Teacher Attrition Dissertation Example | Topics and Well Written Essays - 2500 words

Teacher Attrition - Dissertation Example The paper tells that this remains a widely acclaimed reality that maintaining a high level of teacher quality forms the critically important factor which ensures student achievement. With myriad types of demons endangering the teacher quality presently, students are consequently facing more and more problems to ensure individual academic accomplishments. The tendency of leaving schools and teaching profession by the learned and wiser teachers results in an inability to preserve an experienced teaching community and this produces many deteriorating influences on the students. What seems to come forward as a really deplorable reality is that many educational officials think that simply replacing those teachers lost to attrition by hiring new teachers could be an effective remedy. Presently, many authentic reports have denied such a fake proposition of undermining the critical nature of teacher attrition by easily hiring new teachers. Mississippi education administrators have taken a wi se decision to take the challenge of reducing the teacher attrition rates to a structural level. Still, a great deal needs to be addressed regarding the issue of teacher attrition and this research aspires to make a contribution to this ongoing effort with results based on certain questions. The fact that teachers constantly rotate with the experienced teachers leaving and new teachers entering the teaching process to leave it within a couple of years leaves the students with no proper education which seriously interferes with their academic dreams. This is exactly why teacher attrition is such a hotly debated issue and deemed to be such an emergency based situation in America for the past many years. This remains a research-based reality that high level of performance on the part of students is directly related with lower attrition rates. Teacher training plans based on longer time periods also greatly helps in provoking the teachers to continue teaching in schools and colleges wel l after the teaching training process ends. Research survey has also shown that stress plays a phenomenal role in promoting the teachers to quit teaching soon. Lack of confidence comes in handy with high level of stress and together they convince a teacher to ignore the students’ learning needs and consider them less important. This issue can be resolved significantly with the help of long teacher training processes which each teacher should be required to engage in prior to becoming a professional scholar. People come in the teaching profession with a sense of purpose very clear in their minds but due to lack of recognition, support, and salary issues, they get bound to leave much earlier than necessary thus increasing turnover rate among teachers. â€Å"Every year in the United States, schools conservatively spend $2.2 billion on the recruiting, hiring, and training of teachers to replace those who have left teaching† (Alliance for Excellent Education, 2005). Continu ous support is also found to have played a phenomenal role in reinforcing teachers’ self-esteems and their decisions to stay and continue teaching for the benefit of their students. This shows that teacher factors related to attrition come first and should not be ignored at any cost. Even a teacher being paid a top-notch salary can never be expected to continue teaching and unaffected all the time despite being discouraged and not motivated in a proper manner. In response to the first question, the factor of salary is found to be positively related with the teachers’ decision to remain in the profession and which also seems to be consistent with the past research done on the relation between salary and teachers’ decision to continue or quit teaching. â€Å"High teacher salaries result in increased commitment and

Principles of Healthcare Essay Example | Topics and Well Written Essays - 750 words

Principles of Healthcare - Essay Example Equitable access to healthcare is an important health parameter. The government and the healthcare sector have been making sincere efforts to deliver quality healthcare to all socio-economic groups. However, there is no proper definition of this concept. Most often, the principles of ethics and universal access are collectively used to define it as the provision of equal treatment to patients with the same medical requirement, regardless of all other factors including origin, ethnicity and income levels. Ashcroft (2007) terms this as the ‘horizontal equity’ in the healthcare system. Although universal and equitable access to healthcare is professed widely, patients often face numerous obstacles in benefiting from this policy. Goldsmith (2011) notes that the only way to overcome these barriers if by transcending beyond the assumptions made under universal access and coverage. He further suggests that these barriers result due to inefficiencies in the supply chain within t he healthcare system. For instance, there are wide variations in the levels of insurance coverage, cost sharing, geographical limitations and the maximum utilization capacity of hospitals and clinics. The primary objective of community participation is to ensure the involvement of everyone in the process of delivering universal healthcare (Pointer, 2009). Often, this is achieved through the promotion of public support for relevant policies and programs and also through compliance with the applicable legislation. Several governments around the world have initiated healthcare programs to engage the active participation of the people and improve transparency across the whole system. However, there are issues in policy definition and the operational methods that are used to facilitate such involvement.

The most important aspects of the human resource development Essay Example for Free

The most important aspects of the human resource development Essay We dedicate our report to our respected teacher Prof. E. Din, who taught us with the great affection and dedication and let us understand how to manage human resource at organizational levels in a proper manner and how to analyze the selection and recruiting processes. We feel proved to present this project in the hand of the scholar of the new modern era. He gave us a prestigious knowledge about the different aspects of human resources management, due to which we are able to write this report. PREFACE The primary objective of underlying the assessment review is to study the most important aspects of the human resource development and other activities and the human welfare in the result of such activities. This report is written on Shaukat Khanum Cancer Hospital and Research Centre. We will observe the human resource activities and the job analysis. ACKNOWLEDGEMENT We are very thankful to Prof. E. Din for his guidance and for giving us a project on Human Resource Management. We are grateful to Management of Shaukat Khanum Memorial Hospital for their cooperation. We would like to thank Miss. Amna, acting director HRD, who gave her precious time to provide us information on different aspects of the human resource development processes at SKMCHRC. We would not have been able to complete this project without her cooperation. SHAUKAT KHAUM MEMORIAL CANCER HOSPITAL AND RESEARCH CENTRE Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH RC) is a state-of-the-art cancer centre located in Lahore, Pakistan. It is a project of the Shaukat Khanum Memorial Trust, which is a charitable organization established under the Societies Registration Act XXI of 1860 of Pakistan. The institution is the brainchild of Pakistani cricket superstar, Imran Khan. The inspiration came after the death of his mother, Shaukat Khanum from cancer. The Hospital is a project of Shaukat Khanum Memorial Trust a non-profit legal entity established under the laws of Pakistan. The Board of Governors formulates overall policy and consists of bankers, researchers, businessmen and physicians. The hospital is managed by a professional team from clinical, administrative and nursing backgrounds. MISSION STATEMENT To act as a model institution to alleviate the suffering of patients with cancer through the application of modern methods of curative and palliative therapy irrespective of their ability to pay, the education of health care professionals and the public and perform research into the causes and treatment of cancer. Educational Programs Post-graduate training programs (recognized by College of Physicians and Surgeons of Pakistan) in the fields of: Nuclear Medicine, Radiation Therapy, Medical Oncology, Radiology, Pathology, Medicine Post-graduate training in Medicine recognized by the Royal College of Physicians (UK) Diploma Course in Oncology Nursing (recognized by the Nursing Council of Pakistan) Quarterly Basic and Advanced Cardiac Life Support Courses (BLS and ACLS) Course for Medical Technologists (EKG, PFTs and Respiratory technology) Electives for Medical Students and Physicians in training. JOB DESCRIPTION Occupational Summary: Direct and coordinate the preparation of the operational budget for Shaukat Khanum Memorial Cancer Hospital Administration; direct monitoring of fiscal operations for compliance with approved budget; implement University policies and guidelines as they relating to budget and payroll. Work Performed: Direct preparation of the annual budget for Shaukat Khanum Memorial Cancer Hospital Administration; consult with officials to determine policies, guidelines and program changes which may bear upon budget objectives; evaluate requests recommending changes, deletions and/or additions; prepare final budget for management review. Direct monitoring of revenues and expenditures for realization of and compliance with approved budget; consult with departments as necessary to deter-mine cause of major variances, remedial alternatives and effect on future operations; prepare reports for higher management with narrative explanation of deviations from approved budget. Direct financial analysis of major programs and capital projects. Review financial analysis and business plans prepared by analysts, department heads and Assistant Operating Officers for reasonableness. Provide data to Hospital Administration as necessary to assure accurate intra-institutional distributions of revenues and expenditures. Provide information to various federal, state, professional and University organizations or staff concerning Shaukat Khanum Memorial Cancer Hospital fiscal operations. Prepare various special reports for higher management. Plan and schedule departmental work, ensuring proper distribution of assignments and adequate manning, space and facilities for performance of duties. Direct departmental personnel functions including, but not limited to, hiring, rate recommendations, promotions, transfers and vacation schedules. Perform other related duties incidental to the work described herein. The above statements describe the general