Quantitative and Qualitative Research Essay Example | Topics and Well Written Essays - 1000 words

Quantitative and Qualitative Research - Essay Example The two journals selected include: Task Force Report on Adult Education Survey and A Statewide Survey of Special Education Administrators and School Psychologists Regarding Functional Behavioral Assessment. The surveys were carried out by the European Commission and the University of Nebraska respectively. The main aim of the adult education survey is to enhance adult education all over the world due to the competitive job market (Glaude, 2005). The European Commission found out that need to provide information to adults who want to participate in education is essential. The European Commission thought that, in a knowledgeable society, individuals need to update and complement their skills, competencies and knowledge throughout their lives. This is so as to maximize their individual development, as well as to uphold, and improve their position in the labor field. The main aim of the special education survey, on the other hand, was to study the views of special education administrator s, as well as school psychologists, concerning the extent to which educators are aware of Functional Behavioral Assessment (FBA). The survey was also to find out if the educators in this program had adequate training (Nelson, 1999). Both the surveys were well organized. The European Commission, in its adult education survey, employed professional personnel to run through various data regarding the work market to see where adults who are not educated stand (Glaude, 2005). The University of Nebraska team, on the other hand, engaged other universities to come up with its findings. These universities where: Arizona State University and University of Phoenix (Nelson, 1999). They also used other personnel from outside the university who were familiar with the Functional Behavioral Assessment program to come up with their findings. The two surveys used diverse sources to collect data. While the adult education survey used job market experts to collect its data, the special education used t eachers, doctors as well as students themselves to collect data. The adult education survey was meant to foster adults into undertaking education so as to fit into the competitive job market today. The special education survey, on the other hand, was to find ways in which students with disabilities could be incorporated into normal learning. They used methods such as interviews and Computer Assisted Personal Interviews (CAPI) to collect data. The final sampling unit according to the two surveys concentrated on carefully selected individuals (Glaude, 2005). The surveys were based on a probability sample. Their recommendations were to use a stratified sample of individuals, at least along with age and gender, as well as disability. In conclusion, according to the adult survey, it was identified that learning is one of the top determining factors in a person’s life. Hence, adult education is a central tool of achieving lifelong goals. The survey, therefore, concluded that each a dult who does not have adequate education should undertake the course (Glaude, 2005). The special education survey, on the other hand, concluded that each student with a disability should receive exceptional care at his or her studies. They need to have enhanced treatment, and attention so that they could study just like other students (Nelson, 1999). Question 2 Correlational research is research that studies the covariation of two or more variables (Research Methods,

New Revenue Streams for the National Maritime Museum Essay Example for Free

New Revenue Streams for the National Maritime Museum Essay Bishoff and Allen (2004) state that â€Å"most cultural heritage institutions are mission driven; their primary purpose is to support and promote the public good. † Just as The National Maritime Museum mission statement is â€Å"to illustrate for everyone the importance of sea, ships, time and stars and their relationship with people†. Swan (2012), explained in her presentation that â€Å"this is the largest maritime museum in the world which attracted 2. 45 million visitors in 2010 /2011 and 709. 000 visitors just at the National Maritime Museum alone†. Museum is the place for learning, education and socialisation. Sources that contribute to museums’ earned revenue include admission, gift shop, memberships, facility rentals and other variety of sources like private sector. Essentially, any product or service that is offered by the museum generates income. There is another form of revenue which is classified as unearned revenue. The main sources of unearned revenue are fundraising through individual donations and grants through any level of government. Hiring museum facilities for an event or filming is the best form of revenue. In order for the museum to remain financially viable earned revenues should be a fundamental part of the budget planning. There should be a dedicated team which is able to brain storm and look for new ways in how to contribute new revenue streams. Museum can be interesting to visit once if displays and exhibitions are not changed. As well as interactions and special events has to accommodate demand. Bearing in mind seasons, half term holidays or summer holiday is a good way start looking into additional revenue. Museum need to be creative and come to a problem from many angles at once. Advertising is an important revenue stream for helping businesses reach exactly the customers they want and increase value. Advertising can be through local newspapers at the whole Royal of Greenwich council and as well Lewisham council which is situated close by. Another form of advertising is to reach schools as through educational interest and possibility to cater this need. The leaflet or informational package can be distributed to local nurseries, primary and secondary schools. There is a pdf file available at Google website so hard copy must be available too. Another form of advertising is to develop or contribute to already existing mobile phone software application otherwise called an app. To develop the application can be costly but if the best interaction outcome can be achieved this could be the next step to advertise and market the museum. As Cooper (2012) spoke that† the task is to drive all sales and further interaction through website and media team is looking for new ways. † Smart mobile phones are widely used and are playing big part towards communication and interaction. It can serve businesses in local community and if new application is developed people will pay for it use and that is a new potential revenue stream. Another way to bring foot to the museum is to develop an additional source of technical interaction. As technology is spreading fast museums and other historical organizations need to follow new trends in order to be fashionable and appeal to various demographics. Swan (2012) showed in her presentation a ? 30 million re-development plan which was completed in 2011. With new entrance, substantial space for special exhibitions, an archive centre and upgraded visitor facilities this museum will appeal to wider audience due to his architecture and modern external look. The benefits in finishing re-development before Olympic Games 2012 give a possibility to welcome more visitors. This new entrance at the other end of the building will contribute towards visitor numbers as their will not need to walk all around to the font building to enter. To follow new technology is a good way to look into the future. One of the ways it can be done is through QR code which would be displayed next to the collected historical item. QR code online application would allow explore information via mobile phone or any other form of computerised equipment. QR codes are probably the newest version in delivering information and are most popular and flexible to use. Most businesses and individuals can interact with the museum due to their need in marketing campaigns through this premises or education. Audio guides who would deliver tour in few foreign languages as tourists are contributing highly in visitor numbers. Cooper (2012) said that Americans, Japanese, Russian, Chinese and Europeans are coming by coach in big groups, so additional language is seen as must have. Audio guides would contribute to better history understanding and at the same time there would be full interaction while at the museum. Without an additional language audio guides’ foreign visitors are not fully exploring the museum message. As this maritime museum is one of the largest in the world customer expectations are not achieved. Although Spanish, Russian, Arabic and other foreign languages can be found at the official website. For the museum to survive, their need to think of new sources of the revenue streams to obtain income. The National Maritime Museum has many activities based on educational and informational need. The interesting would be to find out how many schools are aware that this particular museum is providing interactive activities. The same would apply to local residence with young children. There are so many things to explore and do at the museum but people think that this is a place where they can get in touch with heritage by looking and reading at the displays. The museum is not the place to visit only on the rainy day. The National Maritime Museum is a very welcoming place and vide range of information can be found on their website. There is as well an interactive part were children with an adult help can make various things like sea monster mask or globe. Many interesting tasks in â€Å"Make your own† can be done at home but for the children of age 5-8 parents’ interaction would be needed. While further looking how this could be brought in to a promises the idea came to mind. Rather than having the tool in making mask or globe on line children could be doing it at the museum. There are no complicated tools or objects involved in the process and children would not be proud in taking an item home and sharing with their friends or siblings. This would as well show to parents that the museum is not just about looking at the material collected. Children at the age of 5-8 are particular excited in showing their achievements. The National Maritime Museum holds pirate day every Wednesday and Friday and there are six sessions between both days. This shows that there is an interest for schools to organise trips and bring children were they can become pirates for the day. Young boys and girls are very interested in pirates. As their imagination is full of excitement it can be further broadened by inviting them to dress up as pirate. Dressing up as a pirate would give them enjoyment and feeling that they are real characters. They can as well learn how to talk like the pirate or scrub the deck, a very hands on attraction. To achieve additional revenue to the museum, hiring the dressing up clothes could be beneficial. An example would be that just ? 2 of charge could bring around ? 120 a week and total annual revenue is more than ? 6000. This is of course if 60 children would come to this activity within the week. The dressing up outfits is not high in price and can be purchased at one of the local party shops. As pirate outfit can be urchased for around ? 15 so expenditure can be recovered in few months’ time. Another follow up using the same dressing up outfits is an idea which is designed especially for young pirates. Pirate children birthday parties can be educational and fun. While dressing up in pirate and exploring the interactive children’s gallery session and pirate treasure trail, children could have memorable event. There is Maritime History show once a week, which takes 45 minutes and cost ? 45 for up to 30 children. So ? 2 charge for costume hire will not be seen as an expensive addition to a day out. Those dressing up costumes can be used further by inviting children to have they birthday party at the museum. Providing birthday party package for the fixed price would bring additional revenue. Package would include invitations, pirate costume, packed lunch and beverage which can be served at the garden as picnic or at the premises at the upper deck depending on the weather and time of day. And cake which is a must have for every birthday party. Children birthday parties would need to be pre-booked as many birthday parties are taking place on the weekends and as Swan (2012) informed that Sunday is the busiest day a week. The National History Museum in London is providing similar services were children can experience the museum in the night. This idea is probably taken from the popular blockbuster movie â€Å"The Museum at Night†. There are not many places in the surrounding area to hold children birthday party which would appeal to wide age spectrum and provide educational as well as fun time. Ticketed entrance to a special exhibition. Museums often undervalue and under-price what they offer. Activities to under 5 years old This interaction would welcome local community people, to visit museum and see it as a place to learn and meet others. Many children and they guardians look for activities for children under 5. At this age they are interested in meeting new friends and learning new skills. So children who are not taken to nurseries or who has not yet started primary school need to interact and learn new ways in communicating and exploring the world which surround us. Special events with character appearances will contribute to visitor number. The museum already holds a music and dance activity for children under five. 30 minute interactive hand clapping and singing could be more fun if character appeared to read the book. This museum has flexibility in providing books about the sea, ships and stars which is their mission statement. The books can be covering educational aspect. As museum already has new library added to it, this to children gives flexibility to provide grate chance to introduce and develop historical skill. Information about people and their relationship with the sea and stars could be an inspiring experience and opportunity to broaden their knowledge. As from my own visit at one of those music and dance activity few years ago I remember that it was far too short and overcrowded by number of mums and children. Many parents spend 30 minutes on their journey to come and have another 30 minutes of fun. Younger children can lose interest and get board after long singing, but for older 4 to 5 years old this activity is too short. My thought on this would be to introduce art and craft activity. This is good way in teaching eye and hand coordination and children have something to take home. The art and craft activities can as well have a small monetary charge or donation, which would allow getting material needed. 3D crafts would teach children how to build ships or stars. The opportunity of 3D imaging can make all of these areas of museum activity a much richer experience. Historical images and written descriptions are not appealing to every child who is entering museum. So another way to attract interest in exploring history is through showing video footage. An example would come from five most popular collections of â€Å"Rear-Admiral Sir Horatio Nelson, 1758-1805 or The Return to Amsterdam of the Second Expedition to the East Indies on 19 July 1599†. Short visual video footage, in form of cinema, would provide feelings through history and symbolism of navigation and safety. And if that could be achieved through 3D visual experience it would provide even better understanding and give the feeling like they are actually involved at the battle. It would provide information why we need to look after the sea and why it is important. Utilize high school students as part of their work-term experience. Contact schools to encourage high school students to gain work experience through volunteering at the museum. Setting up a program of this kind could produce a predicable stream of volunteers and may decrease the need for paid staff. Book day Adult evening at The National Maritime Museum Drawing and painting classes are popular in terms of hobby or free time activity for adults. This would provide excursions to the Queens House and then take place at the upper deck at Maritime museum This is a good link in connecting art and history together. Adult only activities would need to be pre booked and would have small fee charge in order to provide equipment and tools needed in holding painting classes.

