Eudragit Polymers Be Selected As A Carrier For Fabrication...

Eudragit RS and RL 100 polymers have been selected as a carrier for fabrication of nanofibers due to their nice stability, biocompatibility, and nice adhesion over skin due to excellent swelling property, and presence of surface charge. These charges can facilitate prolonged residence time and adhesion over targeted site (Haznedar et al, 2004). Their combination customize drug release, moreover presence of quaternary ammonium compound further check reoccurrence of microbial infection. Chemically these are copolymers of poly (ethylacrylate, methyl methacrylate and chlorotrimethyl-ammonioethyl methacrylate). Electrospinning generates interconnected, nonwoven 3D porous mats with high porosity and high surface area which can mimic†¦show more content†¦It has also been reported to distort the hyphae and to stunt mycelial growth in susceptible organisms. The research on graphene scaffold for wound dressing and cell culture is a relatively new direction that deserves special attention. Enormous studies in this field so far demonstrated that graphene is antibacterial (Akhavan et al, 2010), accelerate the growth (Kalbacova et al, 2010), differentiation (Nayak et al, 2011), and proliferation of mammalian cells (Ryoo et al, 2010), and hence hold great potential in tissue engineering, regenerative medicine and other biomedical fields. Graphene is selected as an effective nanocarrier due to its potential for crossing the plasma membrane and promoting the cellular uptake of pathogen at infected site. Andre Geim and Konstantin Novoselov were awarded the Nobel Prize for their meticulous work in 2010 â€Å"for ground breaking experiments regarding the two-dimensional material graphene† as monocrystalline graphitic films (Novoselov et al, 2004, Yang et al, 2008). Graphene has unique hierarchical and physicochemical properties includi ng a high surface area (2630 m2/g), extraordinary electrical and thermal conductivity (mobility: 20,000 cm2V-1 s-1) through the pie electron cloud makes graphene a promising material in conducting composites and quantum electronics (Bolotin et al, 2008, Morozov et al, 2008) and also possess strong mechanical strength (~1100 Gpa (Lu et al,

The Importance Of Quality And Development Of Children s...

Everything a child does or experiences during his/her earliest years is educational (â€Å"Quality Early Education†, 2005). Unfortunately, children’s experiences at this young age vary drastically, based on many factors, but especially socioeconomic status. So how do we even the playing field for our children as they grow beyond these earliest years and enter school? Although there is no magic answer to equally prepare all children for school, high-quality preschool programs have been proven to have an incredible impact on working towards this goal (Doggett Wat, 2010). The Importance of Quality ECE Programs Research on the early development of children’s brains, as well as their overall development, provides evidence that children are†¦show more content†¦David Kirp noted similar findings in his article Before School. According to Kirp, quality programs decrease the school readiness gap and have caused increases in language and cognitive test scores (2005). Kirp also states that: During the past 15 years, neuroscientists have effectively settled the ancient ‘nature vs. nurture’ debate. The research shows that genetic potential isn’t fixed at birth but is shaped by the environment, especially during a child’s first years - that there were ‘sensitive periods’, windows of opportunity in early brain development (2005). As one can clearly see, high-quality preschool programs can have major positive impacts on the cognitive, academic aspects of children’s lives. But how do these progra ms affect other aspects of the whole child? There have been three highly publicized, long-term studies done that have proven that preschool impacts the whole child; these are the Perry Preschool, Abecedarian, and Chicago Child-Parent Centers studies (Kirp, 2005; Lamy, 2013). The Perry Preschool study and the Abecedarian study involved children who were randomly assigned into preschool experimental groups and non-preschool control groups; both of these programs were of very high-quality. The Chicago study was a quasi-experimental study and involved many more children, who attended more typical, public school preschools of relatively high-quality (Lamy, 2013). All three of these studies

Professional Communication In Nursing †MyAssignmenthelp.com

Question: Discuss about the Professional Communication In Nursing. Answer: Introduction The assignment presents annotated bibliography on professional communication in nursing. Effective communication skills innursing are essential for providing quality and safe care (Sprangers, Dijkstra Romijn-Luijten, 2015). Health care is complex setting and nurse needs these skills to eliminate medical errors due to faulty communication (Codier Codier, 2017). Effective communication is central to the provision of high quality compassionate care to achieve patient satisfaction and health outcomes (Riley, 2015). The aim of the assignment is to develop skills to research, organise information; summarise and reflect on information contained in the research papers. The information from the annotated bibliography will be used for recommending aspects of effective communication to be implemented in thenursing practice. Henderson, Barker Mak (2016) emphasised intercultural communication as vital factor to improve the communication skills and learning of the nursing students. The aim of the study was to explore the experiences of the intercultural communication challenges experienced by the nurse students, nurse academics, and clinical nurses and the strategies applied. The author has conducted the focused group interview recruiting 19 clinical facilitators. As per the findings the common challenges were found to be difficulty in understanding English, unfamiliarity with cultural boundaries, stereotyping and cultural diversity related prejudices. The common strategies used by the participants to mitigate the challenges are acquiring the knowledge of cultural awareness, building alliances and resorting to cultural validation, and seeking clarification proactively. The target audience for the study is nurse clinicians and academics. The intended audiences are the one who play crucial role in preparing culturally competent graduates. The intended audience is justified in the sense that they can deliver the strategies to better inform nurse education. Therefore, the chosen audience can be said to be justified as they can better support students learning by understanding the intercommunication challenges. It is the strength of the paper to provide valuable insights to professionals involved in educating nurses. The valuable implications to practice include provision of seminars on workplace cultural boundaries, feedback to students about their communication interactions and development of educators (Arnold Boggs, 2015). However, limitations include applicability of the qualitative findings only to similar studies. Further, research beyond Australia is required to criticize the author assertion. Rosenberg Gallo-Silver (2011) argued therapeutic communication as an important tool to reduce stress and increase understanding between the caregiver and care-users. According to the author, this skill is helpful for nurses to maximize care outcomes. The author explored how therapeutic communication founded on boundary maintenance and empathy improves the nurses experience in clinical setting. The findings emphasise therapeutic communication as a strategy to connect with patients using cognitive/behavioral techniques, role playing, and didactic information to interpret patient barriers to care. According to the author this model of communication will help nurses better respond to distressed patient, build goal driven relationships and depersonalize negative messages. The intended audiences for the study are nursing educators and it can be considered justified as they play a vital role in empowering students to become good communicators and apply theoretical knowledge in practice. Nurse educators are professionally obliged to students to help them in developing this skill. It will help nurses in formulating own style of communication (Arnold Boggs, 2015). The strength of the paper is the valuable insights to nurse educators about teaching students the therapeutic communication skills to better deal with ambivalence, tension, despair and anguish. The implications to practice include flexible applications of the technique and its information gathering benefits. Thus, nurse becomes true healers by using therapeutic communication to relive insecurities. The limitation of the paper is the opinion based on personal research of the author there may bias and misinterpretations of primary data. Further research may ensure reliability. Codier Codier (2017) argued that patient safety challenges can be overcome by using emotional intelligence. The focus of the author is on development of specific skill set that can facilitate error free communication in nursing practice. The aim of the study is to indentify if emotional intelligence can provide skill set that will help nurses to resolve team conflicts, improve individual and team performance and communication. As per the findings the clinical performance positively correlates with the nurses emotional intelligences. Emotional intelligence is necessary, in teamwork, collaboration, patient cantered care and safety. This skill appears to be effective in eliminating faulty communication and reducing patient fatalities. The intended audience for the paper is nurse educators. The audiences are justified as they enable students to develop professional communication skill and competencies. Integrating the concept of emotional intelligence in nursing education may help nurses better develop interpersonal communication and error reduction in institutions. The strength of the paper is provision of valuable insights on emotional intelligence and positive impact on patient safety. It has great implications for practice as emotional intelligence influences therapeutic relationship with client, job performance and promotes team effectiveness (Gardner, 2014). There is a need of further studies as the findings are based solely on authors personal perspective and opinion. It adds to limitations of the study and there is a need of strong evidence based on qualitative and quantitative studies. There may be a potential of bias and error in translation of data from primary source/literature. Recommendations The annotated bibliography has enhanced my knowledge on the importance of the emotional intelligence, therapeutic communication technique and intercultural communication. All the three skills are important in avoiding medication error, building rapport with patients and deal with culturally diverse patients respectively. Therefore, it is recommended to nurse educators to integrate these skills in nursing education. I would participate in courses/seminars to learn cross cultural skills and avoid prejudices regarding cultural behaviours (Riley, 2015). In personal practice, to gain emotional intelligence I would conduct swot analysis to realise personal strength and limits; take responsibility of own actions and set challenging goals (Caruso, Salovey, Brackett Mayer, 2015). I will implement therapeutic communication technique by developing active listening skills, encouraging patients to make comparisons and developing reflective skills for problem-solving (Abdolrahimi, Ghiyasvandian, Zakerimoghadam Ebadi, 2017). References Abdolrahimi, M., Ghiyasvandian, S., Zakerimoghadam, M., Ebadi, A. (2017). Therapeutic communication in nursing students: A Walker Avant concept analysis.Electronic physician,vol.9, no.8, p.4968. DOI:10.19082/4968 Arnold, E. C., Boggs, K. U. (2015).Interpersonal Relationships-E-Book: Professional Communication Skills for Nurses. Elsevier Health Sciences. Retrieved from: https://books.google.co.in/books?hl=enlr=id=7DAxBgAAQBAJoi=fndpg=PP1dq=therapeutic+communication+in+nursingots=uYtwK2vEYnsig=2urDWSPPG7Gf2n7QddOlacdo6TM#v=onepageq=therapeutic%20communication%20in%20nursingf=false Caruso, D. R., Salovey, P., Brackett, M., Mayer, J. D. (2015). The ability model of emotional intelligence.Positive psychology in practice: Promoting human flourishing in work, health, education, and everyday life, 545-558. Retrieved from: https://books.google.co.in/books?hl=enlr=id=fRnWBgAAQBAJoi=fndpg=PA545dq=strategies+for+emotional+intelligenceots=4zb13Ihouwsig=tmLxsLgABj1ilgh1aD52EvO-2aI#v=onepageq=strategies%20for%20emotional%20intelligencef=false Codier, E., Codier, D. D. (2017). Could Emotional Intelligence Make Patients Safer?.AJN The American Journal of Nursing,vol.117, no.7, pp.58-62. DOI:10.1097/01.NAJ.0000520946.39224.db Gardner, S. S. (2014). From learning to teach to teaching effectiveness: Nurse educators describe their experiences.Nursing Education Perspectives,vol.35, no.2, pp.106-111. DOI: 10.5480/12-821.1 Henderson, S., Barker, M., Mak, A. (2016). Strategies used by nurses, academics and students to overcome intercultural communication challenges.Nurse education in practice,vol.16, no.1, 71-78. DOI:https://doi.org/10.1016/j.nepr.2015.08.010 Riley, J. B. (2015).Communication in nursing. Elsevier Health Sciences. Retrieved from: https://books.google.co.in/books?hl=enlr=id=SwndCwAAQBAJoi=fndpg=PP1dq=communication+skills+for+nurses+ots=YZoi-9sixCsig=dzxCDl_jX7cHt5D4vEr4lSHGThs#v=onepageq=communication%20skills%20for%20nursesf=false Rosenberg, S., Gallo-Silver, L. (2011). Therapeutic communication skills and student nurses in the clinical setting.Teaching and learning in Nursing,vol.6, no.1, 2-8. DOI:https://doi.org/10.1016/j.teln.2010.05.003 Sprangers, S., Dijkstra, K., Romijn-Luijten, A. (2015). Communication skills training in a nursing home: effects of a brief intervention on residents and nursing aides.Clinical interventions in aging,vol.10, no.311. DOI: 10.2147/CIA.S73053