nature and level of work being performed by individuals assigned to this classification. This is not intended to be an exhaustive list of all responsibilities and duties required of personnel so classified. MINIMUM HIRING SPECIFICATIONS SKMCH RESEARCH CENTRE EDUCATION/TRAINING Work requires knowledge of accounting or business principles and practices generally obtained through completion of a bachelors degree program in an accounting or business-related field. Certified Public Accountant or Masters of Business Administration preferred. EXPERIENCE Work requires seven years related business or administrative experience to acquire competence in applying general accounting principles, personnel practices and coordination of major administrative functions. A masters degree in a related field, such as business or health administration, may be substituted for experience on a 1:1 basis. OR AN EQUIVALENT COMBINATION OF RELEVANT EDUCATION AND/OR EXPERIENCE SKILLS 1001 SUPERVISION 1003 BUDGET PROJECTIONS 1006 ANALYZE TRENDS 1007 INTERVIEWING SKILLS 1008 PERSONNEL PRACTICES 4105 ACCOUNTING/BOOKKEEPING 4106 DUKE PAYROLL SYSTEM 4108 OFFICE PROCEDURES 4109 DUKE ACCOUNTING SYSTEM 4112 BILLING/COLLECTIONS 4117 INSURANCE CLAIMS 4150 CORRESPONDENCE 6031 PC WORDPROCESSING SOFTWARE 6032 PC SPREADSHEET SOFTWARE 6033 PC DATABASE MGT SOFTWARE Human Resource Management Hiring Hiring Standards and Requirements Special attention should be given to hiring standards that reflect the norm of a communitys predominant group. The hiring unit must be prepared to demonstrate that its hiring standards do not automatically screen out applicants whose speech, dress, and personal work habits differ from those of the predominant group. It must be able to demonstrate that any employment tests or other job screening standards that are used, such as possession of a high school diploma, are reasonable measures of successful job performance. Hiring requirements not directly related to job performance, such as a height requirement in a position where height is not directly related to performance, are discriminatory. Employment Conditions The law against employment discrimination extends to virtually every aspect of the employer-employee relationship, including discrimination with respect to compensation, terms, conditions, or privileges of employment. Wages Discrimination with respect to compensation covers a variety of practices, such as: starting rates or merit increases based on race, color, sex, religion, or national origin rather than qualifications or performance, and different treatment of employees with respect to overtime pay opportunities when based on race, color, sex, religion, or national origin. Training and Promotion Employees of similar capabilities must be offered the same opportunities for training, promotion, transfer, and apprenticeship programs. Discriminatory Environment We maintain a working environment free of racial, sexual, or ethnic intimidation. This requirement includes positive action when necessary to redress or eliminate employee intimidation. If harassment of an employee by co-workers or a supervisor occurs, management is obligated to attempt to remedy the situation. Management must take steps to ensure that a strong non-harassment policy is observed at all levels. Work Assignments It is unlawful to give employees a disproportionately large share of the less desirable assignments or less favorable hours on the basis of race, color, sex, national origin, or religion. Facilities Facilities must be open on an integrated basis to all employees. Employer Reprisal We prohibit taking reprisals against employees who initiate, testify, or participate in proceedings against the employing institution. National Origin Discrimination Discrimination on the basis of the physical, cultural, or linguistic characteristics associated with a national origin group is prohibited. Job requirements such as fluency in English must be shown to be accurate measures of job performance and must fairly assess educational credentials from foreign institutions. In addition, a working environment must be maintained that is free from ethnic slurs, jokes, or other verbal or physical behavior which unreasonably interferes with an employees work performance. Religious Discrimination Religion is defined to include all aspects of religious observance, practice, and belief, such as: * grooming habits, * observance of mourning * Prohibition of medical examination. Reasonable accommodation may include practices such as prayer breaks, shift swaps, flexible scheduling, or change of job assignments which may differ from the employers or the potential employers requirements regarding schedules or other business-related conditions. SEX DISCRIMINATION Hiring standards are not permitted that prohibit women from: * carrying or lifting weights in excess of set limits, * working during certain night hours, * working more than a specified number of hours per day or week, or * Working for set time periods before or after childbirth. Rules that limit or restrict employment of married women but are not applicable to married men are not permitted. An employment policy that excludes applicants or employees (married or otherwise) due to pregnancy is not permitted. Testing Recruitment Policy No employee shall report to his or her work site impaired by drugs or alcohol, including drugs prescribed by a physician and over-the-counter medication. If an employee reports to his or her work site impaired by any drug or alcohol, this behavior shall be deemed unacceptable personal conduct, for which corrective action may be imposed, except that those impaired by a legally prescribed drug may be given appropriate work restrictions. Pre-Employment Testing Policy Testing for drugs and/or alcohol will be conducted on all applicants to whom an offer of employment has been extended. All offers of employment are subject to the terms and conditions of this policy. Failure to cooperate in such a test will result in a withdrawal of the offer of employment. Any applicant who refuses to submit to or tampers with a drug test shall be ineligible for hire. If the test is positive, the information will be forwarded to a Medical Review Officer for assessment. Unless satisfactory reasons exist for a positive test result (i.e. taking prescribed medications, false-positive result, etc.) the offer of employment will be withdrawn and the applicant may not reapply for employment for a period of 365 days. If the applicant suspects a false positive test result, the applicant may request a follow-up test to be administered within 48 hours. If satisfactory reasons appear for the false positive result, the individual may be subject to follow-up random testing for continued confirmation of appropriate use of medications. Test results will be reviewed in confidence by the HR Services Director or designee, (Manager of Employment), who will convey the results directly to those with a need to know. Refusal To Undergo Testing If the employee refuses testing, the supervisor should remind the employee that refusal may result in termination. If the employee continues to refuse, an immediate investigatory suspension (in accord with the Corrective Action Policy) until further notice should be implemented. If testing is accomplished, the employee should be placed on an investigatory suspension with pay until test results are received. Hiring Recruitment The Chief Executive Officer, the Chief Operating Officer, and Vice President for Human Resources are committed to hiring practices that are applied consistently and equitably, thereby demonstrating support for merit-based recruitment and selection. The Employment Office is responsible for recruitment, preliminary screening and referral to operating departments of applications for all vacancies. The Employment Office and the operating departments share responsibility for ensuring compliance with the Health Care System Equal Opportunity/Affirmative Action commitments and all applicable State and Federal policies, laws, and guidelines. The Employment Office advises departments regarding applicable policies and legal requirements. Employment counselors extend offers of employment only when department selections are consistent with policies and laws. In cases where an intra-department promotion is recommended, recruitment may be limited to current Health Care System employees. Such positions would be identified on the Employment Opportunities list as open to Health Care System employees only. The vacancy resulting from the promotion would then be open for recruitment, and subject to the priority considerations. Department of Nursing The Department of Nursing operates a separate nurse employment program for their Registered Nurses, Practical Nurses, and Nursing Assistants. Recruitment of Registered Nurses in other departments, as well as other non-licensed staff in the Department of Nursing is the responsibility of the Employment Office. The Department of Nursing is subject to all Health Care System personnel policies, including merit-based recruitment and selection. Advertising Each advertisement designed to attract candidates for staff employment must be approved in advance by the Assistant Human Resource Services Director Employment. This applies to any advertisement in any medium for any vacancy, Permanent or Temporary. Qualifications The employee or applicant must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification of the position for which the applicant has been hired. The candidate must possess the specific job-related qualifications, as stated by the hiring department, required for a particular open position. This shall apply in cases of new appointments, promotions, demotions, transfers, and reinstatements. The education and experience statements serve as indicators of the possession of identified skills know ledges and abilities and as guides to primary sources of recruitment; reasonable substitutions of formal education and job-related experience, one for the other, will be made. It is recognized that a specific quantity of formal education or number of years of experience does not always guarantee possession of the identified skills, know ledges, and abilities for every position in a class. Qualifications necessary to perform successfully may be attained in a variety of combinations. Exceptions There are two exceptions to this policy: * If an employee is demoted to a position in the same field of work the employee is automatically qualified for the lower class. * If an employee is reinstated without a break in service to a position of the same class or to a lower class in the same field of work, the employee is automatically qualified Employment Office Referrals Refers to the Employment Office any person making direct contact with the department as an applicant or as a transfer candidate from another department. The department does not grant an employment interview at the time of such direct contact. Choosing Interviews Chooses applicants