The contributions of perfomance management systems

The contributions of perfomance management systems The need for effective performance management has grown in organizations for various reasons. Such reasons include providing appropriate employee rewards, managing employee competencies, indicating the degree, nature, acceptability or unacceptability of work and measuring extent and process of goal attainment (Shields 2007). To ensure an effective and efficient performance management, performance management systems (PMS) have been developed and implemented in many organizations today. Linge and Schiemann (1996), de Waal and Coevert (2007) and Lawson et al. (2003) cited in de Waal and Counet (2008) agrees that PMS is a critical contributor to top class performance and quality output of organizations. Consequently, when critically assessing the main contributions of PMS to organizational and individual performance, the impact of such contributions on the organization and individuals will be considered as the measuring unit. 2.0 Contributions of Performance Management Systems The nine main contributions of PMS to organizations and individuals includes: consolidating operational information to reflect a single meaningful picture of the organization, developing realistic performance and business goals, developing well-structured business plans with proper risk management measures, developing processes that change with the business environment, providing ease of information analysis, providing opportunities for performance improvement, enhancing trustworthy reporting, increasing confidence in business execution and improving the performance culture of the organization (Dresner 2008). Each of these contributions will be considered in details. An effective PMS pulls data from different organizational systems and presents the information in a timely, accurate, relevant, consistent and controlled manner. When relevant and critical information is stored away in individual departments, it becomes difficult for management at any level to see the performance of the entire organization. This hampers or degrades the quality of decisions made since relevant information is not available or is not available in a timely manner. Moreso, management reports about the different business units will not be accurate and consistent since the information is incorrect. When management is able to see the entire organization, it will be possible to determine the key performance indicators of the organization ascertain real performance drivers and produce consistent and reliable organization reports (Dresner 2008, pp. 141-2). A good PMS helps management develop realistic performance expectations of the business units in the organization. When management lacks a basis for setting performance goals for the organization, the goals becomes unrealistic, irrelevant and meaningless and results in wasted resources, demotivation of employees and unnecessary refinements of business goals. Suitable performance management applications enable managers to develop appropriate business and performance goals on a sound basis (such as the organization corporate strategy), communicate appropriately these goals, take responsibility of these goals, and drive the success of these goals. These ensure managers align all the business units goals to the corporate focus of the organization (Dresner 2008, pp. 143-4; Johnson, Scholes Whittington 2008). A properly structured PMS enables an equally structured business plan. Such plans includes appropriate feedback mechanisms and appropriate performance measurement metrics. When management is knowledgeable of the key performance indicators of the business and the plan is properly structured to ensure negative conflict is reduced between the business units, business results can be reasonably forecasted. Additionally, when business plans are aided with contextual information such as industry benchmarks, customer satisfaction surveys, call center reports, revenues, profit and cash flow reports, management will measure relevant performance activities, demonstrate reasonable achievable results to stakeholders and reduce risks because the basis of the plan informs the relevant risks the organization should be concerned about (Armstrong 2006, pp. 48-52, 90-7; Dresner 2008, pp. 144-5). A desired PMS assist organizations to adjust their strategic, tactical and operational plans when the business environment changes (Armstrong 2006; Wiesner Millet 2001, p. 117). Such robust plans do not necessarily sacrifice core business priorities or primal intra-dependencies in the organization rather it is incremental depending on emerging opportunities or changes in business environment (Grant 2005). When managers at all levels develop plans with changing business conditions in mind, the need for a dynamic planning process begins to emerge. Such realization enables an organization to develop the culture of continuously matching corporate plans with current realities, refines previous forecasts based on current knowledge and aligns individual business unit activities to current happenings. As a result management is constantly abreast with the present, improves critical planning competencies and modifies communication across the organization. This competence leads to better perfo rmance and an organization that approaches the future with confidence (Dresner 2008, pp. 145-7). A robust PMS presents information in a way that enables easy retrieval, comparison and evaluation of data. A PMS contributes more to an organization when it does not only pull information to a single point but compiles, compares, contrasts, evaluates and presents meaningful results from such data. Moreso, when actions are critical for the business, built-in prompts in the PMS alert for such critical actions to be carried out. Such automatic features increases the visibility of the organizations performance, ensures managers act efficiently and effectively and ensures the business remains competitive (Dresner 2008, pp. 147-8). Interestingly, a good PMS provides individuals and business units across the organization with an opportunity to improve performance. This performance improvement begins with the performance accountability culture that results when a PMS is used daily in controlling and managing the organization. Hence, accountability enables employees and managers to be responsible for their performance and when mistakes are made, consequences observed, corrections made and positive results emerge from the corrections made, this improves learning and performance (Dresner 2008, pp. 148-9). A functional PMS assures and ensures that organizations publications are trustworthy. When a PMS collates, analyses and consolidates information in a timely manner from all the business units into a single platform, managers at all levels can access, integrate and certify published reports since there is sound basis for its composition. The organization will be able to confidently report key performance drivers to the organization and stakeholders. When the PMS is built with suitable capabilities organizations can publish consistent, relevant and accurate reports in less time and with less effort (Dresner 2008, pp. 149-50). An enterprise wide PMS ensures proper guide is provided for smooth execution of business plans across the organization. When a PMS has all the planning information, integrates all the changes and relevant refinements of business decisions and goals across the organization, incorporates all the resources required to achieve the set out objective of the business units, management will be able to provide clear direction on the execution strategy of the task. Managers at all levels will be able to carry out the business executions confidently, communicated appropriately and effectively the progress and status of the executions. When a PMS can provide an end-to-end operational support structure, managers can confidently decide, monitor and report real time impacts on business decisions which enhance top quartile performance (Dresner 2008, pp. 150-1). A comprehensive PMS builds a generally performance-driven and accountable business organization. When a business operates a PMS that is used to control and manage the organization daily, enormous data of information gained from various business aspects would provide enormous insight into key performance criteria of the organization. An organization emerges that focuses and gains experience in performance-related information gathering, performance-related activity alignment, performance-driven business planning, performance-related analysis, performance-related monitoring, forecast and reporting and a general performance driven culture. These make an organization and employees of the organization more competent and perform better and manage the organization better (Dresner 2008, pp. 151-2). The impact of the main contributions of PMS begins with the nature of PMS implementation in the organization. 