My Dream Jobs Certified Registered Nurse Anesthetist (CRNA) and Family Nurse Practitioner (FNP) - Free Essay Example

Sample details Pages: 2 Words: 689 Downloads: 5 Date added: 2019/02/20 Category Career Essay Level High school Topics: My Dream Job Essay Nurse Practitioner Essay Did you like this example? Abstract The purpose of this paper is to discuss my dream job. It includes at least two dream jobs including job titles, salary range, skills, and education required, experience needed, the nature of work, challenges, and rewards. Keywords: CRNA- Certified Registered Nurse Anesthetist, FNP- Family Nurse Practitioner, BLS- Bureau of Labor Statistics Don’t waste time! Our writers will create an original "My Dream Jobs: Certified Registered Nurse Anesthetist (CRNA) and Family Nurse Practitioner (FNP)" essay for you Create order My Dream Job As someone being in school to become a Registered Nurse, I often do some research on possible future jobs. I plan to work as a Labor and Delivery RN after I finish the RN program. But my dream job, if given a chance is to continue my education to become a CRNA or an FNP. Certified Registered Nurse Anesthetist CRNA’s or Certified Nurse Anesthetist administers anesthesia before or during major procedures such as surgeries. Based on the BLS survey in May 2017, CRNAs earn between $110,520- $194,990. A typical day of a CRNA involves administering various types of anesthesia in different routes such as IV or spinal. They explain the procedure to the patient or family, implement the plan for anesthesia and help in developing the care plan for the patient. They also monitor vital signs and possible complications from the anesthesia. There are several steps to become a CRNA and will take a lot of years of practice and education. Without these, a CRNA may face a lot of challenges, like complications or life-threatening situations. An example is an epidural route of anesthesia, if one does not have the accurate skills and experience, A CRNA may accidentally hit the spine causing problems to the brain and spinal cord. The first step to becoming a CRNA is to get a Bachelor’s degree in Nursing and pass the NCLEX exam. After this, you have to work as an RN for at least a year to gain experience in a hospital setting, either in the intensive care unit or medical-surgical unit. Next step is getting a Masters or Doctorate degree in Nursing Anesthesia. After getting the degree, one can apply to take the National Certification, pass it and get the license. The skills needed for the job include a good understanding of medications, be a critical thinker, must possess excellent interpersonal skills and have a good atten tion to detail. But the most important skill is to be comfortable working with needles. Having all the skills and experiences mentioned above can make a procedure pain free and may also save a patient’s life. To me, that’s the biggest reward. Nurse Practitioner FNPs or Family Nurse Practitioners are RNs with degrees in specialization for treatment of patients in any stage of life. They focus on promoting healthy living and prevention of diseases. Based on the BLS survey in May 2017, FNPs earn $74,840 to $145, 630. An FNP can work in a variety of settings like hospitals, clinics, or physician’s office. A typical day of an FNP involves assessing, diagnosing and treating patients. The steps to becoming an FNP are similar to becoming a CRNA. First is to get a Bachelor’s in Nursing degree, pass the NCLEX and obtain a license. One must gain at least a year of experience as an RN, after which you can enroll in FNP Master’s degree program. Upon successful completion, apply for certification and pass the FNP board certification exams. Skills desired include good attention to detail, must possess strong communication skills and must be a critical thinker with good reasoning skills. One challenge an FNP can face is working with different physicians, who may have different styles of practice. An FNP should be able to accommodate supervising physicians. Being an FNP can be rewarding because you can to make a difference in a lot of people’s lives. You can meet a lot of families and help them to become healthy. It is a great help to the community. References (n.d.). Retrieved August 18, 2018, from https://study.com/articles/FNP_How_Do_I_Become_a_Family_Nurse_Practitioner.html How to Become a Nurse Anesthetist | 10 Tips. (n.d.). Retrieved August 18, 2018, from https://www.allnursingschools.com/articles/become-nurse-anesthetist/ Summary. (2018, April 13). Retrieved August 18, 2018, from https://www.bls.gov/ooh/healthcare/nurse-anesthetists-nurse-midwives-and-nurse-practitioners.htm

Analysis Of Jack Londons For Build A Fire And His Wise...