to be interviewed only from those referred by the Employment Office as suitably qualified. Final Screening and Selection Conducts final screening of applicants or transfer candidates and selects the most suitably qualified candidate based upon specific job-related criteria, giving appropriate consideration to the Health Care System Affirmative Action goals and other preferences as stated below. Candidate Evaluations Completes Candidate Evaluations for all candidates whose applications are referred. Returns these forms to the appropriate Employment Counselor. Commitment Has no authority to make a commitment to any candidate for employment, classification title, salary, or salary grade. The Health Care System will not honor any such purported commitment, if made. EMPLOYMENT OFFICE RESPONSIBILITIES Posting Posts on the Employment Opportunities list all classification titles from recruitment requests (may also post working titles when doing so would clarify the type of job available). Posting shall be for a minimum of 7 working days. Forwards a copy of the list to the Workforce Resources Division of the Office of State Personnel. Applicant Selection Selects and refers to the operating department the applications of applicants who are most qualified, based on the job-related qualifications identified in the vacancy announcement. Identifies those who should receive priority consideration as required by State policy or by Federal or State laws or by the Shaukat Khanum Care System Affirmative Action Plan. Monitoring/Evaluation Human Resources staff will periodically review program data across the SKMCHRC to ensure that recruitment and selection activities are in compliance with this policy. Human Resources staff will compile an annual report of selection activity, to include analysis of the impact on demographic groups, exceptions to policy, and other relevant factors. Human Resources staff will also comply with the merit-based reporting. Trainee Appointment: * A Trainee appointment may be made to a permanent position when: * The job specification includes special provisions for a Trainee progression leading to regular appointment. * Recruitment efforts fail to attract qualified candidates. * The recommended applicant fails to meet minimum State education and experience requirements. * The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total state service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Permanent Appointment: A Permanent appointment is a permanent full-time appointment to a permanently-full-time established position when the incumbent is expected to be retained in the position on a permanent basis. A Permanent appointment shall be given when: * The requirements of the probationary period have been satisfied. * An employee in a Trainee appointment has completed all training and experience requirements. * A time-limited permanent appointment extends beyond 3 years. Individuals receiving initial appointments at the SKMCHRC must first serve in a Probationary appointment before being eligible for a Permanent appointment. Time-Limited Permanent Appointment A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. * A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. This type of appointment is distinguished from a Temporary appointment by the longer length of time, and from a regular Permanent appointment by its limited duration. Employees with a Time-Limited Permanent appointment receive leave, total state service credit, retirement and health benefits. They are not eligible for severance pay and priority reemployment consideration. Individuals receiving initial appointments to SKMCHRC must first serve in a Time-Limited Probationary appointment before being eligible for a Time-Limited Permanent appointment. Temporary A Temporary appointment is for a limited term, normally not to exceed 3 to 6 months, to a Permanent or Temporary position. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. Temporary employees do not participate in SKMCHRC benefits. Employees with a Temporary appointment do not receive leave, total state service credit, health benefits, retirement credit, severance pay, or priority reemployment consideration. Temporary employees are not subject to the corrective action policy and do not have access to the Grievance and Alternative Dispute Resolution procedure. Permanent Trainee or Time-Limited Part-Time An appointment of less than full-time to a Permanent or Time-Limited Permanent full-time position or to a Permanent or Time-Limited Permanent part-time budgeted position on a continuing basis. Employees with appointments that are 20-29 hours per week earn leave benefits (prorated), total state service credit, and, when applicable, severance pay and priority reemployment consideration. They do not receive retirement credit or health benefits; however, they may belong to the group health plan by paying their own premiums. Employees with appointments that are 30-39 hours per week for at least 9 months per year earn leave benefits (prorated), total state service credit, retirement credit, health benefits, and, when applicable, severance pay and priority reemployment consideration. Employees with appointments less than 20 hours per week earn no benefits. Part-Time Temporary An appointment of less than full-time for a limited term normally not to exceed 3 to 6 months. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKM Health Care System chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Probationary employees are not subject to the corrective action policy. Probationary employees may receive counseling following performance issues or may be terminated at will. Use of the corrective action policy on probationary employees will be voided by HR Services. Any formal corrective action documentation on probationary employees sent to HR will be returned unprocessed to the originating department. Moving To A Permanent Position When an employee is given a permanent or time-limited permanent appointment after the successful completion of either the probationary period or the trainee period. * If the initial salary is at the hiring rate or trainee rate, it shall be increased to the minimum rate of the range and may be increased to a higher rate if justified based on the employees qualifications, equity, and availability of funds. * If the initial salary is above the hiring rate, the SKMCHRC may elect to increase the salary by 5% or to a higher rate if justified based on the employees qualifications, equity, and availability of funds. Firing Employees Discontinuation Of Employment With Notice At-will appointments are subject to discontinuation at any time at the discretion of the Chief Executive, provided that such a discontinuation (as distinguished from a Discharge for Cause) shall be subject to advance timely notice as follows: * During the first year of service, 30 days prior to discontinuation of employment; and * During the second and all subsequent years of continuous service, 90 days notice prior to discontinuation of employment. Expiration Of Term Employment Term Appointments expire automatically at the conclusion of the stated term; such an employment may be renewed or extended at the SKMCHRCs option, by written notice. If the SKMCHRC chooses not to renew a Term Appointment, * With respect to a term of one year or less, no notice of intent not to renew shall be required. * With respect to a term of more than one year, notice of intent not to renew shall be transmitted in writing at least 90 days prior to the expiration of the term. Failure to provide written notice shall result in the automatic extension of employment for a period of 90 days beyond the scheduled expiration date of the term. Termination of Employment Due To Financial Exigency Employment within a Senior Administrative position for a stated definite term may be terminated prior to the expiration of the stated term because of: * Demonstrable, bona fide institutional financial exigency; or * Major curtailment or elimination of a program Financial exigency means a significant decline in the financial resources of the Health Care System that compels a reduction of the institutions budget. The determination of this situation and of major curtailment or elimination of a program shall be made by the Chief Executive, with advance notice to and approval by the Board of Directors. Discharge For Cause Causes for discharge shall include, but not be limited to: * Incompetence * Unsatisfactory performance * Neglect of duty * Misconduct that interferes with the capacity of the employee to effectively perform the requirements of his or her employment. Discharge for cause is to be preceded by written notice of the intent to discharge and is subject to the grievance procedure below. Suspension When a Senior Administrative employee has been notified of the intent to discharge him or her for cause, the Chief Executive may suspend his or her employment at any time and continue the suspension until a final decision concerning discharge has been reached. Suspension shall only be used in exceptional circumstances, and shall be with full pay. A Senior Administrative employee shall automatically be retired SKMCHRC employment (without notice) on July 1 coincident with or following his or her 60th birthday. Attendance Tardiness SKMCHRC is committed to providing the best patient care possible with its available staff. To attain this patient-oriented goal, it is important that all staff report to work as scheduled. This policy establishes standards for permanent employees, regardless of appointed hours, by which managers can determine that individual employee attendance has become a performance problem. The policy requires that supervisors maintain and regularly review attendance records. The policy assures that supervisors have consistent guidelines for the purpose of counseling, warning, suspending, demoting, or terminating an employee for unsatisfactory attendance. This policy applies to absenteeism, tardiness, and a combination of the two. Tardiness Tardiness is defined as an unexcused absence from the assigned work area of six (6) or more minutes but less than half the shift time. This includes reporting late at the start of a shift, upon return from meal breaks, and/or upon return from other breaks. This also includes leaving early prior to the end of a shift. Tardiness, for any reason, is recorded as tardiness. It is the managers obligation to assign meal breaks so that employees are aware of the appropriate meal time parameters Training Education Employee Orientation Purpose: First impressions have a profound influence on the way new employees support our mission, vision, and values. A well-designed orientation program provides a dynamic and effective way to prepare employees for work. During the orientation process, employees are introduced to essential information, including information on benefits that will continually assist them in being an active and productive part of the organization. Our most important