Arab Israeli War 1967

Arab Israeli War 1967 Introduction Israel and Arabs have fought a number of wars after 1947. After the creation of Israel in 14 May 1948, Arab and Israel became front to front in 1949, 1956, and 1967 and in 1973. Among all those the war of 5 -10 June 1967 also famous for six days war was the one of the major conflict. For Arabs it was the revenge and for Israel it was a war of survival. The outcome of war became a defeat for Arabs and victory for Israel. The entire Sinai Peninsula, the Golan Heights and Jordanian territory west of River Jordan including Jerusalem was captured by Israel. â€Å"This campaign taken as one of example in the history as decisive effects on striking to enemy defenses through deep penetration in very short period of time.† (Army command and staff collage, 2012). Aim The aim of this presentation is to analyze the decision making and brought out lesson learned from 1967 Arab Israel war. Historical Background Historically Arabs and Jews are sprung from the prophets Ismael and Issac both sons of prophet Abraham. Prophet Ismael is believed to be the ancestor of the Arabs while Prophet Issac became the ancestor of Jews. So for both the Palestine is holy land. The creation of Israel on 14 May 1948 was the main cause between Jews and Arabs conflicts. Arabs considered the creation of Israel as an independent State is plot against the people of Palestine by the Europeans and Americans. In 1956 Israel attack Egypt with the support of Britain and France to open Suez Canal. They occupied Gaza strip and large part of Sinai but left the area because of international pressure and 1967 war was taken as a sequel to these conflicts. Major factors for the 1967 conflict After the 1956 war there are many issues arises in this area. Arabs are looking to revenge for their loss in 1956 and for Israel it was always the survival after its creation. According to Rowman Littlefield (2000) some of the important factors, which contributed directly towards escalation of 1967 conflict, are as follows: a. Refusal of Arabs to recognize Israel as independent state. Increasing activities of Palestinian guerrillas Al- FATEH against Israel. b. Withdrawal of United Nations Emergency Force (UNEF) on 19 May 1967 that increased the already existing tension between Egypt and Israel. c. The Mutual Defense Pact signed by Egypt and Syria in 4 Nov 1966 and Jordan Egypt Defense Agreement on 30 May 1967 that strategically threaten the Israel d. Closing of Channels of Tiran that cut off the Israeli access to Red sea. On which the Israelis immediately responded with a pre-emptive attack on June 5, 1967 that is starting of famous six-day war. Analyze the 1967 War Short six days war of 1967 change the big boundary in the Middle East. After this war Israelis strategic situation had changed and they became more stronger where as the Arabs faces the humiliating loss. Different historians analyzed this war in their different way. Army command and staff collage (2012) analyzed this six days war as follows. Arabs National Aim/Objectives: Arabs had set for themselves the aim of achieving political victory over Israel. To achieve this, they signed defense pacts among themselves and planned to give economic, political, psychological and military pressure to Israel. National Strategy: Ever since the creation of the Israel as independent State, the Arab’s national strategy is the destruction of it and creation of an independent Palestine. Military Strategy: The Arabs had no offensive intention at the outset. Their total emphasis was on achieving a political victory and preventing Israel from going to war. Therefore, their military strategy was: (1) Deterrence through troops concentration helping guerrilla activity and playing the card of ‘Crush Israel’, in the Arab world. (2) Force mobilization for long duration and closing of Straits of Tiran, which Israel could not able to afford. (3) If war is imposed, force Israel to fight war on three fronts, all from Sinai, Jordan and Syria. Centre of Gravity: Arabs identified Israel Defense forces as the center of gravity. But they failed to notice that within these their strength lay in their mobility. Concept of Operation: a. War on more than two fronts to keep Israelis committed in all directions. b. Initiate actions like forward concentration, guerrilla activities and closing of Straits of Tiran which will force Israel either to submit or attack the Arabs, which is politically advantageous for Arabs. c. If the war starts, involve Israel in long-drawn war of attrition and exploit their numerical inferiority. Israel National Aim/Objectives: The national aim of Israel was the survival and defense of their homeland. Their strategic concept has been to avoid war but if a war is imposed they were to go for a quick and decisive war. National Strategy: Israel had the national aim of ensuring the sovereignty and territorial integrity of their country by employing all possible instruments of national power like: military, political and diplomatic. Military Strategy: Israel military objective was offensive against Arabs for defense of their homeland. Therefore there military strategy was: (1) Surprise Arabs both at strategic and tactical level to lure them into a false sense of complacency. (2) Undertake a pre-emptive air strike to achieve complete air superiority over Sinai. (3) Undertake a pre-emptive ground offensive too. (a) Fight the war on enemy territory and seek decisive battle on their soil. (b) Have a short and decided war destroying the Egyptian forces in Sinai. (c) If Jordan and Syria also enter the war, then capture strategic objectives of West Bank of River Jordan and the Golan Heights. Center of Gravity: Israelis rightly identified that within the three Arab countries the center of gravity laid in Egypt especially its armed forces. Once Egyptian Army Is destroyed, Syria and Jordan could never initiate an offensive on their own. They accordingly dealt with the Egyptian air and ground forces first deferring Syria and Jordan for the time being. Concept of Operation: Employment of all conceivable political and psychological measures to give an impression to Arabs that Israel had been outwitted in time and space and was not in a position to under-take a major offensive. Having completely deceived the Arabs, acquire complete air superiority by under taking a pre-emptive air strike against Egyptian air bases followed by similar strikes against Jordanian and Syrian air bases. Appreciating that center of gravity lay with Egyptian Army in Sinai, Israelis decided to affect a swift dislocation of Egyptian defenses by breaking-through the critical triangle of Rafah, EI-Arish and Abu Agheila, isolate them and then carry-out destruction of the trapped enemy. Maintain initially a defensive posture against Syria and Jordan. And after secured and destroy the Egyptian side in the Sinai, concentrate forces against Jordan and Syria. Main Reason of Loss/Achievement of War Failure Threat Perception by Arabs: There are full of examples in history that whenever a nation or a commander failure to calculate the capabilities and intentions of the enemy’s he had to pay heavy price. Same here the Arabs completely misread Israeli reactions, in-spite of there own provocative actions. They failed to perceive the inherent mobility of Israeli ground forces and went wrong in their appreciation that they would be able to involve Israel into a long-drawn war of attrition on their three successive defense lines which Israel couldn’t manage. Strategy of Pre-emption by Israelis: Fully conscious vulnerability due to lack of strategic depth and multi-directional threat from Arab states, Israel had well prepared to use the option of pre-emption. Israelis knew that it would be difficult to destroy Arabs in full front war without taking initial initiative. So that they use the strategy of pre-emption for which they are fully prepared. Lessons Learnt Threat Perception: The correct visualization of enemy was very important to gain initiative in war which the Arabs failed resulting loss in war. Surprise: Surprise at strategic as well as tactical level in war is very key to achieve success. In spite of inferior in number and equipment Israeli achieve success because of there surprise not only lies on the military but at political leadership as well. Strategy of Pre-emption: Israel’s strategy of pre-emption adequately showed the importance of this strategy especially for a force inferior in number and equipment. Training: High standard mission oriented training can bring amazing results. Training is the only aspect by which one can offset the quantitative superiority of enemy as shown by Israelis in this war. Intelligence: Correct intelligence about enemy intents, capabilities and preparation has always been of paramount importance. This fact was further highlighted by these wars. Decision Theories in 1967 in War Cognitive performance: As crisis induced stress grows up and need of more effective decision making authority and bold leadership. â€Å"When stress was low, Israelis decision makers evaluated all courses properly and made decisions for their interest. And their stress increased after closing of straits, which was perceived as a threat to their basic values. During this situation also Israel’s decision makers were psychologically prone to reliance on past experience, which created a greater conceptual rigidity as a guide to coping with current threats to basic values. They seemed to be acutely aware of their complex environment. Increasing stress and fatigue during this crisis did not weaken their dimension of cognitive performance.† (Brecher and Geist ,1980). Focus on immediate objectives: We find that Israelis decision makers gave more attention to immediate than long-term objectives in this 1967 crisis. Like countering the blockade of the Straits, withdrawal of UNEF and Arabs military build up. But long-term goals and interests influenced all the decisions taken after the crisis. Brecher and Geist (1980) clustered the decisions into five stress phases corresponding to time periods. Which are detailed in table below. S.N. Stress Phases Time Periods Decisions Taken 1 Low Stress Phase Before 17 May Issue a threat of retaliation against Syria – 7 May Place the IDF on alert – 15 May Limited mobilization – 16 May 2 Rising Stress Phase 17–22 May 1967 Order further mobilization of IDF reserves – 17 May Institute large scale mobilization – 19 May Shift IDF from defensive to offensive posture – 19 May Authorize the mobilization decision – 21 May 3 Higher Stress Phase 23-27 May 1967 Postpone decision on military response to Egypt’s massing of troops- 23 May Send Foreign Minister to U.S.- 23 May Warn the U.S. that an Egyptian attack was imminent Await Foreign Ministers report on his discussions in Paris, London, and Washington- 26 May 4 Highest Stress Phase 28 May- 4 June Delay pre-emptive decision again- 28 May Renew the IDF alert- 28 May Send Director of Counter Intelligence to U.S.- 30 May Form a National Unity Government- 1 June Crystalize military plans – 2 June Launch pre-emptive air strike – 4 June 5 Declining Stress Phase After 4 June Warn Jordan against military intervention – 5 June Delay attack on Jerusalem’s Old City – 5 June Encircle the Old City – 6 June Enter to Old City- 7 June Halt IDF advance east of the Canal – 7 June Not to cross Syrian border – 7 June Delay attack on Syria -8 June Scale the Golan Heights – 9 June Accept cease fire – 10 June Rational Theory: Rational choice theory provides decision-makers choose their best options for their interest. It tell us that when faced with risk, decision makers consider the expected values and probabilities of possible outcomes and choose the option with the highest value. â€Å"For Israel and Egypt, those periods were a turbulent period of international relations. During those times both Israel and Egypt were constantly faced with â€Å"risky† decisions while at the brink of war. The decisions made by these two states, specifically the decisions to go to war, were sometimes unexpected and unexplainable given current models of rational choice.† (Kelly, 2008). Conclusion Although the 1967 Arab – Israel war was limited type of war happened only for six days, it has been the favorite subjects for military historians. This war gives real picture of saying â€Å" Offense is best form of Defense.† This war shows how leadership, wills, motivation and training count in war in spite of technology. Reference Army Command and Staff Collage. (2012). Military History Primer. Kathmandu: Army Command and Staff Collage. Brecher, M., Geist, B. (1980). Decision in Crisis: Israel, 1967 and 1973. Vol. 1. (Pg. 341-394). California: University of California. Bregman, A. (2009). Israel’s Wars: A History since 1947. Routledge. Howard, M., and Hunter, R. (2012). Israel and the Arab World: the Crisis of 1967. Routledge. Kelly, N. and Christopher, B. (2008). Ripe without warning: Israel and Egypt 1967-1973. African Journal of Political Science and International Relations. Vol. 2 (1), (Pg. 013-019). Retrieved from http://www.academicjournals.org/AJPSIRà ¢Ã¢â€š ¬Ã‚ ¨. Popp, R. (2006). Stumbling Decidedly into the Six-Day War. MIDDLE EAST JOURNAL. Vol. 60(2), (Pg. 281-309) Remnick, D. (2007). The Seventh Day: Why the Six Day War is still being fought. Sudetic, S. (2014). Pre-Emption and Israeli Decision- Making in 1967 and 1973. Routledge. Retrieved from http://www.e-ir.info/2014/03/16/pre-emption-and-israeli-decision-making-in-1967-and-1973/

Technology and Education Essay -- essays papers

Technology and Education When I first stepped foot into a Towson University classroom I was surprised by what I saw. What I saw was something I thought only belonged in corporate meeting rooms. This device I speak of was a digital overhead projector. For me this was something new and very exciting. Where I went to school the idea of technology was a television with a VCR on a rolling stand. This change in technology was far superior than I had ever imagined and this is why I was I chose this topic to research. With all of the new technology that is being produced daily and so much of it beneficial to our education system what topic could be more interesting. The three topics I would like to cover in my research are the pros and cons of technology in education, current technology being used in education, and the future of technology in the classroom. When debating on whether or not technology in education is a useful resource there are many arguments from both sides of the argument with the pro’s outweighing the cons. There are many ways that technology can improve the education of children all over the country. Using technology can improve a student’s performance when all of these factors are present, when technology provides the student a chance to work with the technology being used to teach the class. Also when the technology is directly tied into the course and when the parents and other people in the community support the technology being used. There is also the convenience factor that makes technology so useful in the classroom. With digital projectors teachers can put all of their notes onto power point slides and teach straight from those instead of having to take time to write everything on the board and if a studen... ...many more online classes and schools. Right now there are a few online schools that have proven to be very successful and many schools are offering online classes. In the upcoming years the amount of these schools and classes will without a doubt increase. Technology has and will play a vital part in education. In the past it was very difficult to teach students something other than what was in the text book or in the local library. With the advancement of technology and the internet teachers can now teach a broader range of topics that students could research on the internet. Also with all of this technology it makes the learning process simpler and somewhat more enjoyable. I don’t the world would be where it is and go where it is going without this technology, it creates a very heterogeneous society and allows people to study things they never thought they could.

Health Is the Wealth

Life is not merely to be alive but to be healthy and wealthy. Virgil says that † The greatest wealth is health† A spanish proverb says that † A man who is too busy to take care of his health is like a mechanic too busy to take care of his tools†. Two things which is always on our mind is Health and Wealth. They are of utmost importance to all of us. Health and Wealth decide the quality of life we lead. If we want to lead a happy life, wealth and health are both important. Wealth is the ability of fully experiencing life. It is true that wealth will not make a person good, but there is nobody who wants to be poor, just for being good. And as Benjamin Franklin says â€Å"Wealth is not his, that has it, but his that enjoys it†. However, there is a tendency of large number of people to run after wealth. They work to gather more and more wealth. Inthe process they ignore their health. They do not take care in eating food at the right time. In the process of gathering more wealth, they also undergo a lot of stress. So many people spend their health in gaining wealth and then spend their wealth to regain their health. Money can buy a tonic but not health, we have to do a number of things to maintain our health . Now because of lack of exercises and proper food and stress the wealth may increase but health begins to suffer. It has been proved that overwork without care for health leads to a number of diseases. Disease like stomach ulcer, obesity are due to bad eating habits. Lack of exercises and stress leads to high cholesterol, Blood pressure and heart problems. So it is better to take care of your health. If we have health, we probably will be happy and if we have both health and happiness we have all the wealth we need. Health and intellect are two blessings of life. Happiness lies first of all in health. Mahatma gandhi says that it is health that is the real wealth and not pieces of gold and silver. Taking care of one's health should be a continuous process. We should follow a routine of exercises and proper food. It is said that exercise if persued continuously help us to gain strength. We should also follow a diet that is beneficial for our health. Going on diet does not mean limiting your food. We should aim at improving the quality of our food intake. Buddha says that the secret of health for both mind and body is not to mourn the past but to live in the present moment wisely and earnestly. An Arabian proverb says that he who has health has hope and he who has hope has everything. To get rich never risk your health. For it is the truth that † HEALTH is the WEALTH of all WEALTH†