3.0 Lessons learned from Performance Management Implementation The article Lessons learned from performance management systems implementations reveals problems that are encountered during the implementation and use of PMSs. Serious problems with PMS implementations could mitigate the contributions expected to be derived from the use of PMS. The article records that fifty six percent of PMS implementations fail before organizations can realise any meaningful benefit from the system (de Waal Counet 2008). In other words, PMS only contributes to organizational and individual performance forty four times for every hundred attempts at its use. 3.1 Causal factors The consideration of the causal factors resulting in PMSs failing at the implementation stage or if implemented not effectively used in organizations is therefore significant. Identified problem areas contributing to this failure includes senior and middle level management paying less importance to the PMS implementation, prolonged, extended and unanticipated resource requirements during implementations, complete lack of resources for the PMS implementation, unfavourable environmental pressures during implementations, perceived lack of focus of the PMS implementation by employees, lack of or not long enough enthusiasm by senior and middle level management on the PMS implementation, mounting resistance or low commitment by employees to the implementation and use of the new PMS, lack of adequate information and computer technology (ICT) infrastructure to support the implementation and use of the PMS, poor use of the PMS by management (such as using it as a punitive tool for employees), incompatibility of PMS with the organizations main objectives, constricted use of PMS (such as only a reporting tool), poor definition and/or poor linkage of the relevant measurable key performance indicators (KPIs) to different individuals and departments of the organizations, lack of competence in the use of PMS, too many or wrong KPIs measured by PMS, lack of an organization change strategy for the use of the new PMS, lack of and/or poor motivation mechanisms for employees in the use of new system, poor performance culture in the organization, no single point responsibility of PMS, lack of or poor general maintenance of the system, difficulties in getting relevant data for performance calculations, no plan to embed its use in the organization beyond management changes and perceived lack of improvement in the organization after using the system for sometime (de Waal Counet 2008). The most important problem areas that had the severest consequences were a lack of top management commitment; not having a performance management (PM) culture; PM getting a low priority or its use being abandoned after a change of management; management putting low priority on the implementation; and people not seeing (enough) benefit from PM (de Waal Counet 2008, p. 367). The enormity of the problems relating to PMS implementation and use reveals the seriousness of removing these impediments if PMS must have a chance to positively contribute to the performance of organizations and individuals. 4.0 Successful Performance Management Implementation The assessment of a properly implemented PMS is important to the performance health of any organization. The American Productivity and Quality Center (2004) reveals the results of successfully implemented PMSs in five companies namely Bank of America, Crown Castle International, JetBlue Airways Corporation, L.L. Bean and Saturn Corporation. It highlights ten success factors that ensured such successful PMS implementation as including the organization measuring its important objectives, incorporating the performance system into its daily operations, reflecting the organizations maturity level in the PMS, making provisions for flexibility in the PMS, simplifying processes in using the PMS, creating successful change plans from the old PMS (if existent) to the new PMS, ensure transparent communication from the PMS to the organization, incorporates the PMS into the organizations culture, structure the PMS with organization structure and ensure a commitment to action based on the results of the PMS. 4.1 Analysis Therefore, the successful implementation of the PMS impacted positively on the organizations. Since the use of PMS represented ninety-four percent of the organizations activities, it can be said that the PMS was applied to the daily operations of the organizations. The result is that business objectives were directly impacted positively. For example, the Bank of America recorded an increase in customers checking account and increase in earning per share. Crown Castle was able to improve their cash flow positively and in some cases beat market expectations for the company. Similar successes were recorded by the other organizations studied. Additionally, organizations were able to demonstrate these positive impacts easily since the use of the system makes all the organizations efforts visible and transparent. For example, Bank of America incorporated a customer performance analysis that enabled the bank demonstrate how and where it had to improve in relation to their customers. Similar ly, L.L. Bean was able to demonstrate analysis of its normal activities in comparison to its seasonal engagements. Other organizations shared the same positive outlook. Subsequently, PMS contributed to the continuous improvement efforts in the organizations. The organizations were able to manage their corporate balance scorecard, manage improvements to the company process and develop future plans based on such improvements. For example, Saturn was able to improve their customer relationship by adapting its PMS to focus on six core values of customer enthusiasm, retail partnership, passion to excellence, teamwork, trust and respect for the individual which resulted in their retailers sharing the same system, consistency in reporting and measurement of criteria. The use of PMS ensured that all the levels of the organization were able to predict future impacts on the business which means that future strategic, tactical and operational plans will be easily broken down and aligned with t he organizations departments. For example, L.L. Bean linked the lower level plans to individuals and the various expected individuals activities calculated to determine the corporate performance indicator. Another area of positive impact was the ease or review and reporting with the use of PMS. Unlike traditional staff performance appraisal that occurs at the end of the year, functional PMSs made it easy to observe, assess and report daily, weekly, monthly, quarterly or when required. If the PMS is not delivering on the intended objectives, amendments can be made with little disruption and impact to the business. For example, business performance in Bank of America and Saturn are inputted and analyzed daily to determine gaps, causes, corrective measures or changes in business approach (American Productivity and Quality Center 2004). 4.2 Lessons learned from successful Performance Management System Implementation Hence, the key lessons from these successful implementations highlights the criticality of organizations leaders and employees maintaining commitment to the PMS, populating it, using it daily, embedding it into the organizations culture and training staff. Interestingly, this finding agrees with de Waal and Counet (2008) in the article Lessons learned from Performance Management Implementations in which lack of management commitment was among the severest detriment to successful PMS implementations. Moreso, the implementation revealed that when the organization is assisted by the PMS to be proactive and the organization feels that it is achieving its strategic plans, the PMS continues to remain relevant and effective to the organization. When the PMS is perceived as uncomplicated, provides information to the different departments when needed and enables rewards of hard working employees, the PMS will be easily maintained to provide the critical performance measurements needed by the organization (American Productivity and Quality Center 2004). 4.3 Assessment of the contributions Therefore, a critical assessment of the impact of PMS on Bank of America, Crown Castle International, JetBlue Airways Corporation, L.L. Bean and Saturn Corporation based on successful implementations of PMS could be stated as ensuring business objectives are positively achieved, visible and transparent demonstration of efforts towards goal attainment, highlight of organization improvement areas and efforts applied, prediction of future impacts on the organization, ease of reporting and review of key performance criteria of the organization. Thus, it can be said that these organizations have been impacted positively through the use of the PMS. Therefore the author in its critical assessment is in favor of the argument that PMS delivers enormous value to both individual and the organization and its use should be sustained when implemented. 