asset is our people, and the ongoing success of the SKMCHRC is dependent upon well-trained personnel being employed in every position. SKMCHRC makes a commitment at the time of employment to welcome, inform, and train new employees. Most of this responsibility resides with the departmental manager or supervisor Orientation Program Components: There are two distinct parts to the comprehensive orientation program. The first involves a two-day orientation containing a series of general information sessions about the SKMCHRC. The second part concerns the specific job assignment, and begins at the time that any employee reports to work in a new department. Within the second part of the orientation program the employee is oriented to departmental procedures and issues. For new employees, this part of the Orientation Program is circumscribed by the Probationary Period. For transferring employees, departments may define the orientation period but it should not exceed six months. This continuum approach to orientation is designed to give the optimum number of opportunities for the new employee to learn not only about specific job duties and responsibilities, but also the way that proper job performance contributes to the overall success of the Employee, the Unit, the Department, and the SKMCHRC. General Session: All new employees attend the SKMCHRCs New Employee Orientation Program. Employees who are not eligible for benefits are not required to attend the parts of orientation related to benefit selection. New employee includes all new hires, reemployment and agency transfers. Employees involved in status change actions (i.e. change from Temporary appointment to Permanent, Part-Time to Full-Time or Full-Time to Part-Time) are not required to attend a second session of the Orientation. These employees are, however, required to make an appointment with the Benefits Office to complete the documents required to effect the change and to enroll in the desired benefits. HR Role in Orientation: The Human Resource Development (HRD) Office will coordinate the New Employee Orientation. All new employees are registered at the beginning of the orientation session. Attendance records are maintained in the HRD Office NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary Or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKMCHRC chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Qualifications The employee must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification. This applies to full-time and part-time permanent, probationary, trainees, time-limited permanent and temporary appointments. Salary Rate The hiring rate of pay for a class, or trainees rate where applicable, shall normally be paid a qualified new employee Trainee A Trainee appointment may be made to a permanent position when: the job specification includes special provisions for a Trainee progression leading to regular appointment; recruitment efforts fail to attract qualified candidates; operating needs warrant a trainee, or the recommended applicant fails to meet minimum education and experience requirements. The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Competency Assessment A systematic, ongoing, organization-wide competency assessment program ensures that the right person is performing the right job in the right way to deliver optimal patient care. Competency assessment includes the determination of qualifications, competencies, and staffing necessary to carry out the mission of SKMCHRC. Competency assessment also includes developing and implementing processes to ensure that the competence of all employees is assessed, maintained, improved and demonstrated throughout their association with the Hospital. Competency assessment integrates the processes of Position Design/Classification, Hiring, Orientation/Training/Education, and Performance Management. An effective competency assessment program requires collaboration and cooperation from all levels of management. Human Resource departments assist department managers in position design/classification (Position Management) Hiring (Employment), orientation/training/education (Employee Benefits and Human Resource Development) and performance evaluation (Position Management). The Director of Human Resources provides an annual report with aggregate data that reflects levels of competence and competence maintenance activities to the SKMCHRC Board of Directors. Department managers are responsible for the following competency assessment activities: Recommending to their Division Director a sufficient number of qualified and competent staff to provide care/service. Providing current job descriptions to Position Management. Job descriptions include job functions, specific duties, knowledge set, skills and ability required to perform the duties and minimal education and experience required, including necessary licenses, certifications, or registrations. For patient care positions, job descriptions define the necessary competencies related to the special needs and behaviors of specific age groups with whom the employee will work. Job descriptions should be reviewed annually and revised as necessary. For examples of documentation for this function, see Appendices 5 and 6. Evaluating the competence of applicants for vacant positions according to pre-determined criteria for hiring. Orienting new employees, according to policies for Employee Orientation, and documenting department-level employee orientation and Initial Skills Verification. Develop and implement a plan for assessing the ongoing competency of department staff to perform required job functions. A priority for competency assessment may be high risk, problem-prone or seldom used skills. Provide continuing education and other staff development opportunities to maintain or improve performance. Establishing policies and procedures for safe and effective use of department equipment, training of employees to use equipment, and assessing the competency of employees to use the equipment according to policies, procedures and/or predetermined performance criteria. Education Any Full-time or Part-time Permanent (scheduled to work 20 hours per week or more) employee with at least 6 months of continuous service prior to the first day of classes is eligible for tuition assistance. Eligible employees must be continuously employed through completion of the course. Employees in temporary or probationary status are ineligible for tuition assistance. Courses from any accredited high school, business school, community college, technical institute, college or university, correspondence school, or other educational source may be approved for tuition assistance. Approved courses must be directly related to improving performance in the employees present job or must be directly related to the employees profession or field of work. Courses required for completion of a job or professional-related degree program may also be approved. Courses for personal enrichment do not qualify and must be taken by employees at their own time and expense. Courses considered to be a required prerequisite for a degree program are not eligible for reimbursement under the Tuition Reimbursement Program. These prerequisite courses are eligible for reimbursement under a departments Travel Reimbursement Program, and supervisors should be approached for information and approval on these types of reimbursements. The approved course must be taken on the employees own time unless the course is not offered after working hours. For a course taken during work time, it is up to the discretion of the Department Head or designee to determine work/non-work pay time. Regardless of the pay status, eligible employees may be granted time during work hours for not more than one course per term not to exceed 5 semester hours credit when the course is not offered after working hours. Approval to take a course during working hours must be received prior to starting the course. Revised work schedules should not adversely affect departmental services or employee job performance. Tuition Assistance Request forms must be signed and dated by the employee and supervisor prior to starting the course. Eligible employees may receive reimbursement for required academic costs not to exceed the maximum amount charged within the Hospitals University program for a similar course. Reimbursement is limited to a maximum of 10 semester hours per academic term, but not for more than 20 semester hours in a fiscal year, OR for more than 4 courses in a fiscal year. Members of the Division of Nursing should obtain approval from Nursing Education and Research. Transfer Promotion System Transfer The Transfer-Promotion System provides orderly procedures for an employee to move within a department and among departments and affords career and upward mobility opportunities on a hospital-wide basis. The system is provided to help employees realize their individual career potentials and respond to the needs of underemployed persons. This system is designed to facilitate the transfer, as feasible, of employees with satisfactory records of work performance and conduct, and who possess requisite qualifications. It is not used in lieu of appropriate corrective action. Responsibility for implementation of this policy is shared by operating departments and the Employment Office. Whether a Transfer can be effected is contingent upon the existence of an opening and the employees qualifications, ability, and work performance, length of Continuous Service, and overall competitive status compared to that of other employee candidates and, as appropriate, outside applicants. For a Transfer to be effected, the employee must be selected by the operating department as most suitable for the open position. Thus, it is not possible to guarantee a Transfer to every employee requesting one. Promotion Promotion is a change in status upward documented according to customary professional procedure, resulting from assignment to a position associated with a higher pay grade. Selection should be based upon demonstrated capacity, quality, and length of service (if applicants are equally qualified). The purpose of a promotional pay increase is to reward the employee for the assumption of duties more responsible and more difficult than those in the current position. Subject to the availability of funds, salary increases, not to exceed the maximum of the range, may be given in accordance with this policy. If the employee is promoted to a position within the same class series or occupational group, the salary * May be increased by up to 5% for each grade provided by the promotion; or * May be established in accordance with the New Appointments policy Temporary Promotions Temporary promotions may be made when an employee is placed in an acting capacity for a period of time. When an employee is placed in an acting capacity, at the discretion of management and in collaboration with the Assistant Human Resource Services Director Employment, one of the