Historical Perspectives of Abnormal Psychology Essay

There is no definition of abnormal psychological which has approval by the psychological social groups. Although, knowing of ones abnormal mindset is essential in assessing personal behaviors in determining what is intended (Hansell & Damour, 2008). Abnormal social content is often looked upon as personal behavior opposing to social normality. This structure is essential in analizing the abnormal mindset and focus to accurately filter conduct presented whether unusual or usual. This paper will determine the start of what presents abnormal mindset and how the developement is originated for use scientifically. Lastly, the paper will inspect the psychodynamic, humanistic and existential, behavioral, cognitive, sociocultural, family support and biological theoretical areas important to the strength of abnormal psychology. Origins of Abnormal Psychology The development of abnormal mindset can be transcribed for thousands of years. To this date, people have evolved in specified cases of undesired conduct. Historically, unusual conduct is seen as biological, psychological outcomes seen also as supernatural factors (Hansell & Damour, 2008). The observation of unusual conduct is often believed individuals acknowledge the idea of depletion of bad spirits, devils, and intities (Hansell & Damour, 2008). As far back as the Mesolithic period, normal practices of torture would be practiced to those who displayed unusual conduct to be pardoned. Additionally, the use of exorcisms was performed to extinguish the existance of paranormal activities. Additionally, in the Roman era the chemicals in an individuals head would be released to extinguish the individuals from unusual conduct. This tyoe of consequence was passed on into the Dark Ages; Europeans viewed this conduct as psychological disease which drew evil spirits to such individuals for pos session. Torture was practiced on individuals who presented unusual behaviors, and was common to relinquish an evil spirt for centuries. Challenges to Defining and Classifying Normal and Abnormal Behavior Though an individual can present unusual conduct, he or she is viewed as one who violates expectations or rules in a society or culture (Hansell & Damour, 2008). A lack of understanding is particularly notable because of various traditions and culture is viewed differently in consideration of the beliefs of certain traditions. An example is, a typical American will eat at a fast food chain for a quick bite at the work place, whereas many cultures from euopean all the way to middle eastern will bring his or her ethnic food to ingest, but do not condone this type of conduct. On the flip side, woman in the Middle East receive harsh abuse and it is not against the law for men to treat woman this way, but in the United States it is against the law for men to abuse their woman and he will receive a criminal offense for such behavior. In other words, it depends on the culture to consider if the unusual conduct violates law or social acknowledgement, decisions are relatively complex from are a to area. Unusual conduct can affect people negatively presently, but may be viewed as usual conduct in the future. How Abnormal Psychology has evolved into a Scientific Discipline The scientific element concept within the unusuwl aspects of psychology was developed by Hippocrates, a greek doctor. Hippocrates believed biological patterns are responsible for such unusual conduct. Hippocrates believed through biological cause an individual will be more likely to be cured from such illness. Also, Hippocrates referred the brain as a componant being responsible for an individual’s intelligence, awareness and cleverness. With such reference, these components play a significant role in how an individual displays his or her conduct (Hansell & Damour, 2008). Historically, thousands of years ago, individuals who displayed unusual conduct were labled as witches, or unusual conduct would draw in devils. The frequent attendance of church would increase because of the severity of such fear of evil. Following, the enligtenment era develoloped where unusual conduct was analysed throughly before considered a consequence for various discrepancies of an individuals brain f unctions, an acceptance was generally regarded as a psychological disease that accounted for the use of various remedies that were implemented (Hansell & Damour, 2008). Development of Abnormal Psychology: Biological and Theoretical Perspectives Unusual psychology on a biological viewpoint invests with the unusual acts that rooy from an inbalance within the brain. The use of psychotropic medications are used on a theraputic regimen to help elliviate symptoms; additionally, treatments used such as electro- convolsive therapy , and psychdynamic hypothisis to aid human contact on influences psychological through the unconscious mind (Hansell & Damour, 2008). For most part, an individual’s conduct is essential and is charactorized from a previous experience. Psychoanalysis is used as an approach in the theraputic needs. The use of the behavioral model is essential when conditioning is relevent. Depending on the situation, the use of operant and classical conditioning are considered (Hansell & Damour, 2008). Therefore, unusual conduct, and its reactives are performed to elleviate psychological disorders through the conditiining process and behavioral therapy to cure such disorder. In the 1960s, Albert Ellis and Aaron Beck implemented the cognitive approach to establish cognitive function using procedures to open conduct, stimulate ideas, feelings which establish personality and individual attitudes (Hansell & Damour, 2008).

Massachusetts Constitution essays

Massachusetts Constitution essays The Great Awakening was the religious revival that swept through the world in the mid 1700s. In the colonies it was the beginning of Evangelical Calvinism, and was centered mainly in the South. Johnathan Edwards was a Congregational Pastor in Northampton Connecticut. He was extremely outspoken for justification by faith alone. In essence it was Gods will that you did things a certain way. The Zenger Trial was the first victory for The Freedom of the Press. It was a libel suit brought against a printer by the name of John Peter Zenger by the then Governor of New York William Cosby. Alexander Hamilton was Zengers lawyer he argued that the people themselves were intelligent enough to determine what was real and what was false. The jury acquitted Zenger because they said that all of his information was based on truths not lies. Common Sense was an article written by Thomas Paine in 1776. If not for Zengers Trials Common Sense would have received the same treatment as Zengers New York Weekly Journal had. The Hanover Kings were a royal bloodline in England. The first one was George I. During the time of the American Revolution George II was fighting with The House Of Burgesses about his right to power. These domestic problems that Britain was having made it tough for them to keep an eye on the colonies. This allowed for the Revolution to build and eventually take place. Fort Necessity was taken from George Washington during the French and Indian War. It was a major piece of land that was militarily powerful. The war seemed hopeless for the British until William Pitt realized that the American Colonies could be the winning point of the war, so he sent in more supplies and backed the fighting here more heavily than in other areas. The tide of the war began to change culminating with the battle at The Plains of Abraham where the British forced the French to surrender and bot...

Crime in America essays

Crime in America essays Every year half a million college students are targets of bias-driven slurs or physical assaults. Every day at least one hate crime occurs on a college campus. Every minute a college student somewhere sees or hears racist, sexist, homophobic or otherwise biased words or images. No campus advertises its crimes or bias incidents; some even hide records and facts from the public eye to avoid having bad reputations. But crime happens, and its scars remain for months, sometimes years. It is, in the words of one expert, The background noise of students lives (Tolerance 1). The best way to fight campus crime is for the students to come together and fight to make a difference. Crime happens on campus, and it happens more than some people realize. Crimes and incidents happen a lot of times because it is students first-time with freedom, or first-time exposure to diverse communities. The big problem with crimes is that victims do not report what happened to them because of the fear of reprisals, embarrassment, and a belief that nothing will be done. A lot of students feel ashamed and are afraid to tell their parents. However, victims are not the only ones not reporting these crimes, college administrators and campus police departments also fail to report and investigate such crimes. The reason for this is that no college wants a reputation of any kind of criminal activity on their campuses, so denial is widespread (Tolerance 2). This was the case at Lehigh University where a 19 year old freshman Jeanne Ann Clery was brutally raped and murdered in her dorm room on April 5, 1986. What Jeanne and her parents did not know was that there were 38 viol ent crimes that happened on Lehigh campus 3 years before her murder. Jeanne parents joined together with other victims and persuaded Congress to enact the Jeanne Clery Act. The Jeanne Clery Act is the landmark federal law, or ...

Business overview of jollibee foods corporation

Business overview of jollibee foods corporation Jollibee Foods Corporation engages in the development, operation and franchising of Quick Service Restaurants (QSR). Other activities of the Group include the lease of real estate properties. The franchising segment is involved in the franchising of the Group’s QSR store concepts. The real estate segment leases store sites mainly to the Group’s independent franchisees. Jollibee is a phenomenal success story of a business. It began as a two-branch ice-cream parlour in 1975 offering hot meals and sandwiches and became incorporated in 1978 and signify the birth of the revolutionised fast- food in the Philippines and it was the first fast food chain to break the 1 billion pesos sales mark in 1989 as well as the first food service company to be listed in the Philippine Stock Exchange in 1993. When it comes to Filipinos, there will only be one kind of fast food restaurant that Filipinos cannot and will not trade for, and that is the Jollibee Philippine. The company provides the most mouth-watering fast-food foods. Jollibee did not start on selling hamburgers or chickens but was first started as an ice cream parlour at Cubao in 1975 by Tony Tan Caktiong with â€Å"Jolibe† as the original name selling ice-cream rather than burgers. The two original products of the company were named as â€Å"Yumburger† and â€Å"Chickenjoy†.   Jollibee’s phenomenal growth owes much to its strict and committed adherence to high standards and organisational objectives as symbolized by â€Å"F.S.C.†: Food- everything served to the public must meet the company’s excellence standards or it will not be served at all. Service- must be fast and courteous Cleanliness- from kitchen to utensils must always be maintained. POSITIONING Jollibee dedicated its continuous success to the Filipinos who have been there from the very start. Jollibee is so well-loved every time a new store opens, especially overseas. It is a stronghold of heritage a nd monument of Filipino victory. The company has an American-style fast-food chain with Filipino-influenced dishes specialising in burgers, spaghetti, chicken and some local Filipino dishes. In the Philippines, Jollibee serves Coca-Cola products for its beverages; in overseas markets, the chain serves Pepsi products. It’s kind of a Filipino version of McDonald’s. It may be a little different for Americans or Europeans who are use to the McDonald’s hamburger meal. The beef tastes a lot different at Jollibee. Jollibee Foods Corporation is not a household name when it comes to the global market. But in the Philippines, it’s the king of the burger market. One industry analyst said â€Å"if McDonald’s is the Goliath of fast food, Jollibee is its Filipino David.† Although Jollibee is much smaller than other fast-food companies in global terms, Jollibee concentrates most of its limited resources within the Philippines.   But its primary advantage comes from simply doing a better job of giving Filipino consumers what they want.   Ã‚   To be in the position in the market JFC undertake several marketing activities to hold their market share. It will be shown on the following figures. Figure 1: JFC’s Traditional Media

What kind of coping mechanisms employees use under pressure at their Essay

What kind of coping mechanisms employees use under pressure at their job - Essay Example Slovik (2009) said that no one lives without experiencing stress. A study conducted revealed that 70 to 90 percent of the respondents experience stress at the workplace (Stress 2007). It cannot be eliminated since the workers are human beings who are affected by social and environmental factors. An individual might misinterpret another’s action causing emotional stress. It may come from a superior, the customer or even from a subordinate who does not perform according to the corporate standards. Domestic and personal problems can be brought at the workplace that make the worker easily susceptible to stress. Even the physical environment can be a source of stress. Extreme stress, however, is detrimental upon the body, personal relationship and happy life (Slowik 2009). Thus, with the inevitability of stress, the organization has to devise means to meet the problems of stress at the workplace. Even the most efficient worker under stress will perform unsatisfactorily. Poor performance will affect productivity and profitability of the company. Indeed, stress is a serious matter in any organization to take into consideration in its rules and policies. The company has to formulate policies and create a unit that would handle and manage workplace stress and stress-related scenarios. The organisation must also engage a professional with expertise on the subject that would train and inculcate upon the managerial staff on the proper way to manage stress among employees in order not to disrupt the company production and work flow. Stress can result from the demand of the tasks, the demand of the role and the structure of the organization (Khan, Raza, & Ali 2007). It refers to a person’s response to â€Å"stressors in the environment (Khan et al. 2007, p. 2). Selye (1976, cited in Khan et al. 2007) referred to it in the General Adaptation Theory as a response involving biological and physiological aspects. It also refers to

Public Health & Patient Safety Teaching in Pharmacy and Allied Health Essay

Public Health & Patient Safety Teaching in Pharmacy and Allied Health Care Curriculum (EXCEPT Medicine Schools) - Essay Example The process also involved a thorough analysis of each part of the module, include a pre-test, and a comparison of those results with the marks earned on module exams (Leedy & Ormrod, 2010). The purpose of this study was to analyse the effectiveness of the new Public Health and Patient Safety module at the University of Hertfordshire. Both areas are covered extensively by the GPhC and, as such, needed a formal place within the pharmaceutical curriculum at university. Recommendations for improving the module were made based upon initial observations and the average performance of students in key sections of the course. The design of this study revolved around the use of an in-depth questionnaire that made use of germinal research and current module information in order to elicit valid and accurate information from each responding student (Eggers & Jones, 1998). An in-depth interview was also conducted with the faculty members in which they were encouraged to give their honest feedback about the module, generally involving perceived strengths and weaknesses relative to student performance. All students were informed of the basis for their study and told that their participation was entirely voluntary. No student was forced to participate, and their eventual participation was kept confidential and anonymous at all times. This process also enabled the distribution of a pre and post survey, analysis of existing course work, and the interviews previously mentioned. The survey results indicates the possible reality that either students are entering the module already possessing much of the requisite information covered in the course, or the module is not proving effective at hitting the major concepts proposed by the GPhC. The implications of this study indicate a need to rework certain sections of the module to cover more areas that are deemed important by the GPhC, thereby better preparing undergraduate students for their exams. The interviews revealed a