Tartuffe By Moliere Essays (929 words) - Tartuffe, Film, Vocal Music

Tartuffe By Moliere Moliere's neoclassic comedy, Tartuffe, is a prime example of his expertise in the comedic technique. The plot is one that keeps the reader or viewer interested and aware. It begins with Madame Pernell visiting her son's house and reprimanding all of them but their boarder, Tartuffe. She believes Tartuffe is a man of astounding character. The members of the house, however, disagree and say that Tartuffe is deceitful and a fraud. After Madam Pernell leaves, Dorine and Cleante, the maid and the brother-in-law of the main character, Orgon, discuss Tartuffe and both agree that he has captivated Orgon. Damis, Orgon's son, wonders whether his father will allow Mariane, Orgon's daughter, to marry Valere, who she is in love with, because Damis is in love with Valere's sister. Orgon comes and tells Mariane that he wants her to marry Tartuffe instead of Valere because he wants to ally Tartuffe to his house. She is so shocked that she does not say anything. Cleante tries to tell Orgon about Tartuffe's misleading personality, but Orgon does not want to hear it. Valere finds out about this proposed marriage, and Dorine promises to help Mariane and Cleante expose Tartuffe for the hypocrite he is. Meanwhile, Damis has a plan to hide in a closet to try to expose Tartuffe's hypocrisy. He hears Tartuffe profess love to Elmire, Orgon's wife, and suggests that they become lovers. Damis comes from the closet and threatens to tell Orgon what he has said. Damis then tells Orgon, and Orgon is so blind to the truth, that he believes his own son is evil and disinherits him. Later, when Orgon and Tartuffe are alone, Orgon tells Tartuffe of his plans to make him his sole inheritor and his son-in-law. After this, Cleante tries to talk to Orgon about Tartuffe and he confronts Tartuffe in front of Orgon. Tartuffe just dodges the questions, though, and leaves as soon as possible. Elmire then convinces Orgon to hide and find out for himself about Tartuffe, so he does so. Tartuffe comes to see Elmire and once again professes his love. Orgon hears it all, comes from the closet, and bans Tartuffe from his house. Orgon, however, has already signed over his house to Tartuffe and Tartuffe threatens him with this. Orgon is afraid because he has given Tartuffe some secret papers that could ruin his position in the court. Tartuffe comes back later with officers of the court to try to get Orgon's house, but the king has seen through Tartuffe and sides with Orgon. Tartuffe is ordered to be arrested and the story ends. This production seems to be about the blindness of Orgon and how easily a person can deceive another. Tartuffe has fooled nobody but Orgon ? the man who has the power and wealth in this situation. The characters in this play all play a certain role in the plot. Elmire, Orgon's wife, presents a reasonable attitude towards life and the situation. She was the only one able to convince Orgon to see for himself that Tartuffe was a hypocrite. She wants nothing but to save her husband from Tartuffe's control. Damis, Orgon's son, is the unlucky soul to take the blame for his father's misjudgment of Tartuffe. In trying to help his father, he loses his trust and his ties to him. He wants to keep Tartuffe away from his family, but the only thing he succeeds in doing is losing his inheritance. Mariane is the lovely daughter, who is going to be forced to marry a man she does not love or even like. She is part of Orgon's plan to make Tartuffe a member of the household, whether she likes it or not. She just wants to marry the man she loves. Cleante is Orgon's brother-in law. He tries to get everyone to view the situation with calm and reason. He wants the best for Orgon and his family. Tartuffe is the imposter who weasels his way into Orgon's inheritance and then betrays him. He is only looking for the money and is a very greedy man. Orgon is the central character that comes under the influence of Tartuffe. His only want seems to be to make Tartuffe an ally to his house. He is blind to the real situation and seems to have no common sense and no trust in his family and what they are telling him. He is duped by Tartuffe, and is only saved by those he would not listen to before. He is