following may occur: * The employee may be placed in the higher level position (if vacant) with an understanding that he or she will return to the former position and salary when the position is filled. PROFESSIONAL BUSINESS ATTIRE Appropriate good taste, good grooming, safety, and consideration for others should govern the appearance of all employees, contract employees, residents, volunteers, students, Medical Staff of Shaukat Khanum Medical Centre Hospitals, and research personnel utilizing Shaukat Khanum Medical Centre HCS facilities. Neatness and cleanliness are evidence of concern for our patients, their families, the public, and each other. Shaukat Khanum Medical Centre Health Care System believes that personal neatness and appropriate attire provide an atmosphere of professionalism and inspire confidence in our ability to deliver services. The provisions of this policy apply to all personnel operating in the Shaukat Khanum Medical Centre HCS. Department policies may specify additional requirements as appropriate for employee and patient safety. All employees, staff members, volunteers, as well as visitors to the Shaukat Khanum Medical Centre HCS shall be required to wear appropriate identification as defined in the Identification of Employees, Staff Members, Patients and Visitors Policy in the Shaukat Khanum Medical Centre Health Care System Policy Manual. An employees name and picture must be visible at eye level at all times. Uniforms Employees for whom uniforms are required for the job must wear the appropriate uniform. Alterations to the uniform or alternatives to uniforms are allowed only if prior approval has been obtained from a Department Head and if the intent of this policy is not violated. Scrub Suits Scrub suits, masks, shoe covers, and gloves should be worn only in areas designated by relevant departmental policies and only by those designated to wear them as part of their personal protective equipment. Please refer to departmental policies regarding the use of scrub suits Non-Uniform Clothing Clothing should be clean, pressed, and in good condition. Shorts (or similar attire), denim, tank tops, midriffs, revealing apparel, and the wearing of patient garb over a uniform or outerwear are considered inappropriate for the work place and are not permitted under this policy. Hats should be worn only when part of an approved uniform. Logos which identify the SKMCHRC or units within the Hospital Health Care System is the only acceptable logos to be worn on collarless shirts. Safety As required by the Occupational Safety and Health Act, the SKMCHRC shall provide appropriate personal protective equipment for employees who perform hazardous work. The equipment will protect the face, eyes, head, and extremities. The Infection Control policies and the Employee Handbook must be used to guide departmental dress requirements where appropriate. Reference the SKMCHRC Infection Control Manual and the Employee Handbook for specific guidelines. Protective equipment, shields, and respiratory devices shall be used whenever the employee has the potential of being exposed to a hazardous environment, chemical, radiation, or mechanical irritant capable of causing injury or impairment in the function of any part of the body through absorption, inhalation, or physical contact. The use of protective glasses and shoes is covered in the Personal Protective Equipment Requirements Policy in the SKMCHRC Safety Policy Manual. For safety reasons, all employees must wear shoes which are appropriate to their jobs. Grooming Standard Cleanliness is an essential part of providing high-quality service to our customers. A neat, clean, business-like and professional appearance is a requirement for all jobs. In most instances, an employee may wear his or her hair the way he or she chooses while working, as long as it remains well-trimmed, well-groomed, and business-like in appearance. Other Considerations Supervisors will inform employees if business needs warrant additional requirements for the employees position. Chewing gum is not considered appropriate in the presence of patients, visitors, or guests. Hygiene Standards Good personal hygiene is required. Other employees, as well as patients and guests, have a right to expect general cleanliness and good dental hygiene from the staff. Employees must refrain from using body fragrances such as cologne, talc powder, and after-shave lotions, which may have an adverse effect on patient care, on co-workers and on visitors. Employee Health Safety The SKM meets its responsibilities regarding employee health and safety by constantly trying to improve the quality of the workplace and to provide a safe and healthful place of employment. The SKM is committed to complying with the law in spirit as well as in deed. It is, however, the responsibility of every employee and staff member to report any situation or condition that appears to be a safety, environmental, or health hazard. To report a hazard, an employee should advise his or her supervisor immediately or contact the Environmental Safety Department directly. Children in the Work Place Employees shall not bring children into clinical work areas at any time. Employees shall not bring children into non-clinical work areas except in extreme emergency situations. This will minimize interference with performance of job duties, minimize lost time due to exposure to communicable diseases, and maintain the SKM Health Care Systems professionalism. Exposure to communicable disease To the extent practicable, the SKM Health Care System protects patients and employees from exposure to communicable diseases. When such work-related exposure occurs, employees may be directed to take paid Administrative Leave by the Director of Operations of designated member of the Management Council. If illness results from on-the-job exposure, the Workers Compensation Policy applies. Family Practice Center The Center is staffed by faculty physicians and resident physicians in the SKM Department of Family Medicine. There is an enrollment procedure, and enrolled members and their families may use the Center for all health care requirements. Services available include routine and acute health care, health maintenance, obstetrics, counseling, and care for chronic problems Employee Recreational Services Employee Recreation Services offers a variety of activities within the following areas: athletics, wellness; hobbies, clubs, and classes; discounts and services; and travel for employees and their families. Some of these opportunities include: * Athletic leagues, tournaments, and classes; * Health promotion and exercise classes; * Clubs for photography, running, golf, musicians, and retirees; * Arts/crafts and special interest classes; * Vacation and resort discounts; * Discounted tickets for local and regional attractions; * Employee Privileges for SKMCHRC gyms/pool; * Faculty/Staff season pass for SKMCHRC home athletic events; * Employee Recreation Association; * Employee Discount Card. Workers Compensation SKMCHRC has a Workers Compensation Office dedicated to the administration of workers compensation claims. The injured employee or his representative is responsible for reporting all work-related illnesses, injuries, or exposures to occupational diseases to their immediate supervisor or the designee immediately following the incident. Neither medical payments nor compensation are payable before the employees written notice of injury is given. If thirty days has passed from the date of the accident or injury before notice is given by the employee, compensation is not payable unless a reasonable excuse for not giving a written notice is made to the satisfaction of the Industrial Commission. Medical Benefits The SKMCHRC provides payment of all medical, surgical, hospital, nursing, sick travel, prescription drugs, and rehabilitation services prescribed by the treating physician to treat the injury as it relates to the job. It is the employees responsibility to ensure that all bills and medical reports are forwarded to the Workers Compensation Office for consideration and payment. Leave Benefits If an employee is put off work more than 7 calendar days by the treating physician, the employee will receive Workers Compensation leave benefits. The leave benefit is equivalent to two-thirds of the employees average weekly wage and not above the maximum established by the SKMCHRC Commission. The maximum compensation rate is adjusted annually by the SKM. Employee Incident Report The injured employee and his supervisor or designee shall complete the Employee Incident Report. The report is then given to the health care provider who first examines the employee for medical information to be added. This health care provider may be in Occupational Health Services or in the SKMCHRC Emergency Room. Completed incident report forms not already there should be sent to Occupational Health Services for review and submission to the SKMCHRC Workers Compensation Office. The incident report form must state the following: * treatment rendered; * days employee placed off work; * any restriction to employees normal duty; * referral to a specialty area or to Occupational Health Service; * hospitalization; * Medication prescribed, etc. To avoid a delay or denial, the Employee Incident Report should be completed in full. It is the intent of the SKMCHRC to provide a workplace for all employees which is free from violence. The Health Care System is committed to working with its employees to maintain a work environment free from violence, threats of violence, harassment, intimidation, and other disruptive behavior. While this kind of conduct is not pervasive in our facilities, no hospital or clinic area is immune. Violence, threats, harassment, intimidation, and other disruptive behavior in our workplace will not be tolerated; that is, all reports of incidents will be taken seriously and will be dealt with appropriately. Such behavior can include oral or written statements, gestures, or expressions that communicate a direct or indirect threat of physical harm. Individuals who commit such acts may be removed from the premises and may be subject to disciplinary action, criminal penalties, or both. Group term life insurance The SKMCHRC makes a group term life insurance policy, underwritten by Metropolitan Life, available to eligible employees, their spouses, and their dependents. Participation is voluntary. Employees must pay the full cost of coverage through automatic payroll deductions. Supplemental Insurances The SKMCHRC provides access to an extensive selection of supplemental life insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Accident Insurance The SKMCHRC provides access to an extensive selection of supplemental accident insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Cancer Insurance The SKMCHRC provides access to a Cancer insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy. Supplemental ICU/CCU Insurance The SKMCHRC provides access to an Intensive Care/Coronary