Health Care Essay Example | Topics and Well Written Essays - 2250 words

Health Care - Essay Example As a result of this, there are cases where treatment for some seemingly incurable diseases was successfully done in this institution. Weaknesses - Though superb in providing health care, the Mayo Clinic had been allegedly accused of "defrauded the United States by misapplying certain grant funds from the National Institutes of Health and its parent agency (Harsh Criticism for the Mayo Foundation's Accounting Practices)." High medication fees cost is another weakness of the company. Opportunities - With its state-of-the-art medical facilities and research, Mayo Clinic has capability to dominate its market share. It is also a world leader in achieving breakthroughs and improvements in health care technology. Threats - Bioterrorism is one of the threats that infests medical institutions nowadays especially in distinguished medical institutions like Mayo Clinic. The incompatibility of applying modern IT technology to Mayo Clinic's system is another threat. 2. Leadership is a very vital component in any organization. ... Decisions come from a committee with a multi-departmental representation. Its principle in incorporating teamwork in its design is clearly reflected in its management system. Mayo Clinic has been very successful under this management system. In fact, it has been hailed numerous times for its world-class quality medical service. However, at times when snap and urgent decisions are needed, a single capable leader should do the job. Mayo Clinic should address this topic to avoid any cases where prompt and immediate action is needed. They should add a policy in the by-law stating that when cases of this nature happen, they should give the chairman the power to decide on and to implement emergency regulations. 3) There are various conditions where alliances are very risky between the parties involved. One of these is when a party's business or interest belongs to a totally different nature than that of the business nature of the alliance being formed. An example of this is when two businesses form a biotechnology firm where one party belongs to the field of health care services that has no background on medical research and the other is from the realm of software development that has no previous product line that caters to medical services. The lack of familiarity of one or both of the parties is very risky for the partnership or corporation, especially now that competition is very fierce and speed of technological improvement, very rapid. Though we can say that the learning curves of both parties are very high, still the risk of delivering quality results are high considering the time spent on learning the trade and the necessary operational know-how and wisdom that the

IKEA looks to furture Penetrate the U.S Market Case Study

IKEA looks to furture Penetrate the U.S Market - Case Study Example As such, the author of this brief marketing case study will seek to implement this approach with regards to IKEA’s proposed expansion and further integration/penetration within the United States market. According to the previously mentioned chapter’s rubric, the first letter of the DEFINE acronym states that the firm in question must define the problem. Obviously, this may seem as a simple approach; however, the reader would likely be horrified to know just how many very large and otherwise successful firms had sought to work out the problem that they saw as represented without seeking to define or recognize the full scope of the ancillary and tangential issues that were acting on the exemplification of the problem within the firm. With relation to IKEA, the definition of the problem will herein be discussed. IKEA is faced with a situation in which although its product line is understood and appreciated, there is a great deal more market engagement and customer utility that the firm can ultimately be gained should the popularity of IKEA in the United States begin to mirror that what is experienced in Europe and other markets in which it competes. As the rubric of the article in question states, the second determent in the â€Å"DEFINE† acronym is that of enumeration of the decision factors. This of course follows that once the issue has been defined the next step would be to focus upon the key hinge points that would most assist in providing a plan of action with regards to future steps. In the case of IKEA, this automatically references the ability of enumeration with regards to recognizing the key strengths and weaknesses that exist within the firm. Although one may be convinced that they should focus exclusively upon the weaknesses and outright ignore the strengths due to the fact that they are already in existence and bear little correlation to the issue at hand, this is very much the wrong approach. Rather, the correct approach of the enumeration phase is to consider both strengths and weaknesses simultaneously as a means of ensuring that weaknesses are appropriately listed so that actionable plans can be drawn to minimize or reduce entirely their existence and plans can be effected which lead to retention of the key strengths that are noted. For the case of IKEA, the key weaknesses that the article has illustrated revolve around their strong focus on sustainability, brand image, added amenities, do it yourself approach, corporate structure, and low cost structure. Likewise, the key weaknesses that should be enumerated upon are the limited promotional expenditures, weak online support, limited customization, the do it yourself approach being seen as cheap and law quality, economic conditions, demand for convenience, and the popularity of stylish cutting edge sustainable products. Within the given rubric, the next step would be to consider the relevant information that the preceding two steps have detailed. Within the case of IKEA the relevant information is the fact that the firm has been considered by many within its customer base as representing the same quality products that they might purchase at Wal-Mart or Target. Similarly, the firm should realize the most relevant information that the preceding steps of analysis has yielded is the fact that its current â€Å"thrifty† marketing concept will likely do little to re-engage customer opinion

Tradition and Dissent in English Christianity Essay

Tradition and Dissent in English Christianity - Essay Example Catholicism was the doctrine that God exists in three forms: the Father who created the world, the Son – Jesus Christ who saved it – and the Holy Spirit, who continued after the crucifixion to keep alive the belief that Christ died for us. The transmission and upholding of these beliefs were the prerogative of the clergy, and they were made accessible – if not understandable – by the creation of a familiar series of traditions enshrined in ritual: the sacraments, processions a fixed order of service based on a yearly cycle encompassing a succession of holy days, the belief that religion was central to the local community and, above all, a profusion of recognisable and reassuring objects: images of the Holy Family, the Saints, the altar, the rood and many others which were affectionately recalled by Roger Martyn and described by Dymond & Paine (1992). After the break with Rome events moved fast. In Henry’s time – despite the dissolution of the monasteries - there were few changes in church rituals which largely retained their traditional form. After his death in 1547 Protestantism was introduced, largely reinforced by the production by Archbishop Cranmer of a new â€Å"Protestant† order of service and the determination to remove Catholic rituals. When the young king Edward VI died in 1553 he was succeeded by his half-sister Mary who immediately moved to restore Roman Catholicism. This was vigorously resisted by those who had become convinced Protestants – including Cranmer who was burnt at the stake – who saw this move as dissent against the established religion. Others however with more old fashioned views welcomed the return of a traditional form of religion. However there were others who saw Roman Catholicism as fomenting dissent against Protestantism – being authoritarian, persecuting and antagonistic to England (Foxe 1563). Only five years later Elizabeth I became queen. Although a dedicated Protestant she was also an accomplished

Health Care Essay Example | Topics and Well Written Essays - 2250 words

Health Care - Essay Example As a result of this, there are cases where treatment for some seemingly incurable diseases was successfully done in this institution. Weaknesses - Though superb in providing health care, the Mayo Clinic had been allegedly accused of "defrauded the United States by misapplying certain grant funds from the National Institutes of Health and its parent agency (Harsh Criticism for the Mayo Foundation's Accounting Practices)." High medication fees cost is another weakness of the company. Opportunities - With its state-of-the-art medical facilities and research, Mayo Clinic has capability to dominate its market share. It is also a world leader in achieving breakthroughs and improvements in health care technology. Threats - Bioterrorism is one of the threats that infests medical institutions nowadays especially in distinguished medical institutions like Mayo Clinic. The incompatibility of applying modern IT technology to Mayo Clinic's system is another threat. 2. Leadership is a very vital component in any organization. ... Decisions come from a committee with a multi-departmental representation. Its principle in incorporating teamwork in its design is clearly reflected in its management system. Mayo Clinic has been very successful under this management system. In fact, it has been hailed numerous times for its world-class quality medical service. However, at times when snap and urgent decisions are needed, a single capable leader should do the job. Mayo Clinic should address this topic to avoid any cases where prompt and immediate action is needed. They should add a policy in the by-law stating that when cases of this nature happen, they should give the chairman the power to decide on and to implement emergency regulations. 3) There are various conditions where alliances are very risky between the parties involved. One of these is when a party's business or interest belongs to a totally different nature than that of the business nature of the alliance being formed. An example of this is when two businesses form a biotechnology firm where one party belongs to the field of health care services that has no background on medical research and the other is from the realm of software development that has no previous product line that caters to medical services. The lack of familiarity of one or both of the parties is very risky for the partnership or corporation, especially now that competition is very fierce and speed of technological improvement, very rapid. Though we can say that the learning curves of both parties are very high, still the risk of delivering quality results are high considering the time spent on learning the trade and the necessary operational know-how and wisdom that the

Tradition and Dissent in English Christianity Essay

Tradition and Dissent in English Christianity - Essay Example Catholicism was the doctrine that God exists in three forms: the Father who created the world, the Son – Jesus Christ who saved it – and the Holy Spirit, who continued after the crucifixion to keep alive the belief that Christ died for us. The transmission and upholding of these beliefs were the prerogative of the clergy, and they were made accessible – if not understandable – by the creation of a familiar series of traditions enshrined in ritual: the sacraments, processions a fixed order of service based on a yearly cycle encompassing a succession of holy days, the belief that religion was central to the local community and, above all, a profusion of recognisable and reassuring objects: images of the Holy Family, the Saints, the altar, the rood and many others which were affectionately recalled by Roger Martyn and described by Dymond & Paine (1992). After the break with Rome events moved fast. In Henry’s time – despite the dissolution of the monasteries - there were few changes in church rituals which largely retained their traditional form. After his death in 1547 Protestantism was introduced, largely reinforced by the production by Archbishop Cranmer of a new â€Å"Protestant† order of service and the determination to remove Catholic rituals. When the young king Edward VI died in 1553 he was succeeded by his half-sister Mary who immediately moved to restore Roman Catholicism. This was vigorously resisted by those who had become convinced Protestants – including Cranmer who was burnt at the stake – who saw this move as dissent against the established religion. Others however with more old fashioned views welcomed the return of a traditional form of religion. However there were others who saw Roman Catholicism as fomenting dissent against Protestantism – being authoritarian, persecuting and antagonistic to England (Foxe 1563). Only five years later Elizabeth I became queen. Although a dedicated Protestant she was also an accomplished

Macy Brand Essay Example for Free

Macy Brand Essay 1. Macy’s is one of very few brands in the retail business that can credibly be called an icon, and the flagship store in New York and the Macy’s Thanksgiving Day Parade are considered a commercial and cultural legacies. Since some years ago Macy’s Inc. has undertaken an extensive effort to transform Macy’s from a regional to a national brand, redefining itself. Macy’s national branding strategy is offering a more localized, personalized retail customer experience. My Macy’s is a sweeping initiative designed to embed a customer-centric orientation into every aspect of the company’s operations, and it reflects the way Macy’s wants its customers to view their personalized relationship with the company every time they interact with the brand. Macy’s believes that the aim is consistency and the key is data. To implement the kind of customer-centricity envisioned a customer data strategy was a prerequisite. So was needed to consolidate the various data repositories that had accumulated from predecessor companies, and for realizing the foundational importance of this work on a long-term macys.com need to turn to IBM to provide guidance and tools. To finish the virtually transformation macys.com worked to put in place the architectural elements needed for a 360 degree view of its customers to support a strategy of multichannel integration. 2. Considering this IT implementation Macy’s is able to know customer’s preferences and create dynamically customizes recommendations or personalized promotions and these information established a deeper level of engagement between the customers and the brand, the customer loyalty, wallet share and the sales will increase. This implementation improved the decision making and optimized the distribution center. All these benefits had make Macys’ a much more customer-centric company. 3. A data strategy was a pre-requisite towards Macy’s multichannel model to Macys’ be able to become more customer-centric. This mean, it was needed to capture customer data to enable Macys’ to interact on a more personal level with its customers. So all the previous customer’s data and a 360-degree view of the customer will personalize and enrich the customer experience in the company. To get all the information from previous data and from the 360-degree view of the customer, Macys’ turned to IBM and they provide IBMÂ  InfoSphere Information Server platform and IBM InfoSphere DataStage to integrate the multiple sources of customer data, they also provide IBM InfoSphere QualityStage to ensure that all data can be trusted and finally they provide IBM InfoSphere Warehouse Enterprise Edition to macys.com be capable to get data warehouse framework for real-time analytics. 4. To understand if this information system is strategic for the company I will do a 5 Forces of Porter analysis. According with the benefits of the IT implementation Macys’ customers will become more loyal at the brand what will minimize the bargaining power of the buyers. Working with IBM made Macys’ able to understand the evolving business needs to take the right decisions on technology and architecture, what make Macys’ more flexible to changes, and that will decrease the threat of substitutes, the bargaining power of suppliers and the threat of new entrance. With all the powerless 4 forces will influence rivalry decreasing it. To conclude, all the 5 forces have no influence on Macys’ strategy what means that this information system is strategic for the company. 5. Â  To transform Macys’ from regional to a national brand and become a more customer-centric company was need to transform in scope, the physical, logistical and organizational dimensions. According with The Venkatraman model Macys’ has achieve revolutionary levels being at the Business Scope Redefinition Degree Transformation.