5.0 The Scorecard System More specifically, a popular performance management system in use today is the scorecard system. Many companies have deployed the use of the scorecard system in strategic management of their organizations performance (Hatch, Lawson DesRoches 2008, p. 7). The impact of using the scorecard system on Suzano Petroquimica Company is assessed next. 5.1 Application of Scorecard System to Suzano Petroquimica Suzano Petroquimica Company (SPQ) is a Latin American industry leader producing polypropylene resins and a major producer of thermoplastic resins in Brazil. With a production capacity of 685,000 tons/year distributed across Latin America, SPQ continued to expand to consolidate its leadership position in the polypropylene business with the goal of being the second largest producer of thermoplastic in the region. SPQ advanced to becoming joint controlling shareholders in other companies that supplied them the raw materials for their business. In 2005, SPQ earned a gross income of $980 million representing a 126 percent sales increase with its 474 employees (Hatch, Lawson DesRoches 2008). That same year SPQ was inducted into the Balanced Scorecard Hall of Fame due to its massive success in the use and application of the balanced scorecard framework in managing and improving its company performance. To fully understand the impact of the performance management tool (scorecard system) used by SPQ, consideration of the process that resulted in such massive success is explored. To achieve their vision of industry leader in 2003, SPQ followed the process of change management, implementation and observation. During the change management phase, SPQ had to inform the employees clearly of the planned change to the use of the scorecard system, the reason for the change, benefits of employees embracing the change, develop a strategy for measuring, monitoring, assessing and correcting performance at all levels in the organization. During the implementation, SPQ dissected the corporate strategy and assigned actionable parts of the strategy to individuals and departments making the individuals and teams responsible for the outcome of their assignments. To align the entire perspectives of the organization, 650 measures were monitored by the scorecard system. Measures relating to finances were tied to the financial planning system and automated to enable real time cost monitoring. Short term, medium term and long term goals of the organization were also tied to the scorecard system wherein senior management would review the relevant measures to determine the performance and needed performance adjustments required for the different range of goals. Furthermore, to align employee actions to the scorecard system and ensure organization wide use and acceptance, SPQ linked the remuneration system, bonuses, individual objectives and corporate team incentives to the scorecard system. Apart from SPQ achieving industry leader status, it was observed that SPQ noted many benefits from its implementation of the scorecard system. Such benefits included improved and integrated communication between individuals and teams and between teams and management, corporate strategy communicated in a simplified manner, corporate goals performance were linked to remuneration, effect of performance on the measures monitored were visibly related to the corporate strategy, employee actions were aligned to corporate goals and strategy, entire organization worked as shareholders in the company and positive changes of employee behavior since rewards were tied to performance (Hatch, Lawson DesRoches 2008, pp. 131-3). 5.2 Assessment A critical assessment of the contributions of the performance management system scorecard system reveals many positive impacts on SPQ. Implementing the use of PMS in 2003 and within two years achieving the industry leader status as an organization is a massive feat. Additionally, the application of the PMS to individual performance in the organization is significant wherein individuals objectives were not only linked to corporate objectives but hardworking individuals would be rewarded accordingly based on their performance. The author agrees with the evidence that Performance Management Systems contribute positively to organizational performance. However, the author recommends that the linking of individual performance to remuneration and rewards should be categorized (years of experience, degree of training etc.) and with a reasonably fixed remuneration baseline. This is to ensure that new recruits are kept reasonably motivated to continue improving their performance since they w ill not necessarily be able to perform like the more experienced employees. 6.0 Criticism of Performance Management Systems Notwithstanding the benefits of PMS, the current applications of PMS have been criticized on many grounds. Earlier scholars believed that there is too much emphasis on performance rather than individual learning embedded in the PMS. It is argued that a learning approach should be encouraged more in organizations than a performance-based approach towards employees. For example, Barrie and Pace (1999, p. 295) cited in Swanson and Elwood (2009) argues that it is the performance perspective that denies a persons fundamental and inherent agency and self-determination, not the learning perspective. All of the negative effects of training come from a performance perspective. Moreso, Bierema (1997, p. 23-4) cited in Swanson and Elwood (2009) adds that the machine mentality in the workplace, coupled with obsessive focus on performance, has created a crisis in individual development and that valuing development only if it contributes to productivity is a viewpoint that has perpetuated the mech anistic model of the past three hundred years. Dirkx (1997, p. 43) cited in Swanson and Elwood (2009) decries that even the so-called learning that seems to be projected in PMS are defined according to the perceived needs of the sponsoring organization and the work individuals are required to perform regardless of its contribution to the ultimate societys economic competitiveness and therefore the learning is simply a market-driven education. Additionally, Smither and London (2009) criticises four aspect of PMSs namely performance appraisal, accountability, excessive goals and contesting priorities. The philosophy of the performance appraisal aspect of PMS have been criticised as often being poorly developed in organizations and which is usually ill-executed. Also, when there are external and overarching factors such as effects of organizational structure, technology enablers or supply chain resources shortfalls, even a high performer may fail to reach set goals of which these causes may not be discounted in the PMS. Moreover, the idea of performance appraisal usually disruptive conflicts that negatively affect teamwork and damage relationships. It also confuses workers who wonder if there should always strive for the highest rating or identify areas of personal development and risk low performance rating. Therefore employees are usually placed in a position to do what is expected to be done and not necessarily what is kn own to be right because of the fear of being called the low performer. In this context also, performance appraisal can lower self-esteem which can affect workers motivation (Davidson et al. 2009). Accountability is an important part of the PMS. The competence of managers to truly analyse an individual enough to carry a complex psychological process of setting appropriate goals for many individuals, mentoring and coaching them is questioned. Moreover, the ability of managers in the performance management process to balance the roles of telling an employee that the employee is a low performer while at the same time he is expected to be the coach and mentor is questioned in the process. Goal setting is critical to PMS. Locke and Lotham (1990) cited in Smither and London (2009) emphasizes that if there are many goals and enough time it can be accomplished but when there are many goals to be executed at the same time performance can be mitigated. Practitioners suggests seven goals (Smither London 2009) but many organizations have much more goals and sub-goals designated to individuals and teams which is argued will be counter-productive explaining the reason PMSs are not effective. Contesting priorities is a fact of business that draws on the competence of managers and employees. Managers have realised that in the normal course of business huge tradeoffs usually occur beyond the ability of the manager to control in order to achieve the most pressing goal. The application of the balanced scorecard (BSC) proposed by Kaplan and Norton (1996) focussing on assessing performance on four broad areas of the business has been criticised as unrealistic in measuring individual performance since due to tradeoffs, should not be expected to meet all the goals, hence PMS explained as ineffective (Smither London 2009). 7.0 Conclusion and Recommendations Conclusively, a critical assessment of the contributions of PMS to organizational and individual performance reveals that PMS delivers many benefits to the organization when properly implemented. However, organizations confirm that individual performance is improved when Performance Management Systems were deployed. While the debate continues as to the overall benefit of the PMS from an individuals viewpoint, the author believes that Performance Management Systems should be implemented in a manner that satisfies the needs of the individual while satisfying the organizations objectives. While the balance of objectives between individual and organization will not be easy, organizations that make the effort will continue to benefit by retaining the best of workers in the industry.