Care insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy Retirement System Benefits Cost of Participation Cost of participation is shared between the employee and the SKMCHRC. The employee contributes 6% of his or her gross salary automatically through payroll deduction. Contributions are tax-sheltered for Federal and State income tax purposes. The SKMCHRC contributes a larger share of the cost, based on the systems actuarial needs. Both of these contributions combine to provide funding for the Retirement System Pension Fund, the Death Benefit, the Disability Income Plan, and the Retirees Health Plan. Old-Age Benefit Plan SKMCHRC also has an old-age benefit plan running for its retired employees. Annual Benefit Determination The annual retirement benefit is based on a formula which takes into consideration a percentage of the members average salary during the highest-paid 48 consecutive months multiplied by years of creditable service. The percentage rate is set forth by the General Assembly and subject to change. (Currently the rate is under 2%) The average for the 48 consecutive months of highest earnings is the Average Final Compensation. Creditable Service Determination Creditable Service means any period during which a member contributed to the Retirement System. Unused sick or catastrophic leave and certain purchased service credits also are included as creditable service. For each 20 days (or portion thereof) of unused sick or catastrophic leave, one month of credit is allowed Death Benefit If a member dies while in active status after one year of contributing membership, the beneficiary will receive a single lump sum payment. This payment equals the highest 12 months salary in a row earned during the 24 months before death, but no less than $100,000 and no more than $2500, 000. The death benefit is paid in addition to the members retirement accumulation or, if applicable, the Survivors Alternate Benefit described below. Survivors Alternate Benefit If a member dies while in active status after completing 20 years of credit or reaching age 60 with 5 years of credit, the principal beneficiary named to receive a refund of retirement contributions may choose to receive a monthly benefit for life instead of a refund. Early Retirement A reduced monthly retirement benefit is available at age 50 with 20 years of creditable service, or age 60 with 5 years of creditable service Service Retirement An unreduced monthly retirement benefit is available after 30 years of creditable service, after age 60 with 25 years of creditable service, or after age 65 with 5 years of service. Retirement Payment Options A member may elect to receive the maximum retirement income or a reduced income through one of several payment options which provide payment to a beneficiary after the members death. Conclusion SKMCHRC is an equal opportunity employer. As such, SKM Health Care System offers equal employment opportunities without regard to race, color, religion, sex, national origin, age, or disability. To extend these opportunities, they shall: * Recruit, hire, train, and promote persons in all job classifications without regard to race, color, sex, religion, national origin, age, disabilities or political affiliation/influence. * Base selection, hiring, and promotion decisions upon valid requirements and criteria which are, reduction-in-force, terminations, and promotions objectively, without regard to race, related and necessary to perform the work * Administer all personnel actions including compensation, benefits, tuition assistance, training, transfers color, religion, sex, national origin, age, or disability

Fight Club by Chuck Palahniuk | The Outsider by Albert Camus

Fight Club by Chuck Palahniuk | The Outsider by Albert Camus In both Fight Club by Chuck Palahniuk and The Outsider by Albert Camus, the protagonist explores the significance of their existence. The two characters determine that everyone is destined to the same fate. The narrator says Its easy to cry when you realize everyone you love will reject you or die(Palahniuk, p8). Later on in the novel one understands why the narrator is unnamed, however for simplicity sake he is often referred to as Jack. Jack is right; were all privileged to the same ending. We all die, even better we all die alone. This is a philosophical outlook on life that is commonly referred to as The Absurd. Humanitys efforts to find meaning in the universe are waste because such a thing will ultimately fail. The philosophy concludes that this search for a meaning of life is a search that is humanly impossible and therefore absurd. The originally materialistic narrator in Fight Club, who remains unnamed throughout the novel, as well as the seemingly irrational French man Mers ault eventually believe whole heartily in the Absurd. Throughout both novels several examples of emerge which demonstrate their application of the Absurd. There are four commonalities in the books that offer the best illustration of this philosophy and how it applies to their lives; each commonality illustrates strange behaviour by the main characters. They challenge the reader to analyse whether or not their actions are appropriate or utterly ridiculous. Initially both protagonists are faced with a certain traumatic event; both react similarly to each other however their response is strikingly different than the average persons, they do not cry, they are not enraged because they live life completely in the present. Soon after, confronted with another odd situation, both Jack and Mersault do the strangest of things which infringe on the standard set of morals followed by most. But for a moment one wonders, why should they act any differently? Following these actions, the reader sees the most brutal consequence of their beliefs; the death and dismemberment of other characters making it clear that they do not care for the lives of others. Finally at the end of both novels, both protagonists have their epiphanies. They settle on an answer to a fundamental question, what is the significance of their life, and the lives of others? It is clear that this belief in the Absurd is what makes these novels so fascinating, it is what drove the plot, instigated character growth and lead them to an eventual peace. Jack and Mersault live life completely in the present. Their realization of lifes meaninglessness allows them to live free of remorse and guilt. They both accept their pasts and move on. Both men are confronted with an incident which would be detrimental to most. The men experience all things at face value, and so they are focused on the details of what is currently happening around them experiencing the even with a lack of forceful emotions. To most this looks like a distinct detachment from the traumatic event, and that the two men lack the understanding of basic human reaction. Within the novel Fight Club, Jack is first stuck living a materialist lifestyle. A life of mediocrity, Jack works as a product recall specialist, lives alone with his IKEA furniture and a wardrobe that was becoming very respectable. Eventually he is drawn towards a puzzling man named Tyler Durden whom he met on one of his many business trips. When arriving home from that very trip, Jack is welcomed by all his belongings scattered on the street. There had been an explosion inside his apartment. With no home and having lost all his possessions, Jack says: May I never be complete. May I never be content. May I never be perfect. Deliver me, Tyler, from being perfect and complete (Palahniuk 31). Why did Jack appear completely void of emotion at a time like this? Imagine: youve lost almost everything you own, youre left with just the clothes on your back after living your life owning everything you need. You feel sad, you feel crushed, and you are overcome with emotions. Jack feels nothing of that sort. Oh, not my refrigerator, this was the extent of his emotions felt towards the event (Palahniuk 30). Instead of becoming overwhelmed with the implications of this event, Jack looks over his items which have been scattered on the sidewalk. To Jack this explosion had blasted [his] clever Njuranda coffee table in the shape of a lime green ying and an orange yang that fit together to make a circle, and ruined his Haparanda sofa group with the orange slip covers, designed by Erika Pekkari (Palahniuk 28). These kinds of details often fall to the back of ones mind when evaluating such disadvantageous occurrences. Yet Jack definitely does not waste his time pondering about the single fact that he has lost his belongings. In the first sentence of The Outsider, Mersault is notified that his mother has died. He receives the news through a telegram. The telegram simply says that that there will be a funeral tomorrow. As heart breaking as this news should be, Mersault gets straight to the logistics of attending the funeral. His first thought is the distance to which he must travel to attend the funeral. Fifty miles, he decides he can catch the two oclock bus and get there in the afternoon (Camus 9). He does end up catching the two oclock bus and does in fact attend the funeral, yet expresses none of the emotions which are expected in such a circumstance. Mersault sees the funeral as it is and nothing more. He takes note of the small things that happen without adding an opinion about it. When they sat down most of them looked at me and nodded awkwardly. Mersault lets the reader know of all the details that do not escape him. He notices that they had their lips all sucked into their toothless mouths and tha t they were all sitting opposite me round the caretaker (Camus 15). Mersault is giving insight into how he feels about the funeral, although his mind is not busy mourning over the loss of his mother. Instead he makes remarks such as: I was tired and I was hot under my dark clothes (Camus 20). One should not be thinking about much besides the loss of a loved one at a funeral. Mersault is simply uninterested in dwelling on this fact. Both Jack and Mersault have similar experiences in the beginning of the novels. A tragic loss of a loved one and the loss of a majority of ones belongings should invoke strong emotions in a person. Not for these two gentlemen, instead its revealed that they live their lives completely in the present. In their minds, the emotions of regular individuals are meaningless and therefore they would rather use their time to experience life through all of the sense. They both feel joy and frustration like every other human being. The difference is that their feelings are purely sensual. Absurdism is very closely related to existentialism and nihilism, this branch of philosophy was extensively explored during the 19th century because of the disaster that the humanity had experienced (the brutalities of both World Wars). According to David E. Cooper, existentialist and absurdist ethics claims that: (a) moral values are created rather than discovered, (b) moral responsibility is more extensive than usually assumed, and (c) moral life should not be a matter of following rules (Cooper 179). Inside these two novels, both main characters do apparently immoral things to seemingly innocent people, for little to no satisfaction. They often do these things because they realise that their actions are untimely rendered meaningless because of death. According to Mersault in The Outsider, his new found friend and neighbour Raymond and his requests are a good enough reason to do some of the bizarre things. Several days after his mothers funeral, Raymond confronts Mersault on his way upstairs. Raymond offers Wine and black pudding to Mersault in exchange for company. Realizing that joining Raymond would save him the task of cooking dinner, he accepts. This meal was not without a catch. Raymond had explained his current predicament with his mistress; he has a plan to teach this woman a lesson for being deceptive. However the first part of the plan involved writing a nasty letter that would lower her self esteem but Raymond felt that he could not fulfill this task and insisted that Mersault should help him out by writing the letter for him. Throughout Raymonds explanation, Mersault was fully aware of how both Raymond and his mistress felt. Despite his knowledge on how the letter may affect the girl, he writes it. He did [his] best to please Raymond because [he] had no reason to please him (Camus 36). This example goes to show that he does not follow the regular set of rules that accompany morals because with his realization that his actions are meaningless in the future he has acquired a new freedom. In the beginning of Jack and Tylers relationship right after Jack had lost his apartment and all of its contents, Tyler says, he could move in with him, but he would have to do him a favour. There, drunk in a bar Jack asks what this favour will be. Tyler replies I want you to hit me as hard as you can (Palahniuk 31). Apart from being the symbolic beginning of a fight club which the plot is centered on, this simple request will demonstrate how Jack acts knowing that his actions are indifferent to the world. Of course he hits him, why not? He rational is based on the fact that acting morally and doing what most would see as sensible is pointless. The words of Mersault from The Outsider could at this point fall straight from the mouth of Jack. Everybody was privileged. There were only privileged people (Camus 116). Mersault means that we are all facing the same privileged destiny, death, and that is was unavoidable. Jacks actions do not ultimately matter to anyone, so he does not follow the rules used by most of the population which make up the basics of morality. The novels present two characters who act immorally they both decide to do things despite how immoral the things seem. Neither character is unintelligent, for they in fact do take note of the details which are their lives. By definition act morally is what you should, however both protagonists come to the judgment that to follow these rules made up by society is pointless. In accepting the Absurd, the theme of authentic existence is common, both Mersault and Jack demonstrate that very authenticity by as ones self which does not always follow the basic moral codes. To accept the Absurd is to continue to live in spite of the fact that the search for a meaning of life is absurd. In accordance with a new level of freedom acquired from the acceptance that one is free from all duty, come the theme of authentic existence. Authentic living involves being true to oneself in most situations and living in accordance with ones values and beliefs (Linley 386). Living true to oneself often accompanies the notion that ones reason and rationale are correct. This might sound like the right ways to life ones life; however in both novels both Jack and Mersault give examples of how their application to this philosophy works out. They both demonstrate a lack or care for others lives and as a result emerge as self-centered. Despite the first two rules of fight club instigated by Tyler, new men are showing up each week to fight. One weekend Jack is taking part in one of his many fights within fight club, this time however, he does not stay in the realm of fighting. Once Jack has knocked out his newcomer opponent, he does not stop striking. After ruthlessly hammering his face with his bony knuckles, Jack continues with the knotted tight butt of [his] fist after [his] knuckles were raw from [the newcomers] teeth stuck through his lips (Palahniuk 88). Afterwards he discusses his thoughts with Tyler during breakfast the following morning. Jack admitted that his insomnia had returned and that he was in a mood to destroy something beautiful (Palahniuk 87). By dismembering the face of the angel face newcomer, Jack remained authentic to himself in the situation. After the irritation with his insomnia has been flattened out, Jack calmly removed himself from the situation. Not a single feeling is expresses towards the physical and emotional damage caused to the newcomer. Mersault also presents an example of how he lives accepting the Absurd. Mersault, Raymond, and Raymonds friend have an awkward confrontation with the Arabs who dislike Raymond. After the fact, Mersault wonders the same area alone. The raging heat of the sun had caused Mersault much discomfort and therefore he strolled towards the nearest shaded area which was the riverside. Unfortunately, one of the Arabs who he knew was potentially dangerous was there sitting in the shade. Mersault describes his severe discomfort, the same intense heat that he had experience at his mothers funeral had returned at his very moment. All the veins in his forehead were throbbing at once beneath the skin (Camus 59). At this point all Mersault wants is the shade in which the Arab stands. Gun drawn, Mersault approaches the Arab in preparation for self-defence. At that point All [he] could feel was the cymbals the sun was clashing against my forehead (Camus 60). The Arab pulls out his knife and lunges for hi m. Mersault shoots the man and is finally rewarded with his shade. He acted to fulfill his desire for shade but at the same time he knew by doing this he would have to kill another man to get it. Remaining authentic to himself and abiding by his logic he chose to approach the Arab instead of finding other shade. By living true to themselves, Mersault and Jack appear to have acted eccentrically however to them it was the right decision. To them, it was better to abandon the rules that society shapes and take complete control on their lives, this way their action and their existence remained authentic. Acting true to themselves, they move past their seemingly brutal actions and thoughts onto the next thing on their mind. In Jacks case he goes on to explain to Tyler that he not only wanted to destroy something beautiful but that he wanted to everything beautiful [hed] never have (Palahniuk, 88). For Mersault, he realizes that has acquired a certain fate by shooting the man, Mersault fire four more rounds into the body purely in disappointment. They both belittle the thoughts and feelings of others to nothing because of their philosophy on life. In the last moments of both novels, both protagonists realize that in fact they do accept and embrace the Absurd. The characters themselves do not know what they really believe in until the end, but the reader knows. In the beginning the reader picks up that these two men are strange to say the least. Then, as the novels progress, their behaviour begins to reflect the philosophy of Absurdism exclusively. The acknowledgement of their beliefs pours out at a weird yet wonderful time in their life. Mersault is arrested, incarcerated, and placed on trial for his murderous act. The jury is convinced that Mersault is a soulless monster because of the lack of emotion he showed at his mothers funeral. It seems as though his murder is not what is ultimately judged in court, his seeming lack of remorse or guilt is what the judge and jury assess to decide his fate. Ultimately Mersault is condemned to death by decapitation. In prison awaiting his execution he meets a chaplain. The Chaplain attempt to turn Mersault towards faith in his hours before death, but is ultimately shot down my Mersault. As the time passes Mersault grows tired of listening to the Chaplain. Then, for some reason, something explored inside of [him] (Camus 115). At the top of his voice Mersault tells him every reason why he was wrong about religion. Mersault brings tears to the eyes of the Chaplain because he insists that he has no time for God, and that one should. When he finds composure he finally comes to realiz e how he feels about the world. He says: It was as if that great rush of anger had washed me clean, emptied me of hope, and, gazing up at the dark sky spangled with its signs and stars, for the first time, the first, I laid my heart open to the benign indifference of the universe (Camus 117). With this he finally recognizes the absurdity of the universe and humanities indifference to it. He becomes aware of the Absurd; he becomes aware that he has to create his own meaning in his life. Mersault is finally able to experience a subjective and intense meaning in the form of a peace brought about by this surrender to the benign indifference of the world.ÂÂ   When Jack finally figures out that Tyler is not a separate person but rather a separate personality, His mind spins out of control and he eventually ends up symbolically shooting himself not to kill himself but to kill Tyler. Jack ends up in a psychiatricÂÂ  hospital where he utters his final conclusion on the meaning of his life. Jack says: I look at God behind his desk, taking notes on a pad, but Gods got this all wrong. We are not special. We are not crap or trash either. We just are. We just are, and what happens just happens. And God says, No, thats not right. Yeah. Well. Whatever. You cant teach God anything (Palahniuk 154). Just like Mersault, Jack also comes to the conclusion. He remarks that to consider God as real, and a leap of faith to believe that there is meaning beyond what a human can rationalize or prove as real, is ridiculous because you cannot question it or obtain a deeper understanding that whats written in religious books. Just as Mersault does, Jack grasps the concept that lifes meaning is only to exist. These narratives give meaningful insight into the meaninglessness that is The Absurd. Both novels comprise of character self discovery. I have addressed four specific types of experiences which apply to both novels that Due to its non-conformist nature, many readers struggle with Absurdism when they are first exposed to it. Indeed, it would be accurate to describe absurdism and absurdist fiction as an acquired taste. Conversely, this genre is a favourite among scholars because it lends itself so well to interpretation, discussion, and debate. Similarly, the moral of the story is generally not explicit, and the characters are often ambiguous in nature. Restate thesis.