Labour Turnover Essays

Labour Turnover Essays Labour Turnover Essay Labour Turnover Essay The way trade and commerce is conducted nowadays has evolved. Everything involving the operations of the organisation demands a more expeditious means of addressing issues and changes in the external environment. Though this apparently would drive weak companies into the verge of exiting the market, the good ones find a way for this intense demand for constant improvement to their advantage. There are some who find a way to make these incessant demands for change trigger the developmental needs of the company. This is especially true in the case of the hospitality industry. In this industry, the focus is more on the service rendered to the public; hence there is a distinct possibility for it to be indistinguishable and interchangeable. Though the external environment has been regarded by numerous organisational studies to be one of the key elements for organisational success, this end could not be achieved without initially having a strong and stable internal environment. This study will focus on that element of the organisation, particularly of Shangri-la Hotels and Resorts. Specifically, the study shall take into consideration the issue of employee turnover in relation to specific human resource management practices provided by these organisations in the hospitality industry. For this chapter, the subsequent parts shall give further details about the intention of this paper. Specifically, the chapter shall provide for the background of the topic, the actual aims and objectives of the organisation, the plan for the study, its rationale, significance to the existing literature, and its scope and limitations. Background of the Topic The internal environment provides the foundation on which an organisation establishes a firm base so as the demands of the external environment does not lead it away from its ultimate goals. In the past and existing literature, there are a couple of models on which the internal environment is managed. These two prevailing models include personnel management and human resource management. These models are often used interchangeably and espouse confusion to those unfamiliar with the differences. Personnel management is essentially the more seasoned model than human resource anagement which imposes key administrative processes in the common organisation. ( 1990, ) The issue on the use of this model is that its potential could only be maximised when the organisation imposes a strict bureaucratic model. (2001) On the other hand, the emergence of human resource management basically uses the same principles as that of personnel management. However, the scope has been broadened to cover elem ents not limited to the administrative functions of the organisation. These key elements, in relation to human resource management, are now compounded with the consideration of motivation and morale of the employees. 1995,   Hence, this addition have made the process more agreeable to the processes of the private sector as the model has veered away from the accepted notion that the people in the organisation are mere elements of the administration. Aims and Objectives Human resource management has become one of the more important models of management applied in the modern organisation. In this study, a closer look on the labour turnover in the hospitality industry shall be made. Specifically, the conditions surrounding Shangri-La shall be the basis of the discussions in the ensuing chapters. This study intends to establish the relationship of the effective implementation of human resource management and employee turnover in the hospitality industry. In order to carry out this study, the researcher shall carry out the following objectives.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is the existing employment structure in Shangri-La?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How does Shangri-La practice its human resource management functions?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How do the employees regard the company’s performance in terms of: o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Training and Development o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Compensation o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Working Conditions   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Organisation and Productivity o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Empowerment and Employee Involvement o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Management and Supervision o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Teamwork  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How does Shangri-la sustain a le vel of retention of the well-performing staff in the organisation?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is the relationship of labour turnover and the implementation of human resource management practices of Shangri-La? Plan for the Study The paper shall carry out both quantitative and qualitative analysis of the possible causes of labour turnover in Shangri-la Hotels. To be more specific, the analysis of the practice of human resource management initiatives of the respondent company shall be made to determine whether or not it has a direct effect on the overall retention and turnover of personnel. The dissertation shall be divided into several chapters. This will ensure that the discussions are clear and consistent with the distinct areas covered by each chapter. For the purposes of this dissertation, the discussions shall be divided into five Chapters. This first chapter basically forms part of the introductory elements of this paper. It offers a discussion on what the dissertation intends to tackle and what organisational issue it seeks to resolve. An introduction to the general problem of turnover in the hospitality industry, a background of the current environment of the said industry and the rationale why and how this general problem needs to be addressed shall be indicated in this chapter. Hence, the first chapter shall build the foundation on which the subsequent chapters will relate. The second chapter shall provide for the review of related literature pertaining to employee retention, labour turnover and human resource management. On a more specific note, the discussions shall fall squarely on how the existing literature points to the concepts and issues mentioned in the aims and objectives of this paper. Moreover, this chapter will also provide some description of past studies that shows similarities with the intended ends of this paper. These discussions will then be used to relate to the actual findings of this study. The third part of the paper shall cover the methods and procedures used in this paper. Simply, the discussions on this chapter shall cover the models used in the data acquisition processes in the paper. Statistical tools as well as other concerns which the researcher encountered during the course of the study shall be taken into account. This is to provide a transparent account on how the data is acquired and that the data used in the analysis are credible. The fourth chapter shall present, interpret and analyse the data acquired from the respondent company. In this part of the study, tables and charts shall be used to summarise the findings made by the research process. Specifically, the processed data from the quantitative research shall be discussed and related to the objectives of the paper. In addition to that, the discussions shall also relate the findings on the existing theories pointed out in the earlier literature review. The last chapter shall be giving out the summary, conclusions and recommendations based on the findings of presented in the preceding chapter. In doing so, this chapter will succinctly specify the implications of the study on the overall field of organisation and human resource management. The recommendations given in this chapter shall cover the observations and arguments made throughout the dissertation. Rationale of the Study Organisational studies have emphasised time and again of the importance of offsetting the demands of the external environment with the internal environment of the organisation. This harmony provides for the overall success of the organisation. The very manifestation of this stated harmony is seen in the flexibility of the company in dealing with the demands of their operations. This is especially true for the hospitality industry as they tend to operate in a much wider scale compared to other fields. ( 2006,) The management and supervision of the environment is thus a given prerequisite. As stated in the earlier parts of this chapter, the internal environment serves as foundation for the company in dealing with the nuances of the external environment. However, this can only be done if the organisation holds on to a competent set of workers and employees dedicated to the realisation of organisational goals. (  Ã‚   2004,) The problem with this requirement is that this rarely takes place. Companies, after training their employees to meet the standards that they require, do not stay too long in the organisation as they seek other opportunities elsewhere. Studies have also pointed out that employee turnover tends to increase the costs incurred by the company and at the same time opens it up for significant losses. This is compounded by the fact that turnover of employees has the propensity to be driven by personal decisions of the individual employees. Studies have pointed to this phenomenon as voluntary turnover. Acts like resignation and retirement are among those that signify voluntary turnover. ( 2004, Hence, retention is deemed as an indispensable ends on which the company has to achieve. Significance of the Study In the past decades, the study on human resource management has become one of the most contested and debated topics. Scholarly journals and academic articles have assailed every nature of the model. In the same manner, a good number has been made for the purpose of analysing the importance of retention and the effects of turnover. This dissertation would be a welcome addition to this existing literature. In addition, the analyses and findings of this dissertation will fill in the rather scant studies on the effects of turnover and the importance of retention in the hospitality industry. In this regard, it is important to mention that the study will be focusing on a particular hotel in China. Hence, the setting of the study will also establish the existing conditions surrounding the hospitality industry in China. It will also be able to provide a succinct description of the nuances on which may help multinational companies seeking entry on the said market. Furthermore, this study will also be helpful for academics seeking to pursue further studies on the matter. This may trigger an impetus to further improve the knowledge of the existing environment and the industry on which the respondent company operates. To this end, the study will beneficial to a number of sectors in society. The implications of the findings are not limited to organisational studies alone. It affords an advantage to the actual trade and industry as well as in the academe. Scope and Limitations The discussions in the succeeding chapters shall limit itself on the rationale and the stated aims and objectives on this chapter. Subsequently, the data acquired from the primary and secondary sources shall be treated with the utmost ethical standard to ensure that the discussions are all original. In the same manner, all the other claims adapted from previous studies are to be cited while the data acquired from the respondents shall go though a process free from the personal biases of the researcher. All these are done so as the discussions and the contents of this dissertation will not fall under scrutiny and claims of preconception and even unethical manoeuvrings. On the whole, the findings of this dissertation are intended to be treated with the utmost objectivity devoid of any subjective claims coming from this researcher. Chapter 2 Review of Related Literature Introduction The hospitality industry in China is one of the first areas of economic activity to open to outside world and to obtain advanced international management skills as a result. It is evident that China has a bright future in this area, as the rapid development of tourism has been based on a solid foundation. By April 2004, the number of graded star level hotels had reached 8,880 with total turnover of 1,000 billion RMB ($120. 48 billion) ( 2005) People are one of the most important resources for businesses throughout the world. This is particularly true with respect to a service-intensive sector such as hospitality. The hospitality industry’s employment base is in the largest of any industry in China. ( 2005) However, the hospitality industry in China and elsewhere is facing with the problem of a shortage of qualified personnel. With globalization which is heightening competition, organizations must continue to develop tangible products and products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible are not easily replicated   (2002). Organizations invest a lot on their employees in terms of induction and training, developing, maintaining and retaining them in their organization. Therefore, management of an organization at all costs must minimize employee’s turnover. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover . 2004). Managers must recognize that employees as major contributors to the efficient achievement of the organization’s success (2000). Managers should control employee turnover for the benefit of the organization success. Employees’ turnover is a much studied phenomenon   (1998). Labor turnover is also a key competitive parameter in the hospitality industry. The importance of employees was hi ghlighted by (1991) who suggested that a total service approach was needed which included qualitative as well as quantitative elements to deliver what customers expected. Companies today generally do recognize the important contribution that their employees play in delivering the offer. However, they also make every effort to drive down internal costs as part of the price commitment. Labor turnover is seen as one area of cost which can be measured and benchmarked. It is seen as a significant factor which management can influence , 1995). Low turnover is seen as an asset in the competitive war. High turnover is seen as a problem to be managed ( 1986; 2004). (2002). The importance of allowing managerial discretion to store managers in dealing with the problems they face was recognized. (1995) suggested that companies need to invest resources in developing employees. This would lead to increased motivation, enthusiasm and overall lower labor turnover. This paper focuses on a case study of one international hotel management company in china’s hotels and uses a number of it data sources. It then examines relationships that can account for labor turnover in the light of previous research. The literature on employee turnover is divided into three groups: causes of employee turnover, effects of turnover and the strategies to minimize turnover. Labour Turnover Defined The term â€Å"turnover† is defined by   (1997) as: the ratio of the number of organizational members who have left during the period of being considered divided by the average number of people in that organization during the period. (2000) gives the statement on employee â€Å"turnover† is the rotation of workers around the labor market; between firms, jobs and occupations; and between the states of employment and unemployment. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (1995). this term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Voluntary vs. Involuntary Turnover There are many reasons why employees may leave an organization. Traditionally labor turnover has been seen to be either voluntary (the volition of the employee) or involuntary (, 2000;   1977; . 2001). Voluntary turnover includes push factors such staff leaving due to lack of interested in the job, and pull factors such as staff being attracted to another job by incentives. There is a vast literature on the causes of voluntary employee turnover dating back to the 1950s. Many studies are based on only a small number of variables which often only explain a sm all amount of variability in turnover. Most researchers (1982; 2001; Kramer et al. , 1995; . , 1981;   1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees’ intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit (2004). This clearly indicates that these are individual decisions which make one to quit. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives   (2004). Manu et al. (2004) argues that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability   (1983). Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organizational attachment   1990). (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees’ turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we feel we should do. This causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different Kahn et al. 1990. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization ( 1997). If roles of employees are not clearly spelled out by management/ supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity. The idea of what constitutes involuntary turnover has changed over the last decade. ( 1991) There are some factors that are, in part, beyond the control of management, such as the death or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not seen as involuntary turnover as both government regulation and company policies created the chance for such staff to come back to work, or to continue to work on a more flexible bases. Causes of Employee Turnover Job Related Factors Most researchers 1982; , 2001; , 1995;, 1981; , 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees’ intentions to quit. Over time there have been a number of factors that appear to be consistently linked to turnover. An early review article of studies on turnover by (1979) revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i. e. the higher the variable, the lower the turnover). To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (), lack of commitment in the organization; and job dissatisfaction make employees to quit . , (2004). This clearly indicates that these are individual decisions which make one to quit. There are other factors such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives Firth et al. 2004). (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability   (1983). Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organization attachment. (I 1990)     (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees’ turnover. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization ( 1997). If roles of employees are not clearly spelled out by management/supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity. Organisational Factors Organizational instability has been shown to have a high degree of high turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa ( 2001). In organization where there was a high level of inefficiency there was also a high level of staff turnover (, 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because with stable organizations they would be able to predict their career advancement. Many studies have reported a significant association between organizational commitment and turnover intentions ( 1998). (2000) study confirmed the link between commitment and actual turnover and   (2000) analysis showed that organizational commitment was a better predictor of turnover than overall job satisfaction. Researchers have established that there are different types of organizational commitment. (1990) investigated the nature of the link between turnover and the three components of attitudinal commitment: affective commitment refers to employees’ emotional attachment to, identification with and involvement in the organization; continuance commitment refers to commitment base on costs that employees associate with leaving the organization; and normative commitment refers to employees’ feelings of obligation to remain with the organization. Put simply, employees with strong affective commitment stay with an organization because they want, those with strong continuance commitment stay because they need to, and those with strong normative commitment stay because they feel they ought to. study indicated that all three components of commitment were a negative indicator of turnover. In general, most research has found affective commitment to be the most decisive variable linked to turnover. Job Satisfaction The relationship between satisfaction and turnover has been consistently found in many turnover studies ( 1998). Mobley et al 1979 indicated that overall job satisfaction is negatively linked to turnover but explained little of the variability in turnover. (2000) found that overall job satisfaction modestly predicted turnover. In a recent   2003) found the main reason by far for people leaving their employer was for more interesting work elsewhere. It is generally accepted that the effect of job satisfaction on turnover is less than that of organizational commitment. (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions (lower commitment leads to greater intentions to quit, which in turn further lowers commitment). In summary, only commitment directly affected turnover intentions. Characteristics of Employees Despite a wealth of research, there appear to be few characteristics that meaning fully predict turnover, the exceptions being age and tenure. Age is found to be negatively related to turnover (i. e. the older a person, the less likely they are to leave an organization). However, age alone explains a little of the variability in turnover and as age is linked to many other factors, alone it contributes little to the understanding of turnover behavior. Tenure is also negatively related to turnover (the longer a person is with an organization, the ore likely they are to stay). n  Ã‚   concluded that length of service is one of the best single predictors of turnover. et al also found that age and tenure have a negative relationship to turnover. There is little evidence of a person’s sex being linked to turnover. 2000 meta-analysis re-examined various personal characteristics that may be linked to turnover. They concluded that there were no differences between the quite rates of men and women. They also cited evidence that gender moderates the age turnover relationship (i. e. women are more likely to remain in their job the older they get, than do men). They also found no link between intelligence and turnover, and none between race and turnover. Wage and Conditions The research conducted on the link between dissatisfaction with pay and voluntary turnover appears to be inconclusive. (1979) concluded that results from studies on the role of pay in turnover were mixed but that often there was no relationship between pay and turnover. Other studies found no significant relationship. On the other hand, (1991) cited in Tang suggests that the most important reason for voluntary turnover is higher wages/career opportunity. 2000) noted pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, personal performance and turnover. They concluded that when high performers are insufficiently rewarded, they leave. They cite findings from   (1999) that where collective reward programs replace individual incentives, their introduction may lead to higher turnover among high performers. For some individuals pay will not be the sole criterion when people decide to continue within an exiting job. 2000) examined the relationship between attitudes towards money, intrinsic job satisfaction and voluntary turnover. One of the main findings of this study is that voluntary turnover is high among employees who value money (high money ethic endorsement), regardless of their intrinsic job satisfaction. However, those who do not value money highly but have also have low intrinsic job satisfaction tended to have the lowest actual turnover. Furthermore, employees within high intrinsic job satisfaction and who put a low value on money also had significantly higher turnover than this second group. The researchers also found that placing a high value of money predicted actual turnover but that withdrawal cognitions(ie thinking about leaving) did not. Training and Career Development (2003) detected a complex relationship between turnover and training. He suggested that establishments that enhance the skills of exiting workers have lower turnover rates. However, turnover is higher when workers are trained to be multi skilled, which may imply that this type of training enhances the prospects of workers to find work elsewhere. The literature on the link between lower turnover ant training has found that off the job training is associated with higher turnover presumable because this type of training imparts more general skills ( 2003). (1999) examined the relationship between career commitment, organizational commitment and turnover intention among Korean researchers and found the role of career commitment was stronger in predicting turnover intentions. When individuals are committed to the organization they are less willing to leave the company. This was found to be stronger for those highly committed to their careers. The author also found that employees with low career and organizational commitment had the highest turnover intentions because they did not care either about the company or their current careers. Individuals with high career commitment and low organizational commitment also tend to leave because they do not believe that the organization can satisfy their career needs or goals. This is consistent with previous research that high career committers consider leaving the company if development opportunities are not provided by the organization. However, this group is not apt to leave and is likely to contribute to the company if their organizational commitment is increased. found that individuals become affectively committed to the organization when they perceive that the organization is pursing internal promotion opportunities, providing proper training and that supervisor do a good job in providing information and advice about careers. Comparison of Alternatives Aggregate level economic studies provide consistent and significant evidence of the impact of labor market conditions on turnover rates at an aggregate level. As(1979) pointed out, at an aggregate level the relationship between economic factors such as employment levels or job vacancies and turnover has been well established. At an individual level, the labor market approach emphasizes expected utility and rational economic choice among employees and the perceived availability of alternative job opportunities. The relationship between alternatives and turnover on an individual level has been researched widely since 1958 seminal work on ease of movement. Much of the subsequent research focused on the link between job satisfaction, perceived alternative opportunities and turnover. Later, researchers began to focus on the role of both actual and perceived opportunities in explaining individual turnover decisions. Subsequent research has indicated that actual alternatives are a better predictor of individual turnover than perceived opportunities. Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the job-satisfaction/turnover intent relationship but not actual turnover (   1999). They concluded that macro level analysis predicted turnover patterns but perceptions of opportunities did not. This point was reinforced in their study on medical centers in various locations used measures of perceived and objective opportunities in internal and external labor markets. The authors concluded that objectives opportunities were a better set of explanations of actual turnover behavior than either perceived internal or external labor market opportunities. Nevertheless, while actual alternatives appear to be a better predictor of turnover, there is also well-established evidence of the link between perceived alternatives and actual turnover. In their most recent meta-analysis, 2000) confirmed that perceived alternatives modestly predict turnover. Intent to Quit Much of the empirical research on turnover is based on actual turnover, although some studies are based on intentions to quit. Apart from the practical difficulty in conducting turnover research among people who have left an organisation, some researchers suggest that there is a strong link between intentions to quit and actual turnover. 1979) noted that the relationship between intentions and turnover is consistent and generally stronger than the satisfaction-turnover relationship, although it still accounted for less than a quarter of the variability in turnover. Much of the research on perceived opportunities has been found to be associated with intentions to leave but not actual turnover ( 1999). One of the possible reasons is that intentions do not account for impulsive behavior and also that turnover intentions are not necessarily followed through to lead to actual turnover. Implications of Turnover The impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. Analyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing key employees has long been recognized. However, it is important for organizations to understand that general turnover rates in the workforce can also have a serious impact on an organizations profitability, and even survival. Employee turnover is expensive from the view of the organization. Voluntary quits which represents an exodus of human capital investment from organizations   (1992) and the subsequent replacement process entails manifold costs to the organizations. These replacement costs include for example, search of the external labor market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit John (2000). Addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has some significant effects on organizations (1987; 1990;   1991;  Ã‚   1992). Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly (, 1992;1993; 1990). Turnover has many hidden or invisible costs(1990) and hese invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover affects on customer service and satisfaction (2002). (2002) argue that turnover include other costs, such as lost productivity, lost sales, and management’s time. This demons trates that turnover affects the profitability of the organization and if it’s not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the worker’s annual salary (, 2000 but the costs do not stop there. Each time an employee leaves the firm, productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets   (2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organizational memory) and the loss of social capital   (2001). Minimising Turnover: Strategies and Courses of Action Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options viz. changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labor market is unlikely to decrease were the policy adjustment merely to enhance the organization’s provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labor turnover, therefore, management are frequently exhorted to identify the reasons why people leave organization’s so that appropriate action is taken by the management. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business: Employee engagement, the organization’s capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organization’s. Knowledge accessibility, the extent of the organization’s â€Å"collaborative ness† and its capacity for making knowledge and ideas widely available to employees, would make employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture   (2002). Therefore; information accessibility would make employees feel 052   . Manage. that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organization’s success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing   accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover ( 1988;   1989;   1989; , 1981;   1986). With increased competitiveness on globalizations, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organizations. Job involvement describes an individual’s ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job   1982). Involvement in terms of internalizing values about the goodness or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend stay in the job. Task characteristics have been found to be potential determinants of turnover among employees   1988;   and , 1980; 1989; , 1984). These include the five core job characteristics identified by   (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of one’s performance (. , 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more sa tisfied with their jobs and more committed to their organization (, 1989;   1989; , 1988;   1982). Job involvement has also been found to be negatively related to turnover intentions ( 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes ( 1989). Satisfaction represents an affective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of one’s job or career 1976; , 1974;, 1986). Organizational commitment is an affective response to the whole organization and the degree of attachment or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job ( 1988). The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superior’s expectations ( 1995). All these makes employees to be committed to the organization and chances of quitting are minimal. Chapter 3 Methods and Procedures Introduction  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This chapter of the dissertation shall give an account of the methods and procedures used to acquire the primary data used in this study. The chapter shall also give a description of the research process executed in the course of the dissertation. In the same manner, a presentation of the statistical processes used in processing the acquired data from the respondents. Research Method The study encountered a whole lot of barriers in its completion. These include limitations like time constraints and a similarly tight budget. This in mind, the study shall be employing the descriptive form of research. Studies on research design have given certain distinct descriptions on this type of research process. Descriptive research is basically limited to answering specific questions mentioned in the aims and objectives of the study. Moreover, it employs only descriptive statistics to process the data. The reason for this is to establish simple and uncomplicated statistical applications shall be used to make sure that the presentation is understandable and unambiguous. Such statistical processes shall include the likes of such as averages, percentages, histograms, and frequency distributions. ( 2000, ) It is also imperative to point out that the study will be employing an amalgamation of both the qualitative and quantitative research. This intimates that the study will be using both the existing organizational studies and the reports of the Shangri-La Hotels along with the acquired data from the survey conducted from the employees of the Shangri-La Hotels. In using the two types of research, the study is able to discern the significant contributions of the said modes of research on the overall findings of the study. 2003,   Moreover, the amalgamation of the two research types provides this dissertation the acquisition of both shallow numerical data and interprets it using the rich qualitative data. Respondents The primary data used in this study is the responses of the respondents from the survey. A survey has been conducted from 15 July, 2008 to 30 July, 2008. Primary data was collected from Director of Human Resources in 24 Shangri-La hotels in China using a survey questionnaire with 24 responses were returned, representing 100% response rate. The questionnaire was developed based on the review of labor turnover in hospitality in the literature. Three faculty members of Shangri-La Hotel Group headquarter evaluated the content. The feedback and suggestions were analyzed, and the questionnaire was refined. Research Tools For this study, the primary tool employed for data acquisition shall be the survey questionnaire made by the researcher. The initial part of the survey questionnaire covered the respective characteristics of the respondents. This is essential to establish an overall account of the demographic involved in the study. Moreover, queries on gender, age, job description, and the number of years in the company shall be conducted to similarly determine the variety of the company’s labour force. The second part of the study will be asking questions that fit with the the aims and objectives of this dissertation. Specifically, questions on employee turnover and organisational development will be given. In the same regard, the Likert scale will be used to measure the responses of the employees. Below is the series at which the respondents will be giving their responses on the questions on this portion of the questionnaire: RANGE| INTERPRETATION| 4. 50 – 5. 00| Strongly Agree| 3. 50 – 4. 49| Agree| 2. 50 – 3. 49| Uncertain| 1. 50 – 2. 49| Disagree| 0. 00 – 1. 49| Strongly Disagree| The third part of the questionnaire shall provide open-ended questions to permit the respondents to generously and unreservedly provide their responses. It must be likewise assured by the researcher that the responses of the respondents on this part of the paper will be used with absolute discretion. Validity of the Research Instrument In order to guarantee the soundness of the instrument, the researcher will be giving a draft of the survey questionnaires to the consultant for approval. After the slight modifications and resulting approval of the research tool, the researcher shall seek the assistance of the aforementioned departments in Shangri-La to hand out the questionnaires to five employees in the hotels. These employees shall be asked to give their criticism on the research tool and give propositions on how to further develop the questionnaires. After the subsequent simplification and elimination of any immaterial questions, jargons, and any terms that the respondents could not comprehend, the survey will start to the labour force. Administration of the Research Subsequent to the giving out of the survey questionnaires and the resulting acquirement of data, it will be calculated to resolve the findings of the study. With the employment of statistical applications, the following methods shall be employed: 1. Percentage – to settle on the scale of the responses to the questionnaire. n % = x 100  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ;  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   n – number of responses   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   N  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   N – total number of respondents 2. Weighted Mean f1x1 + f2x2   + f3x3 + f4x4   + f5x5 x =    ; xt where:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   f – weight provided to each response   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   x – amount of responses   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   xt – total amount of responses Ethical Issues With the exception of the technical concerns in the research process, there is likewise a quantity of ethical concerns that the researcher should be aware. Specifically, the researcher is supposed to understand that that concern should be regarded interminably to the respondents within this dissertation. The employees have to continually be comfortable and within the highest possible condition as they are with the bounds of the researcher. It is only appropriate that the employees are not bothered and disturbed as they are in the course of acting in response to the questions of the research instrument. Furthermore, the researcher must tender the respondents the assurance of privacy and prudence. It has to likewise be guaranteed on the part of the researcher that the survey would not dish up adverse implications to the actual jobs or any other professional responsibilities that the respondents cleave to in the organisation. In doing so, it could be likely that the organisation will give their full assistance in the course. Chapter 4 Presentation, Interpretation and Analysis of Data I. Introduction The previous chapters have presented the theoretical foundations of employee retention and turnover in an organization. This chapter shall present the findings of the study based on the survey questionnaire forwarded on HR Director of Shangri-la Hotels. In the same manner, the findings shall be presented in a systematic manner specifically by tabulating it thus presenting a summarized form. In doing so, the discussions shall be more concise and the readers are able to discern the arguments more clearly. Likewise, the interpretation and analysis of the said findings shall be directly related to the discussions provided in the second chapter of this dissertation. Specifically, the literature reviewed shall form part of the foundation on which the following observations and arguments are to be based. In the end of this chapter, a sub conclusion shall be made to synthesize the arguments pointed out in the presentation, interpretation and analysis of the findings provided in this chapter. II. Voluntary vs. Involuntary Turnover The second chapter of this dissertation has given the actual definition of voluntary and involuntary turnover. In its simplest sense, voluntary turnover covers resignations and retirements by the employees while involuntary turnover includes organizational actions like lay-offs and termination of employment provided for by the management. In discussing whether Shangri-la’s turnover leans towards voluntary or involuntary turnover, the structure of the company should first be taken into consideration. The table below summarizes the existing employment structure of the company. Table 1. Existing Employment Structure by Division The table above is divided into the specific division of Shangri-la. Looking at the discussions above, it plainly shows that by the first quarter of 2008, there are twenty-one Shangri-la hotels in China. They are located in Beijing, Hangzhou, Shengzhen, Beihai, Changchun, Qingda, Dalian, Pudong, Wuhan, Harbin, Zhongshan, Fuzhou, Suzhou, Guangzhou, Chengdu, Baotou, Huhhot and Xian city respectively in China. Total staff headcount in individual hotel from 441 to 1461. Each hotel separated into 7 divisions including Administration, Food Beverage, Finance, Rooms, Human Resources, Engineer and Sales Marketing. Majority of employee in individual hotel are in Food Beverage and Rooms. The table below presents the actual overall turnover of the company in 2007. Based on the table below, the turnover rate of the company is rather substantial in the said fiscal year. Table 2. Overall Turnover Report The table presents that the first quarter of the year, Shangri-la Hotels China incurred a total of 8% of the in the first quarter alone. This shows that in the first several months of the fiscal year, a considerable number of employees have severed their employment relationship with the company, though it is not clear as to whether it is voluntary or involuntary. The findings also show that the Administration General division turnover ate is 9%, Food Beverage turnover rate is 8%, Finance turnover rate is 4%, Rooms turnover rate is 8%, Human Resources turnover rate is 3%, Engineer turnover rate is 4% and lastly Marketing turnover rate is 8%. So, it can tell the highest turnover rate division is Administration General and followed by Food Beverage, Rooms and Marketing. Hence, this shows that the Administration and General Division has incurred the most percentage of turnover followed by the Marketing and Rooms Divisions amounting to 8% each. It could be surmised with the said data that most of the individuals leaving the company does administrative work, housekeeping, and even those in marketing. III. Causes of Employee Turnover The data provided above presents the actual existence of labor turnover in Shangri-la Hotels in China. Though it is seen that the rate have not bee quite high and appears to be at a manageable level, the causes of the turnover is still unclear. The following discussions will show the actual causes of the turnover based on the survey provided by the researcher on the said company. Areas such as the job related factors, organizational factors, wage conditions, and career development shall be considered to establish which field contributes more to the overall turnover in the organization. A. Job Related Factors Figure 1. Physical Working Conditions Figure 2. Work Organisation and Productivity B. Organisational Factors Figure 3. Communication in the Organisation Figure 4. Supervision in the Organisation Figure 5. Internal Customer Focus Figure 6. Management of the Organisation C. Job Satisfaction Figure 7. Employee Empowerment and Involvement Figure 8. Job Security D. Wage and Conditions Figure 9. Pay and Benefits E. Training and Career Development Figure 10. Training Development / Career Advancement Figure 11. Performance Appraisal F. Comparison of Alternatives Figure 12. Identification and Image of Shangri-La G. Intent to Quit Figure 13. Other Reasons for Quitting IV. Implications of Turnover V. Sub conclusion Read more: http://ivythesis. typepad. com/term_paper_topics/2009/01/employee-turnover-in-relation-to-specific-human-resource-management-practices-1. html#ixzz19JrBJtix