An Overview of Health Promotion Programs

An Overview of Health Promotion Programs ASSIGNMENT: What are health prevention programs? What role do employers play with health prevention programs? Research health prevention programs and the various companies that offers them. Which company’s program do you prefer? Why? In November 2006, I began my journey to lose weight and become a healthy individual. When I was 203 pounds, I knew I needed to lose weight because I was currently vulnerable of succumbing to the many health issues like high blood pressure, heart disease, joint problems and even exercise induced asthma. During my quest to lose 63 pounds, I began a health prevention program that overtime would eliminate or greatly reduce my chances of ever contracting a lifestyle related illness. I didn’t know it at the time, but many businesses today work to provide the same lifestyle I was seeking to achieve and still look to obtain today. If businesses look to provide health prevention programs, it would be a great idea to learn more about what health prevention programs entail. Health prevention programs are programs that are created to help the public fight off illnesses and overcome diseases. Health prevention programs stave off chronic diseases such as heart disease, various cancers, and lower respiratory infections such as COPD and asthma. Most of these can be prevented by stopping high-risk behavior such as smoking and overeating. The reason why health prevention programs are so effective is because, like the name says, these are programs that prevent illnesses as mild as obesity (which is in no way mild) and as severe as heart attacks and strokes (Center for Disease Control and Prevention (CDC), 2014). Chronic diseases like heart disease, stroke, cancer, and diabetes are responsible for at least seven and as much as 10 deaths a year in the United States. Furthermore, treatment for the preventable yet chronic ailments costs over 75% of the over $2.5 trillion that is spent annually on health care costs. Finally, yet not exhaustively, obesity is responsible for a great deal of health costs. Because disease risks often related to various social activities like tobacco use, physical inactivity, poor diet, and alcohol abuse, this often results in unnecessary reasons for poor health and even more unnecessary reasons for chronic disease (Center for Disease Control and Prevention (CDC), 2014). Businesses are interested in health prevention because of the indirect costs businesses incur for poor health in the work place such as absenteeism, physical disability, and reduced employee work output. These cause are further exacerbated by increased health insurance costs. These reductions in production due to preventable health issues have been known to cost employers in the United States as much as $1,685 per individual employee per year. Another ways to view it is that it costs employers $225.8 billion a year (Center for Disease Control and Prevention (CDC), 2014). This means there is a necessity to implement and then expand an evidence-based health prevention that will provide the opportunity to improve the health but also control health care spending in the United States. Health prevention programs have proven effective. Workplace health programs have influenced social norms; establish new health policies, promote healthy lifestyles, and generate health screenings like immunizations, and reduce on-the-job exposure to hazards that can cause injury and diseases. When evidence based health prevention programs are effectively executed, these programs can generate around a $3 profit for every dollar spent (Center for Disease Control and Prevention (CDC), 2014). Health prevention programs have also benefited programs that focus on aging. Measures taking by the Administration on Aging is has implemented programs that benefit older adults manage and improve their health. Older Americans often suffer on a daily basis with chronic diseases, illnesses and injuries such as heart disease, arthritis, and diabetes. Health prevention programs are key in teaching older adults healthy behaviors and lifestyles. One of the best ways health prevention programs benefit older adults is through the use of community based wellness programs. These health prevention programs have been proven track record of increasing self-sufficiency and independence among older adults while decreasing trips to health care providers so that older adults are able to care and manage their health on their own for longer periods of time (HHS Administration on Aging, 2014). As alluded to earlier, businesses have benefited and have a heightened role in generating health prevention programs. First of all, companies can create three to five health intervention programs that often involve a combination of new programs, policies, and even environmental programs that highlight and celebrate nutrition and physical activity, while discouraging alcohol abuse, drug use and tobacco use in the workplace. One example of these programs include creating an inner and outer workplace environment that is completely tobacco-free while also subsidizing counseling to quit smoking and excess drug and alcohol issues. Another programs brings a local farmer’s market into the workplace. The farmer’s market not only provides the produce but also offers nutritional education and counseling, menu creations based on healthy, whole foods, non-junk foods in the workplace cafeteria and vending machines, counseling for weight loss and weight maintenance; and physical activ ity /lifestyle counseling, such as walking and running clubs. A successful workplace health prevention program will result in the full support and commitment of health prevention leadership and employees that are fully entrenched in all core health prevention programs that are created in a healthy lifestyle culture within the worksite (Health Promotion Programs, 2014). There are quite a few businesses that have excellent health prevention programs. First of all, SAS an international software company located in North Carolina, provides for its employees a wellness program that is built around its recreation and fitness center. This recreation and fitness center is open not only to SAS employees but also the employee family members and those who retire from SAS. Furthermore, SAS provides health checks, smoking cessation programs and incentives for accomplishing fitness goals. Finally though not exhaustively, the recreations and fitness center also provides preventative services as well as primary health care services to the SAS employees and their dependents (EHS Today, 2014). Another company that excels in generating health prevention programs is actually a university. The University of Alaska provides their employees an opportunity to complete a wellness profile so that they can uncover any hidden health concerns and then direct the