Reducing Central Line-Associated Blood Stream Infections

Reducing Central Line-Associated Blood Stream Infections Literature Review: Reducing Incidences of Central Line-Associated Blood Stream Infections A bundle is a group of interventions related to a disease process, that when executed together, produce better outcomes than when implemented individually. Numerous studies done in the developed countries have shown that proper implementation of evidence based practices grouped together as central venous catheter bundle had brought a dramatic reduction in the incidence of CLABSI. Studies in developing countries had also shown high incidence of CLABSI and reduction in CLABSI rate albeit lesser than that of developed countries. Studies from India have a shown a higher incidence of CLABSI and poor adherence to central line catheter bundle. Morbidity and mortality due to CLABSI is considerably high despite underreporting of such events. The development and publication of guidelines often does not lead to changes in clinical behavior and guidelines are rarely if ever, integrated into bedside practice in a timely fashion. The most effective means for achieving knowledge transfer remains an unanswered question across all medical disciplines. Our study aims to determine the compliance with CVC bundle in management of patients in medicine wards and ICU at All India Institute of Medical Sciences New Delhi and the impact of intervention in the form of periodic physician education and feedback in compliance with CVC bundle and central line catheter related complications. Review of literature Ever since the introduction of central venous catheters in the early 1950s, it had varied uses and later numerous studies revealed that it was associated with a varied number of complications. Although mechanical complications were common in the early years of CVC use CLABSIs quickly became recognized as a serious complication associated with their usage. Central venous catheter is defined as a catheter whose tip terminates in the great vessels. The great vessels are the aorta, pulmonary artery, superior vena cava,inferior vena cava, brachiocephalic veins, internal jugular veins,subclavian veins, external iliac veins, common iliac veins,femoral veins, and, in neonates, the umbilical artery/vein. Types : Common types of central venous catheters are Non tunneled catheters, Tunneled catheters, Implantable ports, PICC. A peripherally inserted central catheter (PICC) is peripherally placed, but is considered a central catheter because its tip terminates in the central circulation. These venous catheters can also have single, double or triple lumens although single lumens are frequently used and are for intermediate to long term therapy for blood draws or infusions. Complications of CVC: Mechanical complications(4,9)include Pneumothorax is a common complication with subclavian and IJV cannulations without the use of ultrasound. The use of real time ultrasound reduces the number of attempts and associated with a significantly lower failure rate with internal jugular vein ( Relative risk 0.14, 95% confidence interval 0.06 to 0.33). Limited evidence also exists for sublclavian and femoral routes in this metanalysis. Thus the chances of pneumothorax will be greatly reduced. Pneumothorax is usually apparent immediately on Chest X rays and management may vary from simple observation to ICD placement with needle drainage needed for tension pneumothorax as emergency(11). Delayed pneumothorax is also known to occur with an incidence of 0.4%, more common with subclavian and with multiple attempts(12). Bedside ultrasonography allows diagnosis of pneumothorax to be made immediately with high sensitivity by clinician but is operator dependent(13). Misplacement of catheters occur commonly such as tip malposition or rarely such as within artery. It is common practice to assess tip position lying above carina for right sided catheters assuming pericardial reflection below carina and below carina for left sided catheters in view of acute angulation to superior venacava(14). Management varies depending on the complication such as repositioning of tip for tip malposition lying below carina or when lying with an artery, interventional radiologist or vascular surgeon opinion is sought and removed accordingly(15). Arterial injuries are more common with femoral and internal jugular rather than subclavian approach. A systematic review of complications of central venous catheters revealed significantly more arterial punctures (3.0% vs 0.5%) and less malpositions(5.3% vs 9.3%) with jugular access(16). It leads to hematoma in approximately 40% of patients. The best way to prevent arterial injury is by ultrasound assistance during cannulation(17). Other rarer complications are local hematomas,cerebrovascular accidents mostly seen with arterial injuries via internal jugular access, arrhythmias, perforation of the vein or right atrium, chylothorax, pseudo aneurysm, AV fistulas, cardiac tamponade, guidewire loss and catheter embolisation etc. have been reported. These complications largely depend on the site of insertion and on operator experience. Such complications can be prevented by ultrasound guidance and proper techniques. Infectious complications are most dreaded as it is associated with mortality rates upto 25% and in developing countries even up to 60% and prolong the duration of hospital stay and are largely preventable. Evidence based guidelines have been developed as the central venous catheter bundle which significantly decreases the incidence of infections as shown in below studies.CVC use in non ICU settings is associated with at least a 2 fold rise in infection rate than in ICU settings. However studies are very limited on the infection rates as well as on the preventive measures in non ICU settings. Thrombotic complications range from 1.2 to 3 % in subclavian veins to up to 8 to 34% in femoral cannulations. Merrer et al in a randomized control trial found significantly increased incidence of thrombotic complications(21.5% vs1.9%,p

The Knights Of The Round Table :: essays research papers

The Knights of the Round Table were noble in their actions. Sir Launcelot is a prime example of nobility of the Round Table. Throughout his life, Launcelot was unselfish, caring, and faithful to the knighthood. Launcelot was the greatest mounted warrior and was respected by all. The Knights of the Round Table were noble people.Sir Launcelot was a faithful knight. He was devoted to his work of adventure and helping the disturbed by his pledge to the knighthood. Many women throughout the kingdom craved Launcelot because of his courage. When asked, "Why is it you do not take to yourself a wife?" (p.561), Launcelot replied, "But married I will not be, for then I will have to attend my lady instead of entering tournaments and war, and riding in search of adventure." (p.561) Sir Launcelot has always had an interest in Queen Gwynevere, but he never fully persued her.Sir Launcelot proved he was not selfish in many ways throughout the story. After Launcelot defeated Sir Tarquine, he resisted the idea of looting his castle for all of Sir Tarquine's wealth. When Launcelot arrived at the castle of Tintagil, he killed the two giant guards and again he resisted in stealing their wealth. Each time, he gave the riches to the prisoners whom were captured in the castle. These occurrences show that Launcelot did not wish personal riches for himself, but wanted to complete his duties as a Knight of the Round Table by not being selfish.Sir Launcelot proved he was caring throughout the story in many ways. Launcelot defended a woman who was being attacked by Sir Percy. Launcelot killed the man responsible for this thievery saying, "For shame that a knight should so degrade his high calling." (p.561) Launcelot also showed his compassion with Sir Kay. Launcelot killed three knights who were about to attack Sir Kay. Launcelot said, "You're lives will be spared if you yield Sir Kay." (p.562) While Sir Kay slept that night, Launcelot switched his armor with Sir Kay's and rode off to fight Sir Kay's enemies to give Sir Kay a clear ride back in Launcelot's armor.

Animality and Darkness in Othello Essay -- GCSE Coursework Shakespeare

Animality and Darkness in Othello  Ã‚   An initial reading of Othello would suggest that animality and darkness are indeed in opposition to beauty and light. This view is affirmed by looking at the language and actions of Iago, 'Though I do hate him as I do hell-pains' in contrast to Desdemona, (or even the early Othello),'Not to pick bad from bad, but by bad mend.' Animality and darkness can be clearly seen in the character and more specifically the language of Iago. From the very opening of the play, curses and language which intone hate fall easily from his lips. His enigmatic declaration that 'I am not what I am' is preceded by the disturbing image that when he is sincere 'I will wear my heart upon my sleeve/For daws to peck at.' His descriptions of Othello and Desdemona's relationship are also animalistic, 'Your daughter and the Moor are making the beast with two backs'. The linguistic identity which Shakespeare gives to this character is later adopted by Othello; in essence it can be seen to permeate the play with a certain baseness which is placed in opposition to the character of Desdemona, not only in her language and actions but in the way she is constructed by others. One very clear example of this can be found within Act V Scene ii and the imagery which is used to describe Desdemona, 'that whiter skin of hers than snow/ and smooth as monumental alabaster', and in the recurrent references to light, 'thou flaming minister', 'thy former light'. Further, if one views beauty and light in this context as heavenly then the animality and darkness can be seen to correspond to that which is secular, a notion which Othello communicates in the opening speech of the final scene, placing earthly notions of justice against... ...scene and the misogynistic views of such as Iago, 'How if she be black and witty'' with the later scene of Act IV Scne iii and Desdemona's refusal to say the word 'whore', 'I cannot say whore/It does abhor me', then the dark baseness of the male world is seen in opposition and dark contrast to the innocence and naivety of Desdemona. Thus through such passages in Othello it is possible to see that 'animality and darkness are in opposition to beauty and light', in many different ways, dramatic, linguistic, thematic and conceptual and it is a conflict which it can be claimed is never resolved. Othello's suicide ends the personal conflict but the decision for the audience lies in their response to what is dark or beautiful. It is possible to see the 'tragic loading of the bed', either as the triumph of animality or the return of Venice as the good and the light.   

A Christian Perspective on Political Thought Essay

Civil disobedience is state in which people do not follow the rules and laws of a country as a form of political protest. The people who practice civil disobedience refuse to disperse; they block access to some buildings and block some roads or may disobey the laws of the country. A good example of civil disobedience in the Bible is when Jesus shut down the temple. Scholars say that this was one of the causes of his death on the cross. Civil disobedience is acceptable if the people feel they have to do it so long as they do not infringe in other people’s business. Civil disobedience did not start recently but has been in existence during the past. In the Bible, a few instances of civil disobedience can be noted. According to the Bible, Daniel disobeyed the king so that he could have the right to worship. He refused to worship as the king had instructed and decided to worship his God. This led to the king throwing him in a den of lions. This disobedience to the king and doing what he pleased can be viewed as a form of civil disobedience (2 Kings). Another instance of civil disobedience can be sited when Ester went to the king’s chamber without the king summoning her. It was a law that nobody went to the king’s chamber without being summoned. However, Ester defied the law and went to the king’s chamber (the book of Ester). In the New Testament, civil disobedience is portrayed by Peter and John. Peter had healed a lame man and this led them to be arrested by the authorities. Even after being arrested, Peter and John remain fi rm and insist that they will continue worshipping their God and preaching the gospel about Jesus (the book of Acts). Another instance is in the book of revelation when John writes and says that the Christians will go against the rule of the antichrist during the end times. He states that the Christians of that time will refuse to bow to his image. (Dictionary of Biblical Imagery 115) From the instances above, the characters that practiced civil disobedience broke some laws so that they could have their way or do what they thought was right. Civil disobedience can therefore, be viewed as a sort of rebelliousness by a person so that they can have their way. The person who practices civil disobedience can feel that he is oppressed and not allowed to do what he wants. He may result to practicing civil disobedience so that the authorities can take note of him. It is also good to note that the civil disobedience is practiced when there is a conflict between man’s laws and God’s laws. Daniel did not follow the king’s laws but followed God’s law (worshipping). Ester on the other hand went against the law of the land so that she could save her people from being killed. Civil disobedience can be taken as a course of action if the individual feels oppressed and has to follow God’s law rather than man’s law. Some people may oppose the use of civil disobedience but Christians can put civil disorder into action because of their religious beliefs (Mott 105). Christians can non-violently oppose the government that promotes evil. This implies that they can peacefully work to change the government of the country while working with the laws of that country. Besides that, the Christians may also result to civil disobedience if the laws of the land conflict with the laws of God. Good examples where this comes into action are stated earlier in this article. However, Christians are subject to the laws of the country unless they flee from that country. If they disobey the laws of the country, they will be caught and cannot escape justice. In accordance to that, the decision to use civil disorder by an individual is according to the religious beliefs of a person or what he believes is right for him but is not allowed to do it. Civil disobedience has been used by other people other than in the Bible. A good example is when Gandhi of India decided to have a salt march (Falcon 135). He rallied the people and they had a salt march due to the high taxes of the salt. The march was also a good step for the attainment of independence of India. Civil disobedience was also put into action by the leaders of the black in South Africa. They did peaceful marches and the police did not arrest them. This yielded the desired effect since Nelson Mandela was freed from prison and led the country to attain its independence. The use of civil disobedience can therefore, be termed as an important tool to voice one’s displeasure. The examples cited have shown how civil disobedience can yield results. Whenever it has been put into action, the civil disobedience yields the desired effect. Mostly, the authorities give in to the demands and the people have their way. Reference Dictionary of Biblical Imagery. Place of publication not identified: Ivp Academic, n.d.. Print. FalcoÃŒ n, y T. M. J. Civil Disobedience. Leiden [u.a.: Nijhoff, 2004. Print. Mott, Stephen C. A Christian Perspective on Political Thought. New York: Oxford University Press, 1993. Internet resource. Bottom Source document