Secular Work in the Religious Market

Secular Work in the Religious Market Do you believe that religious magazines such as Catholic Digest, Mature Years Magazine and Parenting Teens only want religious material? Think again. Believe it or not, many religious magazines downplay theology, leaving that to theologians. Many religious magazines want general-interest articles that appeal to both the churched and unchurched. For example, a recent issue of Todays Christian Woman had an article titled â€Å"A Worn-Out Womans Guide to Good Sleep,† while Jewish magazine Tikkun publishes literary fiction and poetry. This means lots of opportunities for freelancers. Here are five tips to crack religious markets with secular material: 1. First, find magazines that you enjoy reading and study the content. Writing for religious markets involves the same process as writing for secular markets. Just like what you do with secular publications such as Time, Wired, and, yes, The Christian Science Monitor, study the themes and style of the articles in religious magazines. Some magazines are conservative, some are liberal. Just like you wouldnt submit social-justice pieces to Mature Living Magazine, you wouldnt submit travel pieces to Sojourners Magazine. 2. Submit either unusual or evergreen material. In addition to attracting nonbelievers, religious magazines want to entertain. So submit material that only you can create, or submit evergreen materials on health, family and holiday traditions. For example, I cracked a Catholic family magazine 3. Keep it family friendly. Submit unusual material, but dont forget that religious magazines, both conservative and liberal, have their limits. For example, a how-to on having a Fifty Shades of Grey type of relationship will definitely get rejected. Religious magazines prefer subjects that are appropriate for both adults and children. 4. Let the pastor, rabbi or imam talk about God. While religious magazines steer clear of explicit sexual content, they also reject journalistic work thats too parochial. In other words, dont sprinkle your work with religious jargon. Most religious magazines want to attract both believers and nonbelievers, so they steer clear of work that may offend non-religious sensibilities. For example, magazines like Guideposts have wholesome themes, but go lightly on using words like God and the Bible. Read your potential publication to get a feel for their particular style. 5. Prepare to wait a short time . . . or a long time. Depending on the circulation of the magazine, and its popularity among professional and non-professional writers, waiting for a response may take days, weeks or months. Read submission guidelines to get an idea of how long editors hold your query or submission. Here are five religious markets currently seeking writers. Call the magazine or Google-search to find out the name of managing editor. Todays Christian Woman todayschristianwoman.com/help/writers-guidelines/todays-christian-woman-writers-guidelines.html Childrens Ministry Magazine group.com/customer-support/submissions America http://americamagazine.org/contact/submissions Insight Magazine insightmagazine.org/guidelines/ Tikkun tikkun.org/nextgen/submission-guidelines

The Causes, Risk Factors Occurrence of Rheumatoid Arthritis in United Research Paper

