotes research that has repeatedly shown that the more salient or reinforcing the reward is, the more it erodes intrinsic interest and points out that various devices can be used to get people to do something, but that is a far cry from making people want to do something. Pfeffer, J (1998) also contends that: People do work

anitgone and tess of the durbervilles comparison on destiny :: essays research papers

In the play â€Å"Antigone†, Antigone’s demise is destined by the Gods of ancient Greece. However, in Tess of the D’Urbervilles† Tess endures many incidents and coincidences of misfortunes that mark the course of her tragic life, in which destiny does not play a role as it does in Antigone. Chance and coincdince can plague or bless any individual at any time.Thomas Hardy portrays chance and coincidence as having very significant roles in "Tess of the d'Urbervilles" continuously. Three such coincidences were quite influential and had significant effects on Tess's future. The first being that Tess Durbeyfield's father, discovered that their family came from the oldest, and once the most wealthiest family in England. This single decision, of sending Tess to the d'Urberville, and making her leave the sheltered life and town of Marlott that she had known for so long would be the change in her life that would lead to so many other events for her. Had Tess not been sent to the d'Urberville home, she would not have met Alec nor would she have bore his child out of wedlock and her life would have been completely different. Another event that occurs by mere chance in Tess's life is when Tess slips a letter of confession underneath both her lover's door and (by accident) the carpet, where he could not see it. Thus, Tess marries Angel under the impression that he has been informed of her past, when in fact he is ignorant of her former actions. After their marriage Tess enlightens Angel of her previous affairs when she realizes he has not received her letter and is surprised by his extremely disgusted reaction. Angel is regretful to have been informed of Tess’s past after he has married her, as he now feels he has morally wronged in marrying an impure woman. As they had vowed, Tess and Angel stay married, although Angel cannot forgive Tess for her actions, and thus they separate temporarily. The coincidence in which the letter slipped under the carpet lead to Angel and Tess’s strained relationship. Tess’s self-esteem suffered and she was left emotionally unstable and distressed. Tessâ €™s state of mind allowed Alec to eventually persuade Tess to marry her, and in subsequent connected events leads to Tess’s tragic death. The final coincidence would be the death of Tess's father, which not only leaves Tess in a state of deprivation, but also the rest of her family, including her mother and six siblings.