Impact of Organizational Support for Career Development

Career Development International Emerald Article: The impact of organisational support for career development on career satisfaction Belinda Renee Barnett, Lisa Bradley Article information: To cite this document: Belinda Renee Barnett, Lisa Bradley, (2007),†The impact of organisational support for career development on career satisfaction†, Career Development International, Vol. 12 Iss: 7 pp. 617 – 636 Permanent link to this document: http://dx. doi. org/10. 108/13620430710834396 Downloaded on: 18-09-2012 References: This document contains references to 40 other documents Citations: This document has been cited by 17 other documents To copy this document: [email  protected] com This document has been downloaded 7990 times since 2007. * Users who downloaded this Article also downloaded: * Jyotsna Bhatnagar, (2007),†Talent management strategy of employee engagement in Indian ITES employees: key to retention†, Employee Relations, Vol. 29 Iss: 6 pp. 640 à ¢â‚¬â€œ 663 http://dx. doi. org/10. 1108/01425450710826122 Ans De Vos, Koen Dewettinck, Dirk Buyens, (2008),†To move or not to move? The relationship between career management and preferred career moves†, Employee Relations, Vol. 30 Iss: 2 pp. 156 – 175 http://dx. doi. org/10. 1108/01425450810843348 Marilyn Clarke, Margaret Patrickson, (2008),†The new covenant of employability†, Employee Relations, Vol. 30 Iss: 2 pp. 121 – 141 http://dx. doi. org/10. 1108/01425450810843320 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUJRAT For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service.Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www. emeraldinsight. com/authors for more information. About Emerald www. emeraldinsight. com With over forty years' experi ence, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. 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The current issue and full text archive of this journal is available at www. emeraldinsight. com/1362-0436. htm The impact of organisational support for career development on career satisfaction Belinda Renee Barnett Queensland Rail, Sandgate, Australia, and Support for career development 617 Received December 2006 Revised July 2007 Accepted August 2007Lisa Bradley School of Management, Queensland University of Technology , Brisbane, Australia Abstract Purpose – The purpose of this study was to examine the relationship between organisational support for career development (OSCD) and employees’ career satisfaction. Based on an extended model of social cognitive career theory (SCCT) and an integrative model of proactive behaviours, the study proposed that career management behaviours would mediate the relationship between OSCD and career satisfaction, and between proactive personality and career satisfaction.Design/methodology/approach – Public and private sector employees (N ? 90) participating in career development activities completed a survey regarding their proactivity, OSCD, career management behaviours and career satisfaction. Findings – OSCD, proactive personality and career management behaviours were all positively related to career satisfaction and career management behaviours mediated the relationship between proactive personality and career satisfaction. There wa s no support for the career management behaviours mediating between OSCD and career satisfaction.Research limitations/implications – This study provided support for the extended SCCT model by testing a subset of its proposed relationships using a cross-sectional approach. The sample surveyed (employees participating in career development activities) and the large proportion of full-time employees, may limit the generalisability of the ? ndings. Future longitudinal research could more fully test the relationships proposed by the extended SCCT model and include a greater representation of part-time and casual employees. Practical implications – The results suggest that there are bene? s for organisations and individuals investing in career development.. First, from an organisational perspective, investing in OSCD may enhance employees’ career satisfaction. Second, employees may enhance their own career satisfaction by participating in career management behaviours. Originality/value – This study integrated the predictions of two models (an extension of SCCT and a model of proactive behaviours) to test the in? uence of environmental (OSCD) and individual difference (proactive personality) variables on career satisfaction. Exploring how organisational and individual variables together in? ence career satisfaction provides a more balanced approach to theoretical development. Keywords Career satisfaction, Human resource management, Employee development, Career management Paper type Research paper Changes in the economic, technological and business environment during the last two decades have signi? cantly impacted people’s career attitudes and experiences (Hall, 2002; Pinnington and Lafferty, 2003). These environmental changes have contributed to the Career Development International Vol. 12 No. 7, 2007 pp. 617-636 q Emerald Group Publishing Limited 1362-0436 DOI 10. 1108/13620430710834396CDI 12,7 618 establishment of a new psycholog ical contract: the reciprocal obligations held by employees and employers (Hall, 2002). The predominance of organisational restructuring, de-layering and downsizing has contributed to a more ? exible or â€Å"boundaryless† career environment with expectations that individuals will self-manage their careers, rather than rely on organisational direction (Arthur et al. , 2005; Kossek et al. , 1998). Concurrently, tight labour markets in Australia and other developed countries challenge organisations in attracting, motivating and retaining employees.Australia is currently experiencing record low unemployment rates with labour shortages across many industries, including the trades, engineering and knowledge sectors. In this competitive environment, where it is increasingly dif? cult and costly to attract employees with the necessary skills, organisations need to convince employees that their organisation provides more opportunities, challenges and rewards than their competitors. T his aim can be particularly challenging when the traditional rewards offered as part of the old psychological contract, such as structured career paths and job stability, are more dif? ult for organisations to provide due to the more dynamic environment in which many organisations now operate. Therefore, organisations are seeking creative ways to address this attraction, motivation and retention challenge (Erdogan et al. , 2004; Heslin, 2005). One way that organisations may meet this challenge is to support employees to develop their own careers and increase their career satisfaction. This approach is consistent with the recommendation that organisations perform a new supportive, rather than directive, role in enabling their employees’ career success (Baruch, 2006).This study proposes that organisations can adopt strategies to enhance employees’ career satisfaction and so potentially increase the organisations’ ability to attract and retain these employees. Whil e one focus of this study is on the role that organisational support can play in employees’ career satisfaction, it is important to also consider the role that individuals play in their own career success, particularly given the trend towards more individualistic career management in the last few decades (Baruch, 2006).Exploring the impact that organisational and individual difference variables have on career satisfaction will result in a more comprehensive understanding of these relationships and also offers the opportunity to merge the two, often distinct perspectives provided by (worker-focused) vocational psychology and (employer focused) organisational psychology (Lent and Brown, 2006). An extended model of Social cognitive career theory (SCCT) has recently been proposed which predicts how contextual and individual personality, cognitive and behavioural variables predict vocational satisfaction (Lent, 2004, 2005; Lent and Brown, 2006).To date, versions of this extended m odel have only examined the academic satisfaction of college students (Lent et al. , 2005) and there is a strong need for further study with employed workers (Lent and Brown, 2006). Therefore, this study will explore the relationship between an environmental support variable, organisational support for career development (OSCD) and employee career satisfaction.In addition, a mediating relationship proposed by SCCT, via participation in goal directed activities (individual career management behaviours) will be explored. Since this recently extended model of SCCT emphasises an approach to unify personality and environmental perspectives, previous studies of university students tested how extraversion and positive affect ? t the model (Lent et al. , 2005). The current study builds on past research by exploring how another important personality variable (proactive personality) impacts career satisfaction.By incorporating the predictions of the model of proactive behaviours (Crant, 2000) , and the extended SCCT model (Lent and Brown, 2006), this study will also explore whether career management behaviours mediate the relationship between proactive personality and career satisfaction. Greater understanding about the mediating mechanisms by which environmental and personality variables impact career satisfaction will contribute to a more comprehensive understanding of career satisfaction and support the development and testing of the extended SCCT model.Organisational career management is a risk management process (Baruch, 2006). Therefore, examining the relative contribution that OSCD makes to employee career satisfaction can assist organisations in determining whether investment in supporting employee career development will derive adequate bene? ts and enable organisations to better design career development strategies to achieve desired outcomes. From an employee perspective, understanding how personality, behavioural and environmental factors function together ma y offer the opportunity to assist people to become as satis? d with their careers as nature and environmental factors support (Lent and Brown, 2006). Figure 1 presents a social cognitive model aimed at understanding vocational and educational satisfaction (Lent and Brown, 2006). The model predicts paths by which social cognitive variables (e. g. self-ef? cacy, goals) function jointly with personality and environmental variables to impact work satisfaction (Lent and Brown, 2006). The model extends upon SCCT, which was originally developed to explain interest development, choice and performance in career and educational domains (Lent et al. , 1994).Exploration of this recently developed model of SCCT can contribute to the literature by helping to achieve integration on two levels (Lent and Brown, 2006). These levels of contribution will be described next. Support for career development 619 Figure 1. A process model of work satisfaction that highlights theorized interrelations among pe rsonality, cognitive, behavioural and environmental variables CDI 12,7 620 The ? rst way that this model of SCCT can contribute to the literature is to help unify the often disparate perspectives of organisational and vocational psychology (Lent and Brown, 2006).While organisational and vocational psychology researchers focus on work satisfaction, it is often with different perspectives. For example, vocational psychology tends to be clearly focused on the individual and work satisfaction is treated as an end in itself, or as a component of work adjustment (Lent and Brown, 2006; Russell, 1991). Organisational psychology, alternatively, tends to focus more on the organisational consequences of work satisfaction, such as productivity, engagement and turnover (Lent and Brown, 2006).These differing perspectives have led to largely distinct literatures, with concerns that researchers will reinvent areas of inquiry if they do not draw together learning from multiple disciplines (Baruch, 2 006; Lent and Brown, 2006; Russell, 1991) Therefore, exploring this extended SCCT model can contribute to the literature by developing closer links between vocational and organisational psychology perspectives on work satisfaction (Lent and Brown, 2006).Exploring this SCCT model can also contribute to building a more comprehensive understanding of work satisfaction by considering how cognitive, behavioural, personality and environmental factors jointly impact work satisfaction (Lent and Brown, 2006). By incorporating frequently studied correlates of work satisfaction into a few, broader conceptual categories, this extended model of SCCT attempts to balance comprehensiveness and simplicity in explaining the multiple in? uences on work satisfaction.While the bivariate relations contained in this model have received study, this extended model of SCCT provides a theoretical logic for predicting how these variables may function together. Since study of the extended SCCT model has focused on student samples to date (Lent et al. , 2005), this current study will also contribute to the literature by exploring how a subset of the relationships proposed by this SCCT model applies to employed workers, as recommended by Lent and Brown (2006).This study also incorporates theoretical predictions from the model of proactive behaviours (Crant, 2000) from the management literature. This model considers the antecedents (individual differences, such as proactive personality, and contextual factors, such as OSCD) and consequences (such as career success) of both general and context-speci? c proactive behaviours (Crant, 2000). The model shares similarities with SCCT, in its perspective that employees take an active role in their careers: they initiate behaviours and create favourable situations to achieve personal goals and career success (Crant, 2000).Similar to the predictions of SCCT (Lent, 2005), the model proposes that people are more likely to take actions to achieve their go als if they have access to environmental (organisational) support and resources relevant to the pursuit of these goals. Integrating the predictions from the psychological and managerial literature also builds on the recommendations of (Baruch, 2006) who urged researchers to analyse careers from a broad, multi-disciplined approach, rather than from a limited, single discipline perspective. The key elements of the model proposed in this study and its predicted pathways will be described next.The model outlined in Figure 2 integrates some of the predictions of the extended SCCT model (Lent and Brown, 2006) and the proactive behaviour model when applied to the career domain (Crant, 2000). The key classes of variables that comprise this model include: career satisfaction; OSCD – organisational support for career development; proactive personality; and career management behaviours. Support for career development 621 Figure 2. Integrated model of proactive behaviours Key model eleme nts Career satisfaction (subjective career success) While traditionally a career was considered to be con? ed to professionals or those who advanced through organisational hierarchies, today the term â€Å"career† is more broadly applied and is commonly considered to be the lifelong sequence of role-related experiences of individuals (Hall, 2002). Building on this de? nition, â€Å"career success† can be de? ned as the â€Å"positive psychological and work-related outcomes accumulated as a result of one’s work experiences† (Seibert and Kraimer, 2001, p. 2). Distinction has been made between objective and subjective indicators of career success.Objective career success refers to the work experience outcomes, such as status, promotions and salary, that are objectively observable (Seibert and Kraimer, 2001). Traditional career research focused predominantly on objective measures of career success (Gattiker and Larwood, 1988). This focus was consistent with t he predominance of hierarchical organisations where employees’ career success was largely de? ned by promotion, rank and retention (Hall and Chandler, 2005). Measuring only objective criteria of career success, however, is de? ient, since people also value subjective outcomes such as development of new skills, work-life balance, challenge and purpose (Gattiker and Larwood, 1988; Heslin, 2005). Also, having achieved objective career success does not necessarily mean that people are satis? ed with their career (Hall, 2002). Lastly, some objective career success measures appear less relevant today, since organisations are more constrained in providing these opportunities (Heslin, 2005). One way to deal with the limitations of de? ning and measuring career success using objective criteria is to supplement these with measures of subjective career success.Subjective career success Subjective career success refers to individuals’ evaluation of their career progress, accomplis hments and anticipated outcomes, relative to their own goals and aspirations (Seibert and Kraimer, 2001). The change in focus to subjective career success, where the criterion for success is internal rather than external, is also consistent with the change in the career context where individuals are expected to self-manage their own careers rather than rely on organisational direction (Hall and Chandler, 2005; Hall and Mirvis, 1995). CDI 12,7 622Subjective career success has most often been operationalised as job satisfaction or career satisfaction (Erdogan et al. , 2004; Heslin, 2003; Ng et al. , 2005; Seibert and Kraimer, 2001). For example, in a recent review of career success studies, 20 out of a total of 49 studies operationalising subjective career success included measures of career satisfaction and 11 studies included measures for job satisfaction (Arthur et al. , 2005). Alternatively, a recent meta-analysis included only studies measuring career satisfaction to operationali se subjective career success (Ng et al. 2005). While there appears little general consensus about the relative merits of both measures, one perspective considers job satisfaction as an inadequate measure of career success, since subjective career success indicates satisfaction over a longer time frame and wider range of outcomes, such as sense of purpose and work-life balance, than job satisfaction (Heslin, 2005). We will use career satisfaction in this study. Career satisfaction measures the extent to which individuals believe their career progress is consistent with their own goals, values and preferences (Erdogan et al. 2004; Heslin, 2003; Seibert and Kraimer, 2001). Career satisfaction is often measured using the career satisfaction scale developed by Greenhaus et al. (1990). The vast majority of studies measuring career satisfaction use this scale. For example, of the 20 studies measuring career satisfaction in the review article referred to above, 14 studies