employee to the right department in the university’s on-site health and wellness services. The university’s employees can then take part in applicable health screenings, health and fitness events, health and wellness coaching, and online health tracking. Employees who take part in the university’s health prevention programs are often reward for participating in the program (EHS Today, 2014). A third company that excels in providing a health prevention program is the Hamilton Utilities Corporation. This company health prevention program has the goal of providing a healthy workplace for all of their employees. The health prevention program encourages their employees to go beyond popping pills and submitting to surgeries for health maintenance but to look to maintain health from a holistic point of view. This involves measures such as a supportive work environment, workers safety, and employee empowerment programs. The company’s wellness team then evaluates and implements their wellness programs. Then the company’s management team provides support for the company’s wellness efforts through employee training, employee participation incentives, and implementing vending machines that provide healthy food choices in the workplace (EHS Today, 2014). Of all the programs, I am most impressed with the health prevention program that is found at SAS. Frist of all, I like how they provide a smoke free environment outside as well as inside. I remember one company I worked at where I needed to drop off an overnight package in a FedEx drop box that was right next to a prime smokers spot. I always had to hold my breath at that spot because that second-hand cigarette smoke was indeed quite intense. Furthermore, I really appreciate the thoughtfulness of SAS to provide a fitness center that is accessible not only to the employees but also to the employees family and it’s available to the employees long after they retire. Finally, though certainly not exhaustively, I appreciate how SAS rewards employees for accomplishing fitness goals really touches my heart. I would love to work at a company that rewards a person for reaching his or her goal weight, completing a 10K and even anniversaries for each year an employee’s goal weight is maintained. I would be honored to work at such a company. Conclusion After completing this assignment, I’m even more encouraged to lose the thirty pounds I’ve regained. I want to live a long and healthy life and I can’t do that with a thirty pound excess weighing down my heart and challenging my breathing and joints. Furthermore, even with health insurance, managing the hazards of excess weight is expensive. I would rather spend money on tap dance classes and running 10Ks than on prescriptions for managing high blood pressure. Finally, though certainly not exhaustively, I have a six-year-old nephew that I want to watch grow up, graduate from college and get married. I’ve always said I want to dance at his wedding; and I can’t do that as well if dancing will cause breathing problems due to excess weight. I’m so thankful for companies that provide health prevention programs because they encourage me to maintain my own healthy lifestyle. References Center for Disease Control and Prevention (CDC). (2014). Comprehensive Workplace Health Programs to Address Physical Activity, Nutrition, and Tobacco Use in the Workplace. Retrieved March 16, 2014, from Center for Disease Control and Prevention (CDC): http://www.cdc.gov/workplacehealthpromotion/nhwp/index.html EHS Today. (2014). Employers Take Active Role in Promoting Workplace Wellness. Retrieved March 16, 2014, from EHS Today: http://ehstoday.com/health/ergonomics/ehs_imp_81305/ Health Promotion Programs. (2014). Health Promotion Programs. Retrieved March 16, 2014, from Helath Promotion Promotion Programs: http://healthpromotionprogram.org/health-promotion-wellness-program-activities-design-and-implementation/ HHS Administration on Aging. (2014). Health, Prevention, and Wellness Program. Retrieved March 16, 2014, from HHS Administration on Aging: http://www.aoa.gov/AoARoot/AoA_Programs/HCLTC/Evidence_Based/index.aspx

Making Ethical Bids in a Competitive Market :: Engineer Engineering Job Papers

Making Ethical Bids in a Competitive Market As the United States economy struggles through a sluggish time with the stock market dropping and unemployment rising, being competitive in the job market has become extremely important among professionals. Engineers are no exception. For most engineering firms, being competitive and successful requires obtaining design projects offered by companies in other fields. These projects can range from designing heating and ventilation systems for office buildings to water systems for cities to computer networks for businesses—the list of possibilities and disciplines is extensive. To get these jobs, engineers must make a bid proposal for the project. Bidding involves estimating the entire cost of the project, including the designing and building processes, as well as the materials and labor. Usually, the company with the lowest bid and the best plan gets the job. The ethical issue in this process is determining the cheapest building materials and construction procedures possible wit hout compromising public safety. The enormous responsibility that an engineer has when designing a project is often overlooked. His or her job is not only to create a design that will work under ideal conditions, but that will meet the regulations of environmental and building codes and will also survive the unpredictable forces of nature that structures are sometimes subjected to. An article in the Seattle Daily Journal of Commerce, "Structures are Held up by Both Skill and Luck,"1 describes many risks involved in the designing process and the failures that can occur when small details are overlooked. In light of a recent surge of failures in the Northwest, the article says: "While the Northwest has experienced some unusual weather conditions this year, the effects of these weather conditions were not all unpredictable. Many tragic failures in the Pacific Northwest (and in other parts of the country) can be traced to poor land-use planning decisions. Despite the availability of hazard mitigation information and qualified technical consultants, the information is often ignored and the consultants bypassed as development continues in the flood plains and on unstable hillsides. Often, unwise site selection and ill-conceived site development results in unnecessary exposure to severe natural hazards." Although the initial reason for not hiring a technical consultant in these cases of poor land choice is most likely an attempt to lower design and construction costs, in retrospect it seems obvious that the money spent on the expertise of a geotechnical engineer would have been significantly less than the "millions of dollars of direct losses and litigation costs.