Character Dignity Essay

The Colonel is a white man who fights the bigotry of the enemy, who have vowed to kill any officers who lead the troops and by his own commanding officers who have kept them out of the war to do their dirty work. Colonel Shaw starts the War eager and zealous for the fight, the battle of Antietam leaves his disillusioned and wounded. Synopsis Robert Shaw grew up in a life of wealth and privilege in Boston. He was raised in a home that valued character, dignity and self-respect. His family had personal and political connections with then Governor John Andrew and President Abraham Lincoln. The enemy is not only the Confederate Army but the northern whites who have resisted allowing blacks to fight for their freedom and emancipation. The Colonel puts Major Cabot Forbes, his best friend, in as his second in command. The men are drilled by the sadistic Sargent Major Mulcahy who breaks them with savagery and disrespect. The Colonel turns a blind eye to the treatment of the black soldiers. One of the first recruits is a friend of Robert and Cabot, Thomas Searles. Cabot reminds Robert that Thomas is their friend and he needs to stop the Running Header: CHARACTER, DIGNITY and SELF-RESPECT 3 harsh treatment of the recruits. Robert is hardened by what he has seen and experienced at the battle of Antietam and stands coldly on Army protocol. Robert slowly comes back to his true character and begins to see his men as human beings. He begins fighting for them, getting needed supplies and eventually the right to fight for their freedom. There first brush with the Confederate Army is successful after initially faltering in the first skirmish. Robert volunteers the 54th infantry for a charge upon Fort Wagner, which has never been taken. Robert inspires his men to lead the fight when other units do not volunteer to lead the charge to take the fort. They charge into a battle that traps them under heavy cannon fire and the shore. Robert is shot and killed as he rallies the men forward on to the fight. His men continue on in the fight and die as they charge the parapet of the fort. Many casualties occur and Fort Wagner is never taken. The end shows Robert being thrown into a sandpit and buried with his men. Ethical Theories According to the Sommers’ text Aristotle defined happiness as an activity we can do better than anything else, and to exercise their capacity to reason is a virtue (Sommers, C. & Sommers, F. 2010). Reason plays a part in all virtues and courageous persons use it to control fear. After Robert returned from the battle at Antietam he had a temporary change of character, most likely it was post-traumatic stress from the battle. As he got to know the men in his unit and saw their desire and determination to become good soldiers in order to fight for their freedom his character began to return. Running Header: CHARACTER, DIGNITY and SELF-RESPECT 4 You could see this change as he began to care for and fight for the things his men needed. He chaffed at the bigotry and discrimination displayed by the Army Command and began to see and treat the men differently. Based on the teachings of Epictetus Robert had the inner strength to do the right thing when it came to the command of his men. Epictetus taught that â€Å"regardless of circumstances, human beings are capable of dignity and self-control† ( Rachels, J. & Rachels, S. 2012). Humans also had the power to control their response to circumstances even though they could not control the outside world based on inner strength. The situation that comes to mind during the movie was when Robert was dining with the other officers and they were making derogatory remarks about the men in his command. (Fields, F. (Producer), Zwick, E. (Director), 1989). The more the officers abused and put down his men, the madder Robert got and he finally got up and left the dining hall. â€Å"Saint Augustine distrusted reason and believed that moral goodness depends on subordinating oneself to the will of God† ( Rachels, J. & Rachels, S. 2012). Robert was raised in a home that was moral, patriotic; character driven and likely had a rich religious background. Duty to one’s Country and God were in their life and character’s. Conclusion Robert was raised in a home where values and character were important parts of daily life. Even though they were wealthy they valued all people, Robert had a friend who was black. When Thomas was shot in the battle at Antietam Robert forgot his rank Running Header: CHARACTER, DIGNITY and SELF-RESPECT 5 and went to his side. The obstacles that were overcome were discrimination and hatred. Robert was willing to share in the hardships of the black soldiers and choose not to take pay if his men chose not to in protest of the decrease in pay.