used the career sa tisfaction scale (Arthur et al. , 2005) as we will do in the current research. Organisational support for career development Organisational support for areer development (OSCD) is also called â€Å"organisational career management† or â€Å"organisational sponsorship† and refers to the programs, processes and assistance provided by organisations to support and enhance their employees’ career success (Ng et al. , 2005; Orpen, 1994). The variable has been so named in this study to be consistent with the new supportive and enabling role proposed for organisations, rather than the traditional â€Å"command and control† approach taken in the past (Baruch, 2006).Referring to the extended SCCT model (Lent and Brown, 2006), OSCD belongs to a class of environmental support and resources variables that are speci? cally relevant to the pursuit of an individual’s career goals. OSCD comprises formal strategies (including career planning, training and assessment centres) and informal support such as providing mentoring, coaching and networking opportunities (Hall, 2002; London, 1988; Sturges, Guest, Conway, and Davey, 2002).Proactive personality Proactive personality or disposition is a stable individual difference construct that differentiates individuals based on the extent to which they take action to in? uence their environment. People with a proactive disposition tend to identify opportunities and act on them, persevering until meaningful change occurs in their environment (Crant, 2000). Proactive personality has demonstrated signi? cant positive relationships with career satisfaction and career management behaviours (Chiaburu et al. , 2006; Seibert et al. , 2001).Career management behaviours Career management behaviours are the actions that individuals take to achieve their career goals. These behaviours occur when individuals choose to initiate and intervene in their career situation in such a way that the individual acts in a desir ed direction, rather than responding passively to an imposed change (Crant, 2000). These behaviours are referred to alternatively as â€Å"career enhancing strategies† (Nabi, 2003), â€Å"context-speci? c proactive behaviours† (Crant, 2000) and â€Å"career goal-directed activities† (Lent, 2004).These behaviours include career exploration and planning, skills development, networking and promoting one’s achievements (Claes and Ruiz-Quintamilla, 1998; Kossek et al. , 1998; Nabi, 2000, 2003; Noe, 1996; Orpen, 1994). Pathways to career satisfaction The model outlined in Figure 2 proposes that contextual or environmental factors (such as OSCD) can in? uence the career satisfaction of employees by enhancing employees’ participation in career management behaviours. The model also proposes that stable individual differences, such as proactive personality, also in? ences career satisfaction via career management behaviours: people with a proactive dispositi on are more likely to engage in career management behaviours and be more satis? ed with their careers. Each of the paths proposed in the model will now be discussed. OSCD and career satisfaction A goal-speci? c environmental support and resource, such as OSCD, which provides social and material support for one’s personal goals, is likely to be a signi? cant predictor of career satisfaction (Lent and Brown, 2006).Conversely, the absence of such supports, or presence of contextual obstacles, is likely to impede goal progress and reduce satisfaction. This direct link to career satisfaction is predicted in the extended model of SCCT (Lent and Brown, 2006), and in this study’s model. To date, the evidence about the amount of variance in career satisfaction explained by OSCD is mixed (Ng et al. , 2005). This variability could partly be explained by the lack of empirical research testing theoretical models that uniquely predict subjective career success (Ng et al. 2005; Seibe rt et al. , 2001; Wayne et al. , 1999). For example, many studies examining the in? uence of OSCD on career success make similar predictions for both objective and subjective career success and control for variables that have a greater relationship with objective than with subjective career success. Lack of research which makes this distinction is of particular concern, since recent meta-analytic results suggest that there is a signi? cant difference between the predictors of objective and subjective career success (Ng et al. , 2005). Speci? ally, OSCD (including career sponsorship, supervisor support and training and development opportunities) and stable individual differences (such as proactive personality) were more strongly related to career satisfaction than to salary and promotion, measures of objective career success (Ng et al. , 2005). Support for the relationship between OSCD and career satisfaction was provided in two recent meta-analyses (Allen et al. , 2004; Ng et al. , 2005). Signi? cant positive relationships were found between mentoring and employee career satisfaction, with effect sizes ranging from 0. 1 to 0. 29 across up to ten studies (Allen et al. , 2004). Signi? cant effect sizes ranging from 0. 38 to 0. 46 were also found between OSCD (career sponsorship, supervisor support and training and development opportunities) and career satisfaction across up to 18 studies (Ng et al. , 2005). Analyses showed however, that the meta-analytic correlations between self-report measures were signi? cantly higher than correlations between self-report and objective measures, suggesting that percept-percept bias may be in? ating these correlations (Ng et al. 2005). Support for career development 623 CDI 12,7 624 Moderate support for a positive relationship between OSCD and employee career satisfaction was also found in two cross-sectional studies, comprising employees from private and public sector organisations in the United Kingdom and Israel (Orpen, 199 4; Pazy, 1988). In both studies, the items developed to represent characteristics of an effective organisational career management system loaded on three factors: career management policies, employee career development and career information.Together, theoretical predictions and empirical ? ndings lead to the study’s ? rst hypothesis: H1. OSCD will be positively related to career satisfaction. Career management behaviours and career satisfaction Participating in career management behaviours that are directed at achieving personally valued goals in the career domain are also expected to promote an individual’s career satisfaction and success (Crant, 2000; Lent and Brown, 2006).Pursuing personally relevant goals is a key way that people can contribute to their own wellbeing and enables the exercise of personal agency in career satisfaction. To the extent that an individual can set and work towards their own goals and perceive that they are making progress, they are capab le of promoting their own career satisfaction (Lent and Brown, 2006). Meta-analytic support also exists for the positive relationship between individual career management behaviours and career satisfaction (Ng et al. , 2005). Signi? cant effect sizes of 0. 33 and 0. 8 were found respectively for career planning and employee networking behaviour on career satisfaction across up to eight studies (Ng et al. , 2005). While most studies exploring these relationships are cross-sectional, there is also support for the positive impact of career management behaviours on subjective career success three years later (Wiese et al. , 2002). Wiese et al. (2002) surveyed 82 young German adults (age range 28 to 39 years) employed in a range of professions including physicians, lawyers, scientists, bank employees, hotel managers and police of? ers The study measured participants’ career management behaviours and their subjective success in the work domain (career satisfaction) at Time 1 and th ree years later. Participants’ career management behaviours at Time 1 predicted 14 per cent of the variance in participants’ career satisfaction three years later, after controlling for career satisfaction at Time 1. Career management behaviours at Time 1 however, did not predict signi? cant additional variance in career satisfaction when career management behaviours at Time 2 were also considered.The predictions of SCCT and the model of proactive behaviours, supported by these meta-analytic and longitudinal results, lead to the study’s second hypothesis: H2. Career management behaviours will be positively related to career satisfaction. Mediating role of career management behaviours between OSCD and career satisfaction The extended model of SCCT predicts that in addition to a direct relationship between OSCD (goal speci? c environmental resources) and career satisfaction, OSCD may also indirectly impact satisfaction via goal pursuit (career management behaviour s) (Lent and Brown, 2006).The model of proactive behaviours also predicts that the presence of contextual factors, such as organisational support and resources, will facilitate an individual’s proactive career behaviours and career success (Crant, 2000). While there is indirect support for the impact of OSCD on individual career management behaviours (Kossek et al. , 1998; Noe, 1996), empirical evidence for the mediating role of career management behaviours between OSCD and career satisfaction is limited (Nabi, 2003). For example, in two recent studies of university students conducted by the same research team (Lent et al. 2005), one study found support for this mediating relationship, while the second study did not. In the ? rst study of 177 students, signi? cant relationships were found between environmental resources and academic goal progress and between goal progress and domain satisfaction for both the academic and social domain. In the second study of 299 students a st rong predictive relationship was found between goal progress and satisfaction, but not between environmental support and goal progress (Lent et al. , 2005).Nevertheless, based on the predictions of SCCT and the integrated model of proactive behaviour, it is expected that individuals will be more likely to take actions to achieve their career goals and career satisfaction if they have access to organisational (environmental) support and resources to pursue these goals (Crant, 2000; Lent, 2005). This leads to the third hypothesis: H3. Career management behaviours will mediate the relationship between OSCD and career satisfaction. Proactive personality and career satisfaction According to the model of proactive behaviour (Crant, 2000), an individual’s disposition or personality will also in? ence the extent to which they take the initiative to engage in career management behaviours and achieve career satisfaction. Therefore, this suggests that individuals with proactive disposit ions are more likely to engage in career management behaviours and experience greater career satisfaction than individuals with lower proactive tendencies. A recent meta-analysis found that proactive personality was strongly related to career satisfaction with an effect size of 0. 38 found across three studies with over 1,000 participants (Ng et al. 2005). Signi? cant relationships between proactive personality, career management behaviours and career satisfaction were also demonstrated in a longitudinal study, which will be outlined next. A study investigating the career behaviours and strategies of 496 full-time employees found that proactive personality explained additional variance in career satisfaction, after controlling for several demographic, human capital, organisational, motivational and industry variables (Seibert et al. , 1999).Two years later, the researchers found that the relationship between proactive personality and career satisfaction was mediated by innovation, p olitical knowledge and career management behaviours (de? ned as career initiative) (Seibert et al. , 2001a). While the recently extended SCCT model does not refer to proactive personality speci? cally, it does predict that personality and affective traits will impact satisfaction directly as well as via cognitive appraisals of self-ef? cacy and environmental supports (Lent and Brown, 2006).An additional theoretical pathway suggested is that certain personality traits may affect satisfaction through behavioural means: the example given suggests that highly conscientious workers may be more likely to set, pursue and make progress towards personal goals (Lent and Brown, 2006). Similarly, it follows that highly proactive workers may be more likely to engage in career management behaviours to achieve career goals and satisfaction. The similar Support for career development 625 CDI 12,7 predictions of SCCT and the proactive behaviour model, supported by meta-analytic and longitudinal resu lts, lead to the following hypotheses: H4.Proactive personality will be positively related to career satisfaction H5. Career management behaviours will mediate the relationship between proactive personality and career satisfaction. 626 Control variables To more appropriately determine the unique in? uence of OSCD and proactive personality on career satisfaction, the study will also control for human capital variables (organisational tenure and education level), which have been found to be related to career satisfaction (Ng et al. , 2005; Seibert and Kraimer, 2001; Wayne et al. 1999). The study will explore the in? uence that environmental and individual variables (OSCD, proactive personality and career management behaviours) can provide to employee career satisfaction and examine the mechanisms by which these relationships operate. This study therefore builds on recommendations to contribute a more balanced, integrative perspective to the study of careers (Baruch, 2006; Lent and Bro wn, 2006). Method Sample The participants were 90 employees from a range of private and public sector organisations.A questionnaire was completed by 77 public sector employees and 21 postgraduate business students. Eight of the postgraduate students reported that they were currently unemployed, so they were removed from the analysis, leaving a total of 90 respondents. Of the remaining respondents, 64 per cent were female. The majority of respondents were aged between 31 and 50 years (72 per cent), with 17 per cent under 30 years and 11 per cent aged over 51 years. Most of the respondents (53 per cent) were employed with their current organisation less than ? e years, with 14 per cent having organisational tenure of six to ten years and 33 per cent over 11 years. Most of the respondents (93 per cent) were employed full-time, with 56 per cent employed in administrative and professional roles, and 40 per cent in a managerial capacity. Educational level was high, with 86 per cent of res pondents having completed either undergraduate or postgraduate tertiary study. Measures All the study variable scales were measured on a ? ve-point scale which ranged from strongly agree (1) to strongly disagree (5).Scores were reversed such that higher scores re? ected higher standing on the construct measure. All the scores for each of the items were averaged to obtain an overall measure for each of the variables. Organisational support for career development Respondents rated a ten-item organisational career management scale (Sturges et al. , 2002), indicating the extent to which they perceived OSCD. Five of the items were modi? ed slightly to re? ect a more supportive, rather than directive organisational relationship with employees. In a previous study (Sturges et al. 2002), six of the ten items loaded on â€Å"formal† OSCD (e. g. â€Å"I have been given work which has developed my skills for the future†) and four items loaded on â€Å"informal† OSCD (e. g. â€Å"I have been encouraged to obtain a mentor to help my career development†). In the previous longitudinal study, the â€Å"formal† OSCD subscale achieved an internal consistency reliability of 0. 77 at both time 1 and time 2, one year apart and the â€Å"informal† OSCD subscale achieved an internal consistency reliability of 0. 80 at time 1 and 0. 81 at time 2 (Sturges et al. , 2002).Refer to Table I for the internal consistency reliabilities for all the current study variables. Proactive personality Proactive personality was assessed with a ten-item shortened version of Bateman and Crant’s (1993) 17-item Proactive Personality scale. Seibert et al. (1999) presented evidence of the validity and reliability of the shortened scale, with the scale having demonstrated an internal consistency reliability of 0. 85 (Seibert et al. , 2001a). Respondents indicated their level of agreement with each of the statements (e. g. â€Å"I am constantly on the lookout for new ways to improve my life†).Career management behaviours Since the authors’ research did not identify one scale that examined as comprehensive a range of career management behaviours as desired, items from two scales were used. The ? rst scale measured career planning using six items developed by Gould (1979). This scale has demonstrated internal consistency reliability above 0. 7 in previous studies (Gould, 1979; Wayne et al. , 1999). Participants reported the extent to which they had career goals and plans (e. g. â€Å"I have a strategy for achieving my career goals†). Three items were stated in the opposite direction and were reverse scored.The second scale measured career self-management behaviours using 16 items (Sturges et al. , 2002). Respondents indicated the extent to which they engaged in networking (e. g. â€Å"I have arranged to be introduced to people who can in? uence my career†), visibility behaviour (e. g. â€Å"I have made my direc t supervisor aware of my accomplishments†), skills development (e. g. â€Å"I have read work-related publications in my spare time†) and mobility-oriented behaviour (e. g. â€Å"I have made plans to leave this organisation if it cannot offer me a rewarding career†). Internal consistency correlations above 0. were achieved for all of these subscales in a previous study (networking (0. 74), visibility (0. 69-0. 8) and mobility (0. 76-0. 78)), except for skills development (0. 56-0. 63) (Sturges et al. , 2002). Career satisfaction Career satisfaction was measured using the ? ve-item career satisfaction scale, which has demonstrated an internal consistency correlation of 0. 86 (Greenhaus et al. , 1990). Respondents indicated their level of agreement with each of the statements (e. g. â€Å"I am satis? ed with the progress I have made toward meeting my overall career goals†).Control variables Respondents’ demographic and human capital information was col lected with single item questions for gender, age, highest level of education completed, organisational tenure, work type (e. g. technical, professional, managerial) and employment status (full-time, part-time, casual). Support for career development 627 CDI 12,7 628 Variables – – – – 3. 65 3. 31 3. 52 3. 50 – 0. 08 0. 42 0. 22 20. 02 0. 16 20. 08 – 2 0. 28 0. 27 2 0. 08 0. 35 0. 15 – 0. 07 0. 02 2 0. 22 2 0. 17 – – – – 0. 49 0. 77 0. 54 0. 