The Causes, Risk Factors Occurrence of Rheumatoid Arthritis in United States - Research Paper Example   Rheumatoid arthritis (RA) is a chronic systemic inflammatory disease. It is generally seen that the joints become swollen and there is severe pain that is experienced by the patients. Researchers have found that RA causes the immune system of a person to attack their joints. In RA, the autoimmune response can lead to permanent, painful changes in the joints. This disease is an autoimmune defect and it causes healthy cells to be attacked, releasing enzymes that attack surrounding tissues. One of these structures is the synovium in the joint. It becomes inflamed and causes swelling and pain. Researches have found that RA affects women three times more often than men. Typically, it affects the small joints first, including the joints of the hands and feet. More than one joint usually is affected, and symptoms often appear bilaterally.   Arthritis is a serious problem that is faced by many around the world and it is estimated that about 50 million adults in the United States have r eported the doctors to have some form of arthritis, rheumatoid arthritis, gout, lupus, or fibromyalgia. Another estimation suggests that the problem of arthritis is so chronic that one in every five adults in the US report having doctor-diagnosed arthritis. There are also projections that suggest that by the year 2030, 67 million Americans will have doctor-diagnosed arthritis at the age of 18 or older and those that are below the age of 18 an estimated 294,000 children will have some form of arthritis or rheumatic condition. In other words, approximately 1 in every 250 children will suffer from this chronic disease all through there life. This points out that arthritis is not just the disease of the elderly, but it is a serious problem among children also. The figures in Florida according to this survey say that 3,903,200 children below the age group of 18 years are having arthritis (Sacks et al. 2007). In a recent survey, it was estimated that about 1.5 million adults had rheumatoi d arthritis in 2007 (CDC, 2010). According to another estimate in Florida, 27% of adults belonging to the age of 18 years and above have arthritis, and the percentage amplifies with age. Additionally, among this population of self-reported doctor-diagnosed arthritis and estimated 46% of them are not able to do any activity due to their arthritis, 17% of them reported that they are not able have good social participation, 28% suffer from severe joint pain, the working population (34%) have various other limitations due to their arthritis (CDC, 2011). Even though the exact causes are indefinite, RA is thought to be the result problems in once own immune system. In other words, the self-defense system of the human body attacks the healthy cells in the body and these results in RA and other autoimmune diseases. Researchers suggest that there is no age restriction for the initiation of RA and is linked with weariness and extended stiffness after rest.  Ã‚  

Knowledge and Competence and Professional Practice Essay

Knowledge and Competence and Professional Practice - Essay Example The essay will also discuss issues related to accountability as a nurse as well as factors that affect the decision making process and how this translates into professional practice. Analysis of the theories of knowledge, competence and professional practice The concept of knowledge is closely related to the theory of knowledge creation. Knowledge creation is not only concerned with dealing with objective information but it also takes into consideration insights that are highly subjective from members of the organisation and these are tested in order to be used by the other employees (Robbins, 1993). Basically, â€Å"knowledge creation is defined as the process of making available and amplifying knowledge created by individuals as well attempting to connect it with the organization’s knowledge system,†( Nonaka, Krogh & Voelpel 2006). New ideas are generated and these are helpful in the operations of the organisation as a whole. Having generated the required knowledge, i t becomes imperative to formalise a continuous improvement of the knowledge through different management systems for the benefit of the organisation as a whole. ... It can also be noted that knowledge creation is not a preserve for influential people in an organisation alone but it ought to include input from all members within that particular organisation. In case of a clinical setup, through knowledge creation, the nurses are given the autonomy to make informed decisions in their operations especially with regards to post operative recovery. Practice theory is applicable in this particular case where I will use my knowledge to offer appropriate treatment to alleviate pain. This also entails transformation of knowledge into practical skills. Decision making that is enhanced through knowledge creation is essential to the operations of every organisation (Schultz, 2003). This concept is also applicable in the area of practice of health care professionals as they are likely to develop a sense of belonging to the hospital which is a basic tenet for practice development. I strongly believe that my duties can be enhanced through making decisions with regards to administering treatment to the patients. According to Nonaka, Krogh & Voelpel (2006) the success of other conventional organisations is mainly influenced by their ability to keep pace with changes that may be obtaining in the business environment at that particular period and it can be seen that knowledge creation plays a pivotal role. This concept can also be applied to a clinical setup where the operations of different hospitals are moulded on the same business principles with other conventional businesses. Performance is also enhanced through knowledge creation and sharing given that the health care professionals are in a better position to make informed decisions that may affect their operations. Decisions made by an individual often shape his

Transport Economics of Ktmb Essay Example for Free

Transport Economics of Ktmb Essay Introduction Generally, transportation is the safe, efficient, reliable, and sustainable movement of persons and goods by over time and space. Several available types of transportation are used widely in the real life, which including railroads, buses, air, automobile, truck and, etc. In addition, the value-added activities, for example, door-to-door service, for transportation is essential to the elderly or disabled. No one can doubt the important of transportation to the economy, for instance; an excellent transportation spurs economic development by giving mobility to production factors, which permits scale economics and increase efficiency. Whats more, it also enlarges the area that consumers and industries can draw on for resources and products. KTM Komuter in Malaysia is a well-known transportation company, because it earns its great reputation by the profound history, advanced management, and all. The following parts will focus on the background, the success and limitation, the role and importance of the KTM Komuter to the economy. It was on June 1, 1885 where the first train in Malaysia to take its schedule during British colonial era. Previously it was known as the Federated Malay States Railways (FMSR) and the Malayan Railway Administration (MRA). Keretapi Tanah Melayu acquired its current name in 1962. 30 years later, which was on 1992, the company was corporatize but remains wholly owned by the Malaysian government. During the times, fares offered by KTMB are generally reasonable, but the low frequency of the intercity trains does make them competitive with other modes of transportation. However, KTMB has made numerous changes that lead to its current success. Until recently, the turnaround effort to steer KTMB back on track with reasonable profit or at the very least self-sustainable to cover its operating cost has been way too long overdue. Over the years, many of that turnaround effort have been proven failure. In KTMBs latest publicly available financial statement as at December 2009, it was reported that the company managed to rake in net profits of between RM9mil and RM15mil from 1993 to 1995.

The Use Of Merit Pay And Incentives Essay -- essays research papers

The Use of Merit Pay and Incentives The purpose of this paper is to explore the use of Merit Pay and Incentives as motivators for increased productivity. The key focus is the system at Richmond Memorial Hospital. To do so, one must begin at the beginning†¦.. The use of financial incentives (financial rewards) paid to workers whose production exceeds some predetermined standard was popularized by Frederick Taylor in the late 1800s. As a supervisory employee of the Midvale Steel Company, he had become concerned with what he called "systematic soldiering". This was the tendency of employees to work at the slowest pace possible and the fact that some of these same workers still had the energy to run home and work on their cabins, even after a hard 12-hour day. Taylor knew that if he could find some way to harness this energy during the workday, huge productivity gains would be achieved (REFERENCE?). Thus was born the concept of motivational and incentive systems. What is "motivation?" The root word is "move" which would mean that anyone who is moved to do something is motivated. Therefore, sitting on a tack, or at least the pain associated with it is a motivator. For those of us in Graduate School, we are aware that without a "B" average we will be eliminated from the program. Maintaining that average is our motivator. Attaining the certificate of graduation is our incentive. In psychology, at its most basic, a motivator is that which impels or compels an individual to act toward meeting a need. On a physiological level, thirst, hunger and sex are motivators or drives. They are basic needs which must be met. Relating this to a hospital environment, it is not base compensation which drives the employee, but what the base compensation can satisfy in a higher level of needs. Money can't buy love, but it can buy some security such as insurance benefits. After basic and security needs are met, compensation is not the motivator, but what compensation represents is (REFERENCE?). One statement that must be made before continuing is that needs are varied and can occur concurrently or over a period of hours or days, etc. And, needs are mixed. Hunger is a drive: The satisfaction of hunger can take several forms and, usually, when one is hungry one also is a little thirsty. Then, if the book, Tom Jones (AUTHOR, YEAR), was any indica... ...endations based on sustained performance (REFERENCE?). Another type of pay system is Pro-Pay where employees can receive lump sum merit bonuses once they reach the top of their pay range and is only paid for above average performance (REFERENCE?). Star/Superstar programs are where employees who represent the top ten percent of performers receive lump sum bonuses. Along with a Pay for Performance system, there must also be in place a incentive system. (Grossman, YEAR?). Pay perform & prod (next lines) (INCOMPLETE SENTENCE) "Many US business owners are finding that turning to incentive programs is a good way to boost productivity and improve morale† (REFERENCE- NEED PAGE NUMBER FOR DIRECT QUOTE).. A properly structured incentive-driven system (IDS) provides several methods and levels of compensation. All IDS systems must be tailored to each organization. What works in a hospital may not work in academia (Dressler, YEAR?). It is usually a mistake to implement an incentive plan without input from employees. Management should use a program design team composed of employees and supervisors. They could work with Human Resources in the development of The Use Of Merit Pay And Incentives Essay -- essays research papers The Use of Merit Pay and Incentives The purpose of this paper is to explore the use of Merit Pay and Incentives as motivators for increased productivity. The key focus is the system at Richmond Memorial Hospital. To do so, one must begin at the beginning†¦.. The use of financial incentives (financial rewards) paid to workers whose production exceeds some predetermined standard was popularized by Frederick Taylor in the late 1800s. As a supervisory employee of the Midvale Steel Company, he had become concerned with what he called "systematic soldiering". This was the tendency of employees to work at the slowest pace possible and the fact that some of these same workers still had the energy to run home and work on their cabins, even after a hard 12-hour day. Taylor knew that if he could find some way to harness this energy during the workday, huge productivity gains would be achieved (REFERENCE?). Thus was born the concept of motivational and incentive systems. What is "motivation?" The root word is "move" which would mean that anyone who is moved to do something is motivated. Therefore, sitting on a tack, or at least the pain associated with it is a motivator. For those of us in Graduate School, we are aware that without a "B" average we will be eliminated from the program. Maintaining that average is our motivator. Attaining the certificate of graduation is our incentive. In psychology, at its most basic, a motivator is that which impels or compels an individual to act toward meeting a need. On a physiological level, thirst, hunger and sex are motivators or drives. They are basic needs which must be met. Relating this to a hospital environment, it is not base compensation which drives the employee, but what the base compensation can satisfy in a higher level of needs. Money can't buy love, but it can buy some security such as insurance benefits. After basic and security needs are met, compensation is not the motivator, but what compensation represents is (REFERENCE?). One statement that must be made before continuing is that needs are varied and can occur concurrently or over a period of hours or days, etc. And, needs are mixed. Hunger is a drive: The satisfaction of hunger can take several forms and, usually, when one is hungry one also is a little thirsty. Then, if the book, Tom Jones (AUTHOR, YEAR), was any indica... ...endations based on sustained performance (REFERENCE?). Another type of pay system is Pro-Pay where employees can receive lump sum merit bonuses once they reach the top of their pay range and is only paid for above average performance (REFERENCE?). Star/Superstar programs are where employees who represent the top ten percent of performers receive lump sum bonuses. Along with a Pay for Performance system, there must also be in place a incentive system. (Grossman, YEAR?). Pay perform & prod (next lines) (INCOMPLETE SENTENCE) "Many US business owners are finding that turning to incentive programs is a good way to boost productivity and improve morale† (REFERENCE- NEED PAGE NUMBER FOR DIRECT QUOTE).. A properly structured incentive-driven system (IDS) provides several methods and levels of compensation. All IDS systems must be tailored to each organization. What works in a hospital may not work in academia (Dressler, YEAR?). It is usually a mistake to implement an incentive plan without input from employees. Management should use a program design team composed of employees and supervisors. They could work with Human Resources in the development of