In Jack Londons’ â€Å"To Build A Fire,† a stubborn man with â€Å"no imagination† and his wise dog set out on the Yukon trail seeking out his camp in hopes to return and meet up with â€Å"the boys.† Being a â€Å"chechaquo,† a new comer to the land (Dictionary.com, 2015), this was his first Winter. â€Å"It was a clear day and yet there seemed an intangible pall over the face of things, a subtle gloom that made the day dark, and that was due to the absence of sun. The face did not worry the man.† (London, 629). The newcomer was entering Winter temperatures in which he knew nothing of, reaching seventy-five degrees below zero and would soon be in a battle of man verses nature. â€Å"But all this-the mysterious, far-reaching hair-line trail, the absence of sun from the sky, the tremendous cold, and the strangeness and weirdness of it all-made impression on the man.† (London, 629). As the man travels on through the freezing tempe ratures he is remind of advice from and old wise man, he had been warned of traveling alone and the dangers that could come with someone making such decisions. The traveler was hopeful of making it back to camp by six o’clock, and an hour into his travels he is ready to stop and eat his lunch with pride in his traveling progress. However, an hour into his travels the arrogant man was more concerned with chewing his tobacco, than thinking of potential dangers despite his warnings, so he stopped for lunch, never sharing with his only traveling companion, his loyal dog.