Comparing the Treatment of Women in Hedda Gabbler, A Dolls House and G

Women as Victims in Hedda Gabbler, A Doll's House and Ghosts      Ã‚   In Ibsen's plays - Hedda Gabbler, A Doll's House and Ghosts - the female protagonists of Hedda Gabler, Nora and Mrs. Alving demonstrate how social expectations and restrictions of women impacts the life every woman on a very personal level.      Conservative social and religious leaders imposed women's restricted social roles.   Women had to be married; there was not another socially acceptable option.   After marriage they had to stay with their families and fulfill their social and moral duty regardless of their personal feelings or how their husbands treated them.   Ibsen presents his characters Hedda, Nora and Helene as victims of the patriarchal system of family and marriage that was supported by the church and society in general.   In these plays, Ibsen did not present marriage as a blissful state of love and mutual respect; in the case of Hedda and Mrs. Alving the main objective of marriage was to maintain a socially acceptable image.   In Nora's case her husband was constantly concern about what people might think about their family.   In each play there is an emphasis on the effort of the women to maintain the appearance of happy marriage regardless of how pitiful the actual circumstances might be.   E ventually, each woman becomes aware of her plight and takes a drastic measure to liberate herself - regardless of the personal costs.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although Hedda's personality is much stronger than that of Nora and Mrs. Alving, she also is victimized by the prevailing social norms.   Hedda's fate results from her unconscious decision to be like her father.   Hedda is a woman with masculine view of the world.   Her hobby is to shoot guns which is an... ... Sensational Heroines in Mid-Victorian Society." Thesis. Brigham Young U, 1990. Fjelde, Rolf.  Ã‚  Ã‚  Ã‚   Henrik Ibsen: The Complete Major Prose Plays. 1st. ed. Toronto: McGraw-Hill   Reyerson Ltd. 1978 Hemmer, Bjorn. "The dramatist Henrik Ibsen." http://odin.dep.no/ud/nornytt/ibsen.html Ibsen, Henrik. Four Major Plays: A Doll's House, Ghosts, Hedda Gabler, The Master Builder. New York: Oxford University Press, 1998. Ibsen, Henrik.   Hedda Gabler.   New York:   Dover, 1990. Lyons, Charles R. Hedda Gabler, Role and World. 1990. Twayne's Masterwork Studies 62. Boston: Twayne, 1991. Mazer, Cary M. "Hedda Gabler." http://www.english.upenn.edu/~cmazer/hedda.html. Salomà ©, Lou. Ibsen's Heroines. Ed. and trans. Siegfried Mandel. Redding Ridge: Black Swan, 1985. Worthen, W.B. Anthology of Drama. New York: Harcourt Brace and Company 1993         

Euthanasia Essay -- Euthanasia Essay

Euthanasia is the practice of ending a life to release an individual from suffering an incurable disease or intolerable pain. Having to lay in bed twenty-four hours a day is no way to live a life. People that suffer from a serious illness should have the right to die by euthanasia. In 1991, a national telephone survey was conducted which posed the question, â€Å"If you were terminally ill, what would you want for yourself?† Fifty-two percent of one thousand four in the US said that they’d consider assisted suicide or euthanasia. Among the reasons cited were that the people wouldn’t want to burden others, live in pain, or be dependent on machines. All Americans have the right to die because the Constitution grants us the right to privacy and the right to pursue happiness. People should have the right to take their lives if they are totally dependent on others or machines. Ones that depend on other people to care for them only feel like a burden. Being a burden to a loved one makes the sick feel even worse then they do already because of their illness. People that are alive only because of machines really don’t have a life. If they didn’t have machines, they’d be dead, so why aren’t they allowed to die? Americans have the rights that are in the Constitution. When dealing with euthanasia, people have to look at what Constitutional rights give people the right to die. Americans have the right to privacy. Privacy to ones body is a strong re...

Counterargument and Peaceful Species

IGCSE English as a First Language – The Winchester School, Dubai Ishita Sharma – 11G Argumentative writing: â€Å"Humans are a peaceful species at heart† How far do you agree? Are humans a peaceful species at heart? It’s a difficult task to pick a clear side but many people have many opinions. There are various people who will say yes, humans are a peaceful species at heart but there are equally many people who would say no. After all, it is a broad topic concerning an unpredictable species.One strong argument in support of this statement would be that if we weren’t a peaceful species how would we co-exist in such a large population in places like mega cities. Furthermore, criminals exist in a minority, how can that tip the scales and make us think that we are a violent species. Also, if we were so violent, why would we organize charities for people we don’t even know? Why would donations exist? If we were not cooperative how would generation s of scientists from all over the world discover things such as the atom, medicines etc.The counter-argument to that would be that we could just be cooperating for selfish reasons or from fear of justice. There are many who are against this statement and have just as many points to justify their opinion. The most important point is that if we were so peaceful, why are there such things as wars? A minority of criminals, which is slowly rising, have the ability to kill innocent people, are they not humans too? Why is it that weapons such as guns which were invented to protect the innocent, are now being used to kill them? Terrorism and racism, in other words hatred, have consumed many defenceless beings.It is in human nature in fact, to be aggressive. In our history, there have been massive blood baths for selfish reasons such as a quest for power and even natural resources. We are the reason that the Earth may suffer another Ice Age as we are destroying it on a daily basis. Could it not be that it is a fear of being reprimanded that makes us behave like civil people? After all, just 3000 years or so ago, we were barbarians who fought over land and food, and it seems we continue to do so. In conclusion, after weighing up the arguments, I feel that I am against this statement. Humans are not peaceful as it is not even in our nature to be so.We are the cause of many epidemics and in the end we are the ones who destroy each other and everything around us whether it is for selfish purposes or justice. After all, there is no justification for violence, destruction and of course, selfishness. Comment: Introductory paragraph. Explains the fact that this is a complex topics towards which people have differing opinions. Comment: Reason 1. Argument for Comment: Good example of connective adverb to develop reason 1. Comment: Reason 2 Comment: Bridge sentence, indicating that she is now moving on to the reasons against the topic Comment: Argument sections. Reasons for.Comme nt: Use of rhetorical questions to bring the reader over to her viewpoint. Comment: Counter argument section. Reasons against. Comment: Conclusion section of the essay. She states her opinion and reiterated the main reason why she doesn’t believe humans are a peaceful species at heart. Overall, this essay scores an A grade. Ishita has followed the structure we discussed in class: clear introduction, followed by argument, counterargument and a conclusion. She has points for and against the topic indicating that she has considered both sides of the argument and is aware of what the proponents and opponents of the statement believe.She has used a few rhetorical questions for emphasis – always a good strategy. Her conclusion was sound: she states her opinion after presenting us with her main reason why she believes humans aren’t a peaceful species at heart. Her sentences are grammatically correct and she makes her points succinctly with a confident economy of words. She could score a higher grade if she focused a little more on elaborating her points for/against. Using a more varied vocabulary would add an extra dimension to her writing and drive home her points all the more effectively. – Mr. Roberts

Servequal Model