72 Table I. Correlations between variables of interest M SD 1 2 3 4 5 6 7 8 – 0. 5 2 0. 19 2 0. 18 2 0. 32 2 0. 22 2 0. 17 2 0. 03 (0. 86) 0. 04 0. 55 0. 23 (0. 90) 0. 16 0. 27 (0. 88) 0. 35 (0. 87) 1. 2. 3. 4. 5. 6. 7. 8. Gender# Age group# Education level# Tenure# Proactive personality OSCD Career management behaviours Career satisfaction Notes: correlations greater than | 0. 28 | are signi? cant at p , 0. 01; those greater than | 0. 21 | are signi? cant at p , 0. 05; internal consistency reliability for variables shown in brackets (); # nominal or ordinal scales used to measure variable, therefore mean and standard deviation not reportProcedure Public sector employees participating in internal and cross-agency career development programs were invited to complete the questionnaire during workshops, while the postgraduate business students were invited to complete the questionnaire during university classes. (The authors approached these organisations and their respective employees/students because it was expected that they would be more interested in the study’s variables of interest and subsequent results, and therefore, be more likely to participate in the study. Respondents were told that the aim of the survey was to research their career attitudes and perceptions about organisational career development. A cover letter provided background information regarding the purpose and nature of the study and emphasised con? dentiality, an onymity and voluntary participation. Participants either returned the questionnaire in an envelope at the end of the session or returned it in a reply-paid envelope addressed to the authors’ university address. To ensure anonymity, respondents were not asked to provide their names or any other identifying information.Participants were encouraged to participate by receiving a small incentive (such as a chocolate bar and/or being eligible to win a movie/meal voucher). The vouchers were awarded at the end of workshops, during which participants were given time to complete the questionnaire. Respondents who returned a completed questionnaire at the end of the workshop received a raf? e ticket. A winning ticket was then drawn from the collection of ticket butts, and the respondent with the matching ticket was given the voucher.These small incentives and the strategy used for approaching participating organisations may have resulted in the relatively high response rate of approxima tely 50 per cent. Results Means, standard deviations and internal reliability for the variables of interest are shown in Table I. An exploratory factor analysis showed that the formal and informal OSCD items loaded on one factor, accounting for 53 per cent of the variance in the factor structure. All the OSCD items were therefore averaged to form a composite OSCD score, with an internal consistency reliability of 0. 90.An exploratory factor analysis of the career management behaviours found that all items (except for the two mobility-oriented items and one networking item) loaded above 0. 30 on the ? rst factor, accounting for 30 per cent of the variance in the factor structure. A composite career management behaviour score was calculated by averaging all the items loading above 0. 30 on the ? rst factor, with an internal consistency reliability of 0. 88. The networking item and two mobility-oriented items were removed from further analyses. All the remaining scales obtained interna l consistency reliability above 0. 5 (refer Table I). The public sector and postgraduate business student samples were analysed to determine differences on demographic variables. The only signi? cant differences were that the university respondents were less likely to be female (x 2 ? 1? ? 7:52, p , 0:01) and tended to be younger (x 2 ? 3? ? 13:86, p , 0:01) than the public sector respondents. Due to there being only minor differences, the two cohorts were combined into one sample. Support for career development 629 CDI 12,7 630 Hypothesis testing H1 to H5 were analysed by conducting hierarchical egression analyses on career satisfaction. The data were checked for missing data and outliers. One multivariate outlier was identi? ed and removed from the analysis. The number of control variables used in the regression analyses was contained to meet the recommended ratio of respondents to predictor variables (Tabachnick and Fidell, 1989). H1 and H2 proposed that OSCD and career managemen t behaviours would both be positively related to career satisfaction. After controlling for education level and tenure, OSCD predicted an additional 8 per cent variance in career satisfaction (? 0:28, p , 0:01), F? 1; 85? ? 7:57. Therefore, H1 was supported. H2 was also supported. Career management behaviours predicted an additional 9 per cent variance in career satisfaction, after controlling for education level and tenure (? ? 0:33, p , 0:01), F? 1; 85? ? 8:97. H3 proposed that career management behaviours would mediate the relationship between OSCD and career satisfaction (refer Table II). The ? rst condition of mediation (as described by Baron and Kenny, 1986) requires that the independent variable, OSCD, relate to the mediating variable, career management behaviours.In the ? rst equation (refer equation 1, Table II), OSCD was not signi? cantly related to career management behaviours (? ? 0:19, p ?. 0:05, ns). H1 represented the second condition, which was met (refer equation 2, Table II), In the third equation, (refer equation 3, Table II), career satisfaction was regressed on the mediating variable (career management behaviours) along with the independent variable (OSCD). The effect of OSCD on career satisfaction remained signi? cant (? ? 0:23, p , 0:05) and career management behaviour was also signi? cantly related to career satisfaction (? 0:28, p , 0:05). For the third condition to be met, the effect of OSCD on career satisfaction would need to decrease signi? cantly. The ? rst and third conditions of mediation were not met, suggesting that career management behaviours do not mediate the relationship between OSCD and career satisfaction. Therefore H3 was not supported. H4 proposed that proactive personality would be positively related to career satisfaction. After entering the control variables (education level and tenure), proactive personality predicted 4 per cent additional variance in career satisfaction (? 0:21, p ? 0:05) F? 1; 85? ? 3:83 (refer equation 2, Table III). Therefore, H4 was supported. Dependent variable First equation CMB Second equation CSat Third equation CSat b b b 0. 31 * * 20. 13 0. 11 * * 0. 19 – 0. 14 * * 0. 04 0. 10 20. 15 0. 05 0. 28 * * – 0. 09 * * 0. 08 * * 0. 10 20. 15 0. 02 0. 23 * 0. 28 * 0. 14 * * 0. 14 * * Variable Step 1 Education level Tenure Adjusted R 2 Step 2 OSCD Career management behaviours Adjusted R 2 DR 2 Table II. Mediating role of career management behaviours between OSCD and career satisfaction Notes: *p , 0. 05; * *p , 0. 01; * * *p , 0. 01 Variable Step 1 Education level Tenure Adjusted R2 Step 2 Proactive personality Career management behaviours Adjusted R2 DR 2 Dependent variable First equation CMB Second equation CSat Third equation CSat b b b 0. 31 * * 20. 13 0. 11 * * 0. 53 * * * – 0. 36 * * * 0. 25 * * * 0. 10 20. 15 0. 02 0. 21^ – 0. 05^ 0. 04^ 0. 10 20. 15 0. 02 0. 06 0. 29 * 0. 09 * 0. 09 * Support for career development 631 Table III. Mediatin g role of career management behaviours between proactive personality and career satisfaction Notes: ^p=0. 05; *p , 0. 05; * *p , 0. 01; * * *p , 0. 001H5 predicted that career management behaviours would mediate between proactive personality and career satisfaction. In the ? rst equation, proactive personality was a signi? cant predictor of career management behaviours (? ? 0:53, p , 0:001) F? 1; 85? ? 34:98 (refer equation 1, Table III), meeting the ? rst condition. H4 represented the second condition of mediation which was also met. Both proactive personality and career management behaviours were entered in the third equation (refer equation 3, Table III). While career management behaviour was positively related to career satisfaction (? ? 0:29, p , 0:05) F? 2; 84? 4:55, proactive personality was no longer statistically signi? cant (? ? 0:06, p . 0:05, ns), meeting the third condition, Moreover, the indirect path linking proactive personality and career satisfaction through career management behaviours was signi? cant (Sobel test, z ? 2:11, p , 0:05). This suggests that career management behaviours fully mediated the relationship between proactive personality and career satisfaction, providing support for H5. Discussion This study explored the contribution that organisations and employees can make to their career satisfaction and the mechanisms by which these relationships occur.This was achieved by testing a subset of the relationships proposed by an extended model of SCCT (Lent and Brown, 2006) and an integrative model of proactive career behaviours (Crant, 2000). The study explored how proactive personality, OSCD and individual career management behaviours relate to career satisfaction. Consistent with previous research (Ng et al. , 2005; Seibert et al. , 2001a), this study found that proactive personality was signi? cantly positively related to career satisfaction. The study also found that career management behaviours mediated the relationship between p roactive personality and career satisfaction.These results support the model of proactive behaviours, which suggests that highly proactive individuals are more likely to achieve greater career satisfaction than less proactively inclined individuals, by engaging in proactive career behaviours (Crant, 2000). The results also support the theoretical proposition by Lent and Brown (2006) that speci? c personality traits (proactive personality) impact satisfaction via behavioural means (career management behaviours). CDI 12,7 632 After controlling for education level and tenure, OSCD explained a moderate 8 per cent variance in career satisfaction.This result supports the premise made by the extended SCCT model that access to goal-relevant environmental resources will be directly related to satisfaction (Lent and Brown, 2006). This ? nding also supports this study’s proposal that organisations can in? uence their employees’ experience of career success by supporting their emp loyees’ career development. Individual career management behaviour (comprising career planning, networking, skills development and visibility) was also positively related to career satisfaction.After controlling for education level and tenure, individual career management behaviour explained 9 per cent additional variance in career satisfaction. This ? nding is consistent with SCCT and the model of proactive career behaviours, since it supports the proposal that individuals taking proactive actions to achieve their career goals (engaging in career management behaviours) are more likely to experience career satisfaction (Crant, 2000; Lent, 2005). The proposal that individual career management behaviours mediated the relationship between OSCD and career satisfaction received no support, due to a non-signi? ant relationship between OSCD and career management behaviours. This ? nding is inconsistent with the extended SCCT model, which predicts that environmental resources may imp act satisfaction indirectly via their impact on goal-directed activities. The relationship between contextual factors, such as OSCD, and individual career management behaviours has received mixed empirical support. For example, Lent et al. (2005) found two different outcomes from their two different studies. The ? rst study of 177 students found a signi? ant relationship between environmental supports and resources and student progress towards their academic goals. The second study of 299 students found no direct relationship between these variables. A possible explanation for this study’s results is that individual difference variables, such as proactive personality, moderate the relationship between OSCD and career management behaviours. Given that individuals with a proactive disposition are relatively unconstrained by situational forces (Crant, 2000) it is likely that highly proactive people will engage in career management behaviours independent of the OSCD they perceive .This study possibly suffered from a restriction of range in this independent variable, since the study’s respondents (employees participating in career development programs and/or further study) are more likely to have highly proactive dispositions, and therefore engage in career management behaviours independent of their perceived OSCD. This explanation is supported somewhat by the relatively high mean score for proactive personality (3. 65 on a ? ve-point scale).Another possible reason for career management behaviours not mediating between OSCD and career satisfaction is that there are additional environmental supports and resources (such as those outside the organisation), individual difference or social cognitive variables impacting individuals’ career management behaviours which were not explored in this study. Theoretical implications This study contributes to the existing literature by exploring how environmental aspects (OSCD) and an individual difference vari able (proactive personality) together impact career management behaviours and career satisfaction.Few studies have simultaneously investigated the impacts of these variables on career satisfaction before, and doing so responds to recommendations to balance both organisational and individual perspectives in theoretical development and facilitate integration of the organisational and vocational psychology perspectives (Baruch, 2006; Lent and Brown, 2006). This study builds on previous research which tested the extended SCCT model with university students (Lent et al. , 2005), by exploring the application of a subset of its proposed relationships with employed workers.This study also incorporated conceptual predictions and empirical ? ndings from the management literature (Seibert et al. , 2001a) to test the applicability of another personality variable, proactive personality, in the extended SCCT model. Previously, positive affect and extraversion have been tested in the SCCT model (L ent et al. , 2005). The ? nding that career management behaviours mediated the relationship between proactive personality and career satisfaction provides support for the extended SCCT model’s prediction that personality traits may affect satisfaction via behavioural means (Lent and Brown, 2006).Together with the signi? cant positive relationship between OSCD and career satisfaction, this study provides support for the application of some of the extended model’s proposed relationships to employed workers. The study also has practical implications, which will be reviewed next. Practical implications While causation can not be proven, this study suggests that employees’ proactive personality, via their career management behaviours, and OSCD are signi? cantly related to employee career satisfaction. This suggests two different strategies for organisations to facilitate employees’ career satisfaction.The ? rst strategy involves recruiting employees with proac tive dispositions. While this may be more dif? cult given the tight labour market experienced currently in Australia, and many other countries, it may be possible in some countries or in some industries. The second strategy involves enhancing employees’ perceptions of OSCD by providing both formal programs and informal support for employee career development. The signi? cant positive relationship between career management behaviours and career satisfaction suggests that individuals bene? personally from engaging in these behaviours. Therefore, this ? nding suggests that OSCD initiatives that promote the individual bene? ts associated with career management behaviours and encourage employees to engage in these behaviours, may experience most success in facilitating employee career satisfaction. Study limitations As with all cross-sectional studies, causality between OSCD and career satisfaction can not be proven. Questionnaires were completed at one point in time by respondent s, so the results are also subject to common method and common source bias.As discussed above, the sample surveyed (employees participating in career development activities) is likely to be more proactively inclined than the general population, which may have restricted the range of study and limit the generalisability of the results. A large proportion of the study respondents were educated to tertiary level and employed full-time, which may also limit the generalisability of the ? ndings, particularly given the increasing participation in part-time and casual employment in Australia. The use of the career satisfaction scale to measure subjective career success may be another limitation of the study.While this standardised scale is used widely and obtains acceptable levels of internal consistency (Greenhaus et al. , 1990), it may be a de? cient measure of the subjective career success construct. The career satisfaction Support for career development 633 CDI 12,7 scale includes item s (such as satisfaction with income and advancement goals) which may not be the most important criteria used by individuals to assess their career success (Heslin, 2005). Future research Future research could be conducted with a greater representation of part-time and casual employees, and with greater variability in individual differences, such as roactive personality. Exploration of the broader relationships proposed by SCCT on a longitudinal basis could build our understanding of the nature of the relationships between individual differences, environmental, social cognitive and behavioural predictors of subjective career success. Future research could also explore the types of career management behaviours that are most valuable for. achieving important career outcomes for employees. Greater understanding of these relationships could lead to the design of interventions that better facilitate employees’ experience of career success.Conclusion This study proposed that organis ations may potentially attract, motivate and retain employees by supporting their employees’ career development. The results indicated that OSCD and employee participation in career management behaviours are positively related to employee career satisfaction. These results suggest that OSCD initiatives promoting the bene? ts associated with career management behaviours and supporting employees to participate in these behaviours may experience the most success in facilitating employee career satisfaction. References Allen, T. D. , Eby, L.T. , Poteet, M. L. , Lentz, E. and Lima, L. (2004), â€Å"Career bene? ts associated with mentoring for proteges: a meta-analysis†, Journal of Applied Psychology, Vol. 89, pp. 127-35. Arthur, M. B. , Khapova, S. N. and Wilderom, C. P. M. 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