Beauty and the Labor Market Free Essays

Since ancient times, man and woman alike value beauty in the same level as they value their possessions and even their family. This is easily seen in works of art, in works of poetry and other forms of literature that praise beauty. Balladeers have sung its ability to intoxicate more potent than wine and its capacity influence man and his many endeavors. We will write a custom essay sample on Beauty and the Labor Market or any similar topic only for you Order Now The subject of beauty is very important in human history because the human race is given to marriage and it is the reproduction of children that allows the said specie to continually dominate the earth. It is therefore not surprising how much money and effort is given to the pursuit of beauty and the celebration of the same. In the late 20th century, two men, Daniel Hamermesh and Jeff Biddle were also stricken by the allure of beauty but pursued it from a unique angle. These two researchers proposed the idea that if discrimination – with regards to race, nationality, etc. – exists in the workplace then there is surely discrimination when it comes to an employees good looks or the lack thereof. Both men went further as to say that good looks not only allowed men and women possessing of this enviable quality to get good jobs but they also are able to increase their income more successfully than those whom Hamermesh and Biddle described as homely in appearance. But before proceeding to find evidence or contradictions that will shoot down their thesis, Hamermesh and Biddle went on a lengthy discussion strengthening their position that there is indeed a way to do an empirical study of the said subject matter. Methodology Hamermesh and Biddle were right on target when they remarked in the beginning of the paper that there is no going forward without having established the fact that beauty can be measured. The first thing that they did was to look for related literature that would support their claim that beauty can be measured statistically. They went further as to say that not only does beauty a trait that can be measured scientifically but more importantly, perception or standards of beauty is something that does not abruptly change or shift easily in a short period of time. In other words a generation or two of Europeans, Americans, and Canadians will have the same standard of beauty at least in the 20th century when the study was made. Then Hamermesh and Biddle scrutinized the methodology used in the multiple tests to determine a â€Å"beauty standard† and they were satisfied with what they learned. In fact, in Part II of their study they made the following discovery: Within a culture at a point in time there is tremendous agreement on standards of beauty, and these standards change quite slowly. For example, respondents ranging in age from seven to fifty who were asked to rank the appearance of people depicted in photographs showed very high correlation in their rankings (see Background portion of study). Now, in order to make their study reliable and the results credible Hamermesh and Biddle made their case airtight by looking closely at their respondents and the other variables that would affect their results significantly. An example of this is the exclusion of those who have questionable health status for this would surely affect their performance and would have made the study unreliable to say the least. But both men did not stop there they also presented other factors that would have made their analysis unacceptable. They pointed to the fact that there can be other forces involved in the hiring of employees possessing above-average good looks. And these are namely: 1) there are industries that require good looking people and 2) in the case of overcrowding a manager may use the criteria of good looks to choose among the many applicants competing for limited jobs. Significance The world of business is surely indebted to Hamermesh and Biddle and those who wanted to offer something new to the growing body of knowledge concerning what would increase the productivity of a particular enterprise. In the beginning of this study the two proponents were correct in saying that in the area of discrimination in the workplace there is very little if at all, a systematic analysis on the effect of a person’s looks on the quality of job that he or she will get and subsequently the degree of success that will be achieved in his or her lifetime. This study is also helpful in providing more data to those seeking to resolve issues concerning an employers alleged discriminatory actions with regards to an employee unable to rise atop the corporate ladder due to the misfortune of being born with a rather homely appearance. This study would form the foundation of future inquiries as to the role of beauty in the corporate world. Analysis The study was a great challenge for the two researchers because they decided to tackle something as difficult as trying to catch the wind with bare hands. They aimed for the impossible – to measure beauty and ugliness. If this is not enough their study was made more complicated by putting another hurdle and it is to understand the correlation between beauty – or the lack thereof – and productivity in the workplace. It does not need further discussion to conclude that beauty is in the eye of the beholder and that what is attractive to one culture may be offensive to another. In fact a mere two hundred year gap in history is enough to totally transform standards of beauty. The researchers admitted early on when they cited that paintings made in the 17th century depicted a rather different standard when it comes to what feature makes a beautiful man or woman when being compared to what is celebrated today in the media and the arts. But they pulled off a rather convincing argument using a highly controlled study where people from all ages – 7 years old to fifty years old – where able to demonstrate that indeed for a given generation there is a standard of beauty that does not change even after the passage of time. Here is the beginning of their problem. They said so themselves that in the time of the famous artist Rubens beauty is measured by the plumpness of the lady and not by the reed thin supermodels that are highly esteemed in modern times. So how can they be certain that their standard does not change after thirty years or more? Moreover, they have concluded that either Canadians have a slight difference in their outlook regarding beautiful people or that they are not comfortable in being brutally frank when it comes to judging another person’s appearance. This shows subjectivity arising from differences in culture etc. Now, for the sake of argument, this paper will allow that Hamermesh and Biddle were both correct in their analysis that there is indeed a standard of beauty that is both measurable and unchanging. Then this will lead the discussion to another perceived weakness in their work which is the fact that they conducted their study within European culture and there is no data to support the fact that they considered the preference of Asians. Another possible weakness in their methodology is the fact that they were not able to clearly establish the standard of beauty in a way that their study could be replicated in the future and in different regions of the world. What occurred was that in order for their results to be accepted as scientific then they would have to assemble a similar group of respondents every time they would try to replicate their study in other locations outside the U.S. or Canada. Another problematic aspect of the study is the fact that a person uses more than beauty to complete a job. Mental capabilities and social skills play a major role in the development of a person’s career. The study is not that complex to separate intelligence quotient and beauty. There is no way to just simply observe beauty in action apart from the use of mental faculties. Throughout the course of the research the duo were struggling in putting together a very convincing argument that indeed beauty alone is the major factor in achieving success. There are just too many variables involved in the process of doing a job whatever it may be. In the end Hamermesh and Biddle were almost back to square one for they were not able to come up with anything that is radically new except for reinforcing the already known idea that there are some jobs that require attractive people in order to be more productive. Hamermesh and Biddle tried an escape route by saying that they do not have to demonstrate the validity of their claim because according to them people spend a lot of time and money in grooming aids and purchase of good clothes in order to enhance their physical beauty. But it can be argued that grooming and beauty are two different things. A celebrity which many considers beautiful can wear a plain shirt and still people would find her attractive. Hamermesh and Biddle were both correct in their final analysis that there is a need to study, â€Å"†¦relationships between looks and earning within particular narrowly – defined occupations† (see Part VIII).   Moreover there is a need to extend the timeline of their study to determine if attractive employees were able to sustain a high level of success and that their increase in income is not merely a result of a quick promotion because the manager was biased to people with good looks but soon regretted his actions when he found out about their performance. Works Cited Hamermesh, D. Biddle, J. Beauty and the LabourMarket. American Economic Review 84.5 (1994): 1174-1194. How to cite Beauty and the Labor Market, Essay examples