SERVEQUAL set (Measuring attend Quality of Hospitals in Larkana) fountain 1 Su find out Seedani (SZABIST) Contact 03333633233 email emailprotected com compose 2 Naveed Anwar Contact number 03562141247 Email address emailprotected szabist. edu. pk Table of contents Abstract03 inst whateveration and04 Lit geological erature Review05 Importance07 Research Methodology08 Five Dimensions (Variables)09 info Analysis10 Findings11 Conclusion12 Bibliography13 ABSTRACTService feeling is a concept that has emotional con billetrable interest and debate in the inquiry literature beca routine of the trickyies in two define and criterion it. Customer delight and go gauge al flairs do by to pass awayher as guests scholarship and expected mensurate, and the cleft testament indicate the resolve of the total rapture. The aim of the theatre of operations is to rank the 5 dimensions of the serve feel to euphony the servinger fibre of infirmarys in larkana with the help of SERVEQUAL set.This mull alike examines the Service bore cattle ranch by measuring the suspension in the midst of Hospitals patients lookouts and sensings. This look for directs that all(a) told the dimensions of the military profit ar received oft classic for the servicing fictitious character. Tangibility was rated as the most signifi plentyt dimension followed by assurance, relipower, responsiveness and empathy. The motilitynaire used for this show was proceeds Quality SERVEQUAL (Parasuraman, Zeithaml, and Berry 1986, 1988). The nibments used were on the basis of SERVEQUAL dashl which is the best way to esteem the dish woodland.This study evince that the arithmetic mean(a)s were so much proud merely the cognizances atomic number 18 non that much bulletproof and thither is a great breakout among Patients presentiments and comprehension. bring up words Service fictitious character, Customer gladness, light and expectancy, gap, Tangibility, assurance, reliability, responsiveness empathy. Introduction SERVEQUAL sit is a method to measure a assistance grapheme. It was created in 1980s e oddly for the projects colligate to marketing to find the perception of node regarding the profit character reference.In SERVEQUAL, step is defined by dint of the gap or space which client got and perceive regarding the process quality. Its precise strong to understand and measure the usefulness quality, oddly in the do principal(prenominal) of re gambling providers in health fretting field and if we talk intimately the larkana than its more than convoluted thats why I lease the SERVEQUAL pathl to measure the table changement quality of Larkana infirmarys and medical centers to discern the instal of serve well quality on the guest perception.This look into examines the measurement of suffice quality in hospitals of larkana, by the help of SERVEQUAL model to grapple, what be the gaps amon gst, the table value perceive and got by the guests or patients in the larkana. Service quality is all close ensuring clients, both internal and external, get what they want. Customer satisfaction is a placement or feeling of guest toward the redevelopment afterward using the advantage. Satisfaction and proceeds quality is unendingly treated unitedly to make do the perception.Satisfaction is defining node perception and mentality, client satisfactions is determined by defining customer perception of quality, expectation and preferences. Its always arises a important question that why we measure the service quality? Because the measurement of service quality, is a similitude of before and after changes for the service quality. It in any case open ups the solution of the problem for the betterment of service deli genuinely standard.The main purpose of this research is to find the most important service quality dimensions that affect the customer satisfactions in ho spitals in larkana, by using the SERVEQUAL model which is the best way to measure the service quality. Measuring the service quality is very crucial for the hospitals today, to improve the quality and send off of the hospital, to study the richness and impact of service quality of hospitals on patients, to find the important dimensions of service quality which inwardness on customer satisfactions in hospitals and to determine customer contend in their treatment in hospitals in larkana.In last few decades the importance of service quality has cast upd and every industries and departments argon move to find the reasons which effect the customer perception and satisfaction, and trying to give better quality thats why this research is to a fault very important to measure the service quality of hospitals via SERVEQUAL model. SERVEQUAL breaks service quality in five-spot raw material dimensions, Reliability, assurance, tangibles, understanding and responsiveness.So in this resear ch these five dimensions be excessively considered and examine to measure the service quality and factors which effect the perception of customer towards the service quality. Literature polish up This part gives you an overview of literature most the models cogitate to the problem statement which discussed in introduction. In this we study about the concept of customer satisfaction, service quality, singing amongst customer satisfaction and service quality and its effect on consumer punishing judgment, traditional service quality dimensions and hospitals service quality in order to give a clear idea about the research area.As it is discussed by Kotler (2003) in that respect is a habitual agreement that Satisfaction is a soulfulnesss feelings of pleasure or humiliation provideing from comparing a products perceived feat (out pursue) in relation to his or her expectations. Based on this review, customer satisfaction is defined as the result of a cognitive and addicti ve evaluation, where few comparison standard is compared to the real perceived performance.Furthermore, Omachonu (1990) state that Health superintend quality has been posited to consist of two parts quality in fact and quality as perceived by the consumer. Means how actually customer perceived the service quality and how its experience during the usefulnessing of the service, and every customer having its suffer perception. Another side it is argued that satisfaction is associated with performance that fulfils the expectation, while dissatisfaction occurs when performance falls to a lower place the expectation (Swan and combs 1976).This review ground that when the service quality meet the customer expectation they match and when service quality doesnt meet with the customer expectation they got disgruntled and they never avail that service, office there is a big relation between the service quality on customer perception, because when customer once satisfy from the servi ce quality he/she again avail that service because he make his foreland set about that particular assiduity.Health premeditation practitioners would contend that service quality is a provision of appropriate and technically sound care that produces the desire affect except it has been misperceive their patients perception any(prenominal)times (McAlexander et al 1994).Means the service providers in hospital perseverance always trying to introduce new technologies to give the strong service quality to their patients to change their mind and perception and to satisfy them by meet their expectation solely sometimes some patients misperceive it and take it in a another side which is a exhalation for the hospitals, thats why it is always difficult to measure the service quality specially in the field of hospital persistence hardly its important for every department and assiduity now. As Dr. K.Ravichandran et al (2010) defining that every sell industries are consequently direct ing their strategies towards increasing service quality level which fosters customer satisfaction and loyalty improved service quality. He further discussed that increase in service quality in retail industry crowd out develop customer satisfaction which ultimately retains valued customer. It review stated that in todays era its very much important for any organization or any industry to increase service quality and do work according the customer expectation than any organization can got achiever in business world and through this a organization can retail the oyal and valuable customer. James H. mcAlexendar (1994) discussed in his research that marketer generally view the service quality from the perspective of health care customers because marketers understand that patients perception of service quality whitethorn be more loosely constructed than those of the health care provider and base upon a more holistic judgement of the health care experience. Because patients perspecti ve regarding