Materialism and the Power of Competition In Darwin

Materialism, the belief that the natural world, as well as man's social and economic circumstance were governed by inexorable laws and phenomena, is at the heart of nineteenth century philosophy. For these men, the discovery of principles like gravitation and thermodynamics, which govern the natural world, prove that an understanding of the universe is within man's grasp. The investigation of the natural world would no longer be constrained by religious dogma or moral certainty.Instead, a reliance on man's powers of observation, as well as his rational faculties could tide him to a comprehensive understanding of the physical world, as well as the progress of human society. Mar's historical materialism and Darning's evolutionary theory of natural selection are examples that reflect this philosophical trend. Both views describe a progress, which is historically Inevitable. Progress within the natural world, as well as human society, would no longer be divinely guided. In a universe no longer governed by delve force, history could no longer be explained as moving inexorably toward final delve Judgment.Rather, history and human progress must owe be explained by an internal self-directed energy. The nature of this force had been anticipated a generation earlier by Thomas Malthusian. It is the power of competition. For Darwin, this competition between animals of different species and among members of the same species was a competition for both for scarce resources, as well as reproductive dominance. This was an example of survival of those best adapted to their environment, or what he termed survival of the fittest. For Marx, similar competitive forces were at work throughout human history.He argues hat all facets of humanity are attributable to mans' material circumstances. Consequently, he argues there would be a natural antagonism between those who controlled the means of production and those who labor for them. This competitive tension, which he termed class stru ggle, was the motivating force for historical progress. Marx and Darwin then share common roots In materialism. The evolution of species and the progress of humanity, as described by these men, share a common source in the power of competition as an objective motivator for adaptation within the natural world and progress in human civilization.In Marxist ideology, the history of civilizations reflects a continuous struggle between those in positions of wealth and power and those who are exploited by them. This conflict has been described as class struggle. Class struggle is identified in each historical era. Medieval society was characterized by a complex arrangement of social classes, Including lords, the vassals, tradesmen and serfs. The organization of society always reflected the antagonism between the powerful who ruled and the powerless who were ruled by them.The dissolution of the complex medieval social arrangement was brought on by the Industrial revolution. The seeds for th e collapse of the old order were sown by a change In the material circumstances of society, medieval society, was however, considerably simpler than the one it replaced. The new material conditions of production meant there would be a tension between those who own the means of production and those whose labor for them. In nineteenth industrial society, class conflict pitted the industrial entrepreneurial class, the bourgeoisie against the toiling masses or proletariat.This success of the bourgeoisie was made possible by the increasing demand for capital necessary to enhance Rupee's growing industries. The impetus for the creation of this class was the expansion of trade during the age of exploration. Trade expansion, beginning with exploration, created a growing demand for raw materials and manufactured products. The increasing scale of industrial demand outstripped the capacity of medieval guilds to supply manufactured goods. Large-scale manufacturing was necessary to meet this new demand.Industrial expansion requires larger volumes of capital, which meant that new forms of financing were needed to underwrite industrial expansion. The need for capital requires the creation off new class of financiers, as well as new industrial leadership, the bourgeoisie. The failure of the old medieval system was the result of its inability to adapt to the changes in industrial production, necessitated by growing market forces. The success of the new Industrial order made the bourgeoisie rich and powerful, ultimately signaling the death of the old economic organization.With this newfound wealth, the bourgeoisie was able to successfully displace the established aristocracy of the past and seize the reigns of political power. The expansion of political rights during this period meant little more than the protection of the right of private property, which served to protect the economic gains of the Bourgeoisie. The state and its legal system became the handmaiden of the bourgeo is class, serving to enhance its economic control. The ascendancy of the moneyed class meant the increasing transformation of society along monetary terms. In bourgeois society, money became the measure of all things.A world defined by the conditions of the competitive market meant that the bourgeoisie needed to constantly innovate. This innovation meant greater productivity and the need to expand markets. While these forces succeeded in enhancing the wealth of the industrial class, it resulted in increasing exploitation of the working class. The increasing profitability of industrial production was made possible by improving worker productivity. This surplus value meant increasing profits for the factory owners at the expense of the very workers whose labor had made enhanced productivity possible.But Just as the changes in productive resources at the inception of the industrial age spelled the end of feudal society; the rowing exploitation of the working class created by industrial overproduction would expose the contradictions of modern industrial society, triggering its downfall. Overproduction and falling prices would precipitate a depression that would further depress wages and result in hardships for the laboring masses, ultimately threatening the security of bourgeois society.As Marx describes it when he stated, â€Å"It is enough to mention the commercial crises that by their periodic return put on trial, each time more threateningly, the existence of the entire bourgeois society' (225-226). The very forces of production, which the bourgeoisie had harnessed to its advantage earlier, were now sowing the seeds of social instability for organization and resistance to bourgeois domination, fueling class conflict and revolution. Once again, as in the feudal period, it is the material circumstances and economic relationships of class that fuel social transformation.Just as man's material circumstance created the dynamic for economic transformation; the forc es of competition and conflict are vital for the evolution of species in the natural world. In Darning's natural selection, traits that enjoy a imitative advantage for the species survive and are transmitted to successive generations. The variations in any one generation may appear minimal, however the cumulative impact of generations can be profound. Evolution of species is a selective process.Those inherited variations in traits, which enjoy a selective advantage over other variants in the same trait, are successfully transmitted to the succeeding generation. Over time, this process of competitive selection, which he termed survival of the fittest, would result in significant changes in species, as well as, the creation of ewe species and subspecies. In deriving his theory of evolution based on competition, Darwin drew on the theories of Thomas Malthusian.Malthusian proposed that populations that increase geometrically would be a constant competition for scarce resources in order to survive. All natural populations, like their human counterparts, would be under constant pressure to adapt to a harsh natural world of scarcity. The result was that only those populations, which were best adapted, would succeed. Then, the perfect adaptations we observe in nature are the byproduct of a brutal and morally indifferent process of selection.