The Love Suicides

In The Love Suicides, Ritter by Classmate Anemones and considered to be a masterpiece, many complications arise In this romantic and dramatic tragedy that demonstrates a most complex look at love. In this essay, I will delve Into the symbolism of the work, the significances of the characters' actions, the cultural differences from those that I am accustomed, and my viewpoint of the fatal ending. The Love Suicides is set in a Snakeskin, Japan tea house in 1720 and is a great favorite of the Japanese stage.It tells the calamitous story of Jessie, a paper merchant and his lover, Koura, a prostitute. This story Is about the moral and social code ender which the townsmen lived at the time, with the status of merchants being lower than that of the samurai class. Even though considered to be a lower class, the townsmen had developed a firm ethical code whereby in order for your business to prosper, your financial and personal obligations had to be met first. Jessie is married to his cousin, San, and is tormented by his sense of duty to his family and tormented by his love for Koura.The story opens with Koura secretly meeting a â€Å"samurai customer,† while dodging Ethel. A wealthy man who Is attempting to buy her contract and take her as his own. Koura does not like Tahiti and wants no part of him. In trying to understand Tahiti, I can only imagine that he feels. Tahiti is a rich guy who loves this woman but she in love with another man who happens to be married and the father of two children. The â€Å"samurai customer† walks in wearing a wicker hat concealing his face.The samurai Is actually Jewel's brother, Magneto, a flour merchant, who has come Into the tea house to meet Koura. However, Ethel believes him to be Jell, whom he despises and begins to speak negatively about him attempting to defame him and ruin his reputation in the eyes of Koura. Tahiti continues to rant about Sissies occupation as a paper merchant, putting him down incessantly. The à ¢â‚¬Å"samurai waited patiently for his turn with Koura, and finally Tahiti left, but left her depressed and In deep thought about her love, Jill.This only makes the â€Å"samurai† even angrier because after being very irritated at all of the commotion Ethel had made, he soul Is not getting any service as a guest of the establishment. The â€Å"samurai† is getting angry with Koura for neglecting him, and she begins to tell him that she's been afraid of dying ever since Jessie asked her to omit a love suicide. Unbeknownst to Koura,Jessie is outside eavesdropping, having gone to visit her after hearing that she was meeting a samurai costumer. Jessie has been with Koura for almost two years and everyone knows it.He begins to wonder If the two years had been a lie. Jell Is so Infuriated at this point that he tries house. In an effort to defend Koura, the â€Å"samurai† grabs hold of the Sissies hand through the latticework and ties him up. Tahiti returns and sees Jes sie tied up outside the window and seizes his opportunity to beat him up, while calling him a thief trying to rob the place. The samurai comes to Sissies defense and starts assaulting Tahiti, causing him to run away. It was then that the samurai revealed himself to be Sissies brother.Magneto begins to pour his heart out to his brother, telling him how his affair with Koura has Just about destroyed his family and tarnished his own reputation. Jessie understands and tells his brother that he is ending his relationship with Koura, wanting to destroy all of the love letters that were exchanged between himself and Koura. Magneto takes all of them and finds a note from San, Sissies wife, addressed to Koura. What are the limits of love? In this story so far, boundaries have been pushed and emotions have run high. Sissies brother is clearly there out of love for his family and for his brother.When the reputation of your family and your own is at risk then this is the point where a serious d ecision has to be made on what your future actions will be. San actually starts to feel sorry for Koura and the situation the she is in, loving a married man (her husband) and has a contract on her by someone who she doesn't love. San wants Jessie to go and save Koura from committing suicide. She wants him to pay the ransom to get her out of the contract. Jessie tells San that the price is very high so San gets half of the money and tells Jessie to pawn all of the family fine garments to make up the other half.These family garments are the nicest and most valuable items at the time to own. These are thick silk and patterned clothing that have been passed down through the generations. Why does San care that much about a woman that is sleeping with her husband? These are the cultural difference that have made this one of the best stories and is still in books today. When Son's father, Agamemnon hears that San was willing to ell the family garments to save her husband's mistress, he fo rbids it and demands that Jessie divorces his daughter and takes San away.In the meantime Magneto is running around looking everywhere for his brother. Jessie hides from Magneto, watching and listening sadly to his brother's anguish and pain. Jessie sneaks back to the tea house and gets Koura and they take off to Maxima, knowing that their lives would end soon and decide that they will die at the Adagio Temple, the perfect place for their love suicide. Jessie and Shark's decision to kill themselves is quite stubbing to me. The thought of committing suicide in the western word is extremely taboo.In many eastern societies, it is considered an honorable way to die. I believe suicide to be a cowardly act. Jessie isn't thinking about his wife or his children, only himself. Jessie tells Koura that he has divorced San, but still out of respect for her they will not to die together, saving San the shame of how it will look. At dawn, the fateful couple prepare for death. Jessie stabs and kil ls Koura with a knife and then hangs himself by Jumping off a sluice gate with a noose around his neck. They die in the belief that they would share the next life together in happiness.A teaching of Buddha is that those who commit suicide for love will be together in the next life to come. As for me, this is a story of impulsiveness, heightened emotions, and human frailties. Jessie was torn between two opposing worlds, one of duty and the It is true that love is a most powerful emotion and can make some people commit some of the most irrational, unfathomable, illogical, incomprehensible, hopeless, desperate and deadly acts imaginable. In the case of Jessie and Koura, they did it for love.