Are Illegal Police Quotas Still Affecting American Citizens? Essay

Are Illegal Police Quotas Still Affecting American Citizens? Just this past summer, one of my good friends was driving through Harrisonburg on his way home from work, when he noticed the one thing all drivers dread, flashing blue lights closing in on him fast. While pulling to the side of the road, he realized there was not one, but two police cars behind him. He knew he had only been going five miles per hour over the speed limit, so he was worried as to why two police cars had just pulled him over. After sitting in fear behind his wheel for several minutes, two cops walked to his car and informed him that he was getting a speeding ticket. Obviously even five miles per hour over the speed limit is still speeding, but what would bring two cops to pull over a car traveling at a speed that almost everyone drives? Statistics from New York City’s Police Department have shown that the number of tickets for miniscule offenses is on the rise, and even though it is illegal for a city to set a formal quota for police to meet, many people believe it is still a common practice to have â€Å"under the table† quotas. According to Compstat, a crime analysis and police management process developed by the New York City Police Department, officers wrote 912,414 parking tickets between January 1 and May 11 of this year, as compared to 877,443 parking tickets during the same period last year, which represents an increase of 3.9%. A spokesman for the Patrolmen’s Benevolent Association, Al O’Leary, said, â€Å"The apparent increase in summonses (in New York City) was fueled by quotas. You can call them goals or targets or management productivity levels, but in a practical world, those are quotas" (Mauldin). Police chiefs everywhere contend that there... ...ity to come up with new forms of revenue, so why bother when they can just keep the quota system bringing in the money. Police are supposed to give the citizens of a city a feeling of security, but these quota systems are slowly turning that once felt sense of security into a sense of paranoia. If this trend continues in America, how long will it be until the population as a whole not only has a distrust, but a flat out hatred of police? The chaos that would happen in this instance may not be as far off as you think. Works Cited Mauldin, William. â€Å"NYPD Is Charged With Setting Quotas?† New York Sun Online 13.5 (2003). 7 Sept. 2003 (http://www.nycpba.org/press-sun/sun-030513-tickets.html). Saltonstall, David. â€Å"Quota’s? What quota’s?† New York Daily News 29.5 (2003). 7 Sept. 2003 (http://www.nydailynews.com/front/story/87757p-79862c.html).

Pokémon :: Television Cartoons Essays

Pokà ©mon: Little Angels or Little Devils? My younger sisters are victims of the Pokà ©mon craze. On the weekends when I go home for a brief break from college life, Claire and Natalie are drawn to the television to catch the latest episode of Pokà ©mon on Saturday morning. Catching a glimpse of the illuminated screen, I walk into the kitchen and sit down with them as they blindly spoon cereal into their mouths, not missing one millisecond of the cartoon. Watching them absorb the show makes me laugh and, when I do, they turn to me and tell me, "Shut up! We’re trying to watch the show!" I give them a funny look and proceed to watch the show with them. I find that I also am in love with the little yellow Pikachu and can’t get enough of this darling cartoon series. Our addiction to Pokà ©mon is just as benevolent as the individual Pokà ©mon themselves. "Pokà ©mon started as the brainchild of Japanese creator Satoshi Tajiri, 34, who combined his two childhood passions: monster movies and the study of insects to invent Pokà ©mon in 1991" ("Poka" 2/3). There are over 155 Pokà ©mon to learn about and collect. There are Pokà ©mon trading cards, video games (several different versions), and a cartoon series on the Kids’ WB television network. The name Pokà ©mon actually means "pocket monsters" (Holmes 1/2). Pikachu, the most popular Pokà ©mon and my personal favorite, is an electric Pokà ©mon with special attacks such as "Thundershock" and "Lightningbolt." Other Pokà ©mon and their attacks include Krabby, a water Pokà ©mon, with a "vise grip" attack; Tauros a normal type Pokà ©mon with a "tail whip" attack; and Squirtle, also a water type Pokà ©mon, with a "hydro pump" attack (Walk 1/2). In the video game story there are three main trainers that travel around to different islands to catch wild Pokà ©mon that they train and become their own: Ash, Brock, and Misty. Ash wants to become a Pokà ©mon master which means that he must travel to all the Pokà ©mon gyms, defeat the gym leaders’ Pokà ©mon, and collect "badges" so that he can compete in the Pokà ©mon league and achieve his dream. In the video games, the person playing the game takes on the role of Ash and attempts to learn about all the different Pokà ©mon as well as how and when to use their corresponding attacks. As the different Pokà ©mon become more experienced, they may evolve into a new and more powerful Pokà ©mon that the trainer can battle with.

Gourmet Coffee Research Essay

Using the books and internet, a research regarding buying behavior for gourmet coffee is conducted for the country of France. Certain keywords are used in order to limit the search for the internet. The keywords used include gourmet coffee, France, brewing equipment, buying behavior, and consumption. Using a search engine, there are results that came back and the relevance of each are taken into account. This is because, while there may be several results found, the credibility and relevance are to be inspected when using the internet for research (Levitt & Rosch, 2006). There are also books consulted but relatively few information from both means resulted to an exact data needed to determine the buying behavior in the said country. A summary of the results are shown below. Coffee is, interestingly, served together with breakfast in bowls and is mixed with an aroma of chicory (Eccellente Gourmet Coffee, 2005). Likewise, the quantity consumed for coffee is associated with certain factors, which are identified by Debry (1994) as â€Å"need for a stimulant, preference for strong coffee, coffee connoisseurship, and choice of coffee-roasting shop† (p. 65). In terms of world consumption, France has shown a trend of decline from the years 2000 to 2004 with the only exception for the year 2001 to 2002 (International Coffee Organization, 2005). Relative to the numbers of other European countries, it is among the top consumers. Likewise, there is a growing chain of coffee shops owned by Columbus Cafes and this is a potential market for the equipment to be sold (Bell, 2001). The data gathered from both library and internet research does not produce the ample data required for the purpose of identifying the feasibility of an investment into this market. As of the moment, the only option left is to collaborate with associations or organization of coffee growers or producers in order to obtain the data for financial support for their programs, which is much lower than paying the firms. References Bell, J. (2001). For coffee in Paris, the future is now. Retrieved January 21, 2008, from http://www. allbusiness. com/manufacturing/food-manufacturing-food-coffee-tea/788729-1. html. Debry, G. (1994). Coffee and health. London, England: John Libbey & Company, Ltd. Eccellente Gourmet Coffee. (2005). Did you know? Retrieved January 21, 2009, from http://www. eccellentegourmetcoffee. com/didYouKnow. htm. International Coffee Organization. (2005). World coffee consumption by importing country. Retrieved January 21, 2008, from http://www. fas. usda. gov/htp/tropical/2005/12-05/cofconim. pdf. Levitt, C. & Rosch, M. (2006). The lawyer’s guide to fact finding on the internet. Chicago, IL: American Bar Association.