service quality may include perception of technical care but also seemingly circumferential concerns as physical facilities, interactions with receptionists and even brochures.It argued by the Kekale (2001) that it is some how the measurement of customer dissatisfaction and offers a possibility for the elimination of falls, not a possibility for product development and product innovation. Companies should gather and analyze the suitable data, which willing provide relevant information to real customer satisfaction. It is important to measure the sound things, i. e. what is really important for the Customers. There is the possibility of wrong specifications or misinterpretations of what a customer actually wants.Means the gap between what companies phone and what actually customer wants can also affect the service quality. It is not always be true that performance will equal to expectation as describe in International journal of nursing studies (2007) that performa nce was relatively lower than expectations, resulting in poor nursing care quality. Differences between expectations and performance for both patients and nurses need to be further reduced. As its also discussed by the Tolgo taner et al (1997) that there is different service quality provided in secluded and domain field.He further discussed that inpatients in the private hospital were more satisfied with service quality than those in public hospitals. The result also suggest that patients in private hospitals were more satisfied with doctors, nuerses and supportive than their counterparts in public hospitals. One research suggest that customers are reluctant to complain when dissatisfied with schoolmaster and when they dissatisfied they tell to more customers means it become the word of mouth. Andreasen et al 1985). This result could be the health care professional would bear the burden of having dissatisfied patients, including disconfirming word of mouth and patient turn ove r. IMPORTANCE of the Research A ethical research is effective tool for proofreader and for a society for many substantiating changes in the environment. Especially, if we talk about the service oriented organization than we come to hit the sack that the base for their success is that they study well about their customers.So this research is helpful to know that how much there is a gap between the customer perception and expectation and how much they get satisfied after availing the service of hospitals located in the larkana. This study is especially design to measure the service quality of hospitals in the Larkana. This research is also important study for to know that which are the drawbacks in private hospital sector and are customers (patients) are satisfied or not? This study is important for doctors to know that what patients want from them and how some changes can improve their quality for their customers.METHODOLOGY DESIGN RESEARCH guinea pig * This Research is based on explorative format and it is developed from qualitative aim of view. METHODS AND TECHNIQUES * I distribute the Questionnaire to the respondents to know their views. * I used the SERVEQUAL model format for my Research, because its the best way to measure the service quality and I establish use the licart scale in the options of the questions. * Questioner consists of 22 statements about perception and 22 statements about the expectations. * The questions are based on 5 dimensions * Tangibility, assurance, reliability, responsiveness empathy.SAMPLE AND SAMPLE SIZE * I have chosen random take in for data collection method, and sample sizing is ascorbic acid. POPULATION AND RESPONDENTS * As research is based on the service quality of hospitals so I choose private hospital and centers patients of Larkana as my population. I will mainly focus on the patients of different hospitals and centers located in larkana. statistical PROCESSING OF INFORMATION * The data which is sedate have b een analyzed in SPSS packet for further results and findings, to measure the gap between expectation and perception of the patients.Five dimensions of the SERVEQUAL Model selective information Analysis Reliability test presentiment Perception Reliability Statistics Cronbachs Alpha N of Items .555 22 Reliability Statistics Cronbachs Alpha N of Items .917 22 This is the reliability test of SERVEQUAL Model for hospitals in larkana. If we look around the expectation side the reliability value is 0. 555, and the value of perception is 0. 917. Means there is high reliability at perception side. So the overall questioners are effective.Descriptive Analysis Statistics Expectation tangible reliable responsiveness government agency empathy N Valid vitamin C ascorbic acid 100 100 99 wanting(p) 1 1 1 1 2 Mean 6. 31 6. 16 6. 37 6. 75 6. 34 normal 6. 25 6. 20 6. 50 6. 50 6. 40 Mode 7 7 7 7 7 Std. expiration . 550 . 618 . 661 2. 570 . 687 Statistics Perception tangibileavg reliabilitya vg responsivnessavg assuranceavg emphathyavg N Valid 100 100 100 100 100 Missing 0 0 0 0 0 Mean 4. 16 4. 58 4. 07 4. 2500 4. 1600 Median 4. 00 4. 60 4. 00 4. 000 4. 2000 Mode 4 5 4 4. 50 4. 00 Std. Deviation 1. 229 1. 107 1. 147 1. 15142 1. 14486 Above two tables are showing the mean, median, mode and standard warp of expectation and perception. The results understandably shows that the overall expectations are high than the perception, if we look to the values of mean at the expectation side is about 6 in all the variables but at the perception side it is about 4. So there is a relieve huge gap which shows that still there are people who are dis-satisfied from the function of Hospitals in Larkana.Same wise the median has averagely value is about 6. 5 in all the variables but at expectation side it is moreover 4. 5. Expectation side mode has value 7 in all the values but when it comes to perception it is only 4. Standard deviation also shows the huge difference between expectat ion of the customers and the service the perceived. These results clearly shows that there is still a gap which shows that the overall service quality of hospitals are not match or fulfill the expectations of the customers, that the main reason of increase rate of dissatisfied customers.The results also show that in assurance (knowledge and courtesy of employees and their ability to convey trust and confidence) people have more expectation but they perceived less in the Hospitals of larkana. So we can finaly cease that results are clearly showing the gap between the expectation and perception, which is huge gap. Conclusion & transaction Service quality is always a big topic to debate, because its difficult to understand and measure the service quality.We can simply define a service quality with the help of people expectation and perception about a authorized field. As much as the gap is high the service quality is negative, but if there is a low gap or expectation and perception are equal it means there is a good service quality. This study is also done for the purpose to find and measure the service quality of hospitals in the larkana, with the help of SERVEQUAL Model, which is the worldwide best way to measure the SERVICE quality.The main purpose of conducted this study is to know the overall performance of the private hospitals. Because its very necessary that customer should be satisfied from the services than they can become the loyal with that particular industry or company. After conducting this research we come to know that there is still a huge gap between the expectations of the patients and the perception that they have perceived from the hospital, so it clearly shows the performance of hospitals in larkana.The other main drawback is that hospitals are not understanding the basically needs of the customer, they shouldnt provide them those services effectively which customer want from them. So we can conclude that maintain the service quality is v ery necessary for every organization especially in the field of medical, but in Larkana after doing the research we come to know that still there is a huge gap between expectation and perception and the overall services of hospitals are not up to that level and still they need to improve a lot to satisfy their customers (Patients).BIBLIOGRAPHY http//www. serviceperformance. com/articles/33_Five_Service_Dimensions. php http//www. proserv. nu/Docs/Servqual. pdf http//eprints. utm. my/9514/1/SeyedHosseinSiadatMFSKSM2008. pdf http//www. fm-kp. si/zalozba/ISSN/1854-4231/5_195-209. pdf http//www. journal-archieves14. webs. com/1397-1408. pdf http//www. eurojournals. com/IBBA_11_10. pdf