Eukaryotic Cell Lab Report Essays

Eukaryotic Cell Lab Report Essays Eukaryotic Cell Lab Report Paper Eukaryotic Cell Lab Report Paper Eukaryotic cells have a nucleus, cytoplasm, and a plasma membrane surrounding the cell. The typical plant cell has in addition a cell wall, a rigid structure made up of cellulose that surrounds the plasma membrane. Most animal cells are mostly filled with cytoplasm, whereas the plant cell has much of its volume taken up by a central vacuole containing water, salts, sugars and other compounds. The purpose of this experiment is to differentiate between prokaryotic and eukaryotic cells. Also to distinguish among plant, animal, and protest cells and identifying the organelles that are evident in them. Materials and Methods A wet mount with a sample of Elodea (a common pond weed) was prepared. The wet mount is prepared by placing a drop of water on a glass slide. A very small piece of the Elodea is placed in the water and covered with a slip cover. The slide was then placed under the light microscope and observed for cell shape, and identifying the different organelles evident in the plant. The slide was kept on the microscope stage until it became warm. After a few minutes the slide was observed for the movement of the chloroplasts. The movement of the chloroplasts was also recorded. A wet mount with a sample of an onion cell was prepared. The wet mount is prepared by placing a drop of water onto a glass slide. One thin layer of the onion was placed in the drop of water. One drop of the Neutral Red was put on the slide to stain the onion. The slide was placed under the light microscope and observed for shape by focusing up and down through the layers. It was also examined for what type of organism it was and the cellular organelles observed. A wet mount with a sample of a potato shaving was prepared. The wet mount is prepared by placing a drop of water onto a glass slide. Using a scalpel blade, a small portion was thinly sliced from the potato and placed on the slide. A drop of iodine was then added to the slide to stain the wet mount. Iodine will stain the starch granules. The slide was then place under the light microscope and observed for shape and various layers by focusing up and down through the layers. It was also examined for what type of organism it was and the cellular organelles that were present. A wet mount, with a sample of a cheek cell, was prepared. The wet mount was prepared by placing a drop of water onto a glass slide. The cheek cell was obtained by gently scraping the inside of the human cheek with a toothpick. The toothpick was then placed in the drop of water on the slide to transfer the cells. The cheek cell was then stained with one drop of methyl blue. The slide was then placed under the light microscope and observed for shape and layers by focusing up and down through the layers. Two commercially prepared slides were observed. They were a prepared slide of a Paramecium caudate and an Amoeba protests. The slides were place under the light microscope and observed for the shape and various layers by focusing p and down. They were both examined for what cellular organelles were present. Results The results for the organisms observed, the type of organism, and what cellular organelles were observed can be seen in Data table 1. Table 1. Organism or slide observed Type of Organism (plant, animal, protest) Cellular organelles observed Elodea plant cell wall, chloroplast, cytoplasm, nucleus Nonviolent cell wall, nucleus, cytoplasm Potato plant amylases, cell wall Human epithelial cells (cheek cells)animal nucleus, cytoplasm Paramecium protest nucleus, vacuoles, cilia Amoeba protest nucleus, cytoplasm small intestine animal nucleus, chromatin Blood animal cytoplasm Discussion When viewing the Elodea (also known as pond weed) it was easy to distinguish it was a plant cell due to its rectangular shape. The cellular organelles that were observed were a cell wall, chloroplast, cytoplasm, and a nucleus. The nucleus was located off to the side of the cell. This was assumed to be because of the large central vacuole. As the slide began to get warm, after sitting on the stage for a while, the chloroplast began to move in a clockwise motion around the cell. The warmer the slide became the faster the chloroplast moved. The onion cell was also distinguished as a plant cell due to its rectangular shape. It was stained with Neutral Red it accumulates in the cytoplasm of the cell. The cellular organelles that were observed were a cell wall, nucleus, and cytoplasm. The onion cell has no central vacuole so the nucleus in this plant cell was located in the middle of the cell. The potato was determined to be a plant cell. The cellular organelles that were observed were the cell wall and amylases. The potato was stained with iodine which turns the starches in the potato black. Many amylases were observed. Amylases are plasmids where starch is stored. The cheek cell was determined to be an animal organism. The cellular organelles that were observed were the nucleus and cytoplasm. Four commercial slides were observed. They were a paramecium, amoeba, small intestine, and blood. The paramecium, when examined under the light microscope was determined to be a protest. The cellular organelles that were observed were the nucleus, vacuoles, and cilia. The amoeba was determined to be protest as well, with the cellular organelles nucleus and cytoplasm both present. The small intestine was determined to be an animal cell. The cellular organelles that were present were the nucleus and chromatin. The blood was determined to be an animal cell with only cytoplasm that was able to be seen. Eukaryotic cells are a type of cell more complex than their counterparts, prokaryote. Prokaryote include simple bacteria, while eukaryote make up all fungi, animals, plants and protests. Prokaryotic and Eukaryotic cells make up all known terrestrial life.