Rewards Retention Essay Example

Rewards Retention Essay Effectiveness of Reward Programs on Employee Retention Organizations are Intent on keeping the right people In the right position. When quality employees are obtained, it is important to retain them long term without loss to another agency, especially a competitor. Even in todays environment of high unemployment and sluggish economy, attracting and retaining talented employees is a top human resource concern. The cost of employee turnover is significant In the business world. Unless an employee is a low performer, the exit of a worker is a cause of concern. It is expensive to recruit and train new hires while efficiency is also Ewing lost during the orientation period. It takes time and attention away from productivity to train new employees. New employees are also more likely to make mistakes and work more slowly. Workplace focus on retention can help reduce these high turnover costs. Boucher Glenn (2012) found in a study from 1992-2007 that businesses spend one-fifth of an employees annual salary to replace that worker consistent across different pay levels. The typical cost of turnover was 21 percent of a workers annual salary. Jobs with specific skill sets, such as physicians or executives, ND jobs that require higher levels of training and education for specialization have even higher turnover costs. Jobs with low wages and minimal benefits, such as the hospitality, hotel/motel and food-service industries have the highest voluntary quit rate. While the very-highest paid employees are the most costly to replace, the costs remains significant due to the high volume of turnover for those jobs with low earnings (Boucher Glenn, 2012). As human capital declines with the retirement of baby boomers, Holloway (2006) says retaining high performers is even more essential. We will write a custom essay sample on Rewards Retention specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Rewards Retention specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Rewards Retention specifically for you FOR ONLY $16.38 $13.9/page Hire Writer A Fortune 2000 company can spend up to $6,000 to hire a single employee. Chafer (as cited by Butler, 2008) says that eighty percent of employees make the decision to stay or leave a job within the first six months of employment in a new position. The first six weeks are a pivotal period that influences what workers think about the Job. Thats why it is Imperative for a strategy for employee retention to begin with the onboard process. Employee engagement from the Initial startup period is even more important to retention than getting them enrolled in the 401 (k). Businesses should make it a priority to invest in motivated employees who are driven toward success to decrease attrition and increase retention (Butler, 2008). Gearing Conner (2002) describe how HOC a hospital management company, approached these issues. The trend noted by the study was that seventy percent of employees who left a hospital quit within the first six months of employment. The management company had the same concerns of the expenses involved in recruiting new replacements. The conclusion drawn by HOC was that the cost of replacing an employee amounted to 100 percent of the employees annual salary. To address this problem, they organized a retention strategy. One of the propositions of the strategy was to make employees feel they were of value to the hospitals. Department managers Implemented a plan to display more Interest In employee development activities and roll out positive Input about their performance by way of recognition. The study proposed that basic needs for Job satisfaction include rewards in the form tools to do the Job well. They found that these key needs have to be met for employee retention and satisfaction along with clear communication of goals that need to be achieved (Gearing Conner, 2002). It becomes apparent that salary is important, but many other factors can be Just as big an influencer on employee satisfaction and retention. Vive (2008) notes that relationships with supervisors and co-workers, opportunities for growth and development, and doing work that is personally satisfying and fulfilling are important indicators for retention. Although aware of these motivating factors, many businesses continue to build incentive programs around bonuses with little focus on monetary components of employee commitment. Being aware that money is not the only contributor to happiness, other reward programs and efforts should be considered to improve employee retention. Ester (2012) has a perspective that since the economic downturn, many companies financial status has been stagnant providing less opportunity for bonus rewards. This is leading to more rewards and recognition programs that involve monetary accolades and incentives to retain and engage employees. Todays workers consider comprehensive benefits packages, bonuses and financial rewards as an expected compensation and not an additional reward or incentive. Youll (as cited by Ester, 2012, p. 9) says, Its hard to get people to appreciate things that they think they are entitled to. Its the nonentities stuff that people really like. He encourages employers to show appreciation through perks and rewards they will remember for the rest of their careers that creates feelings of loyalty. Rosalie (2005) reminds employers that it isnt hard or expensive to say thank you or good Job. Gene Years require an increased level of validation in their Jobs. Although they rank salary and benefits as their top two priorities, Gene Years crave open dialogue between managers and employees. If they are performing a good Job, they want feedback and advancement. They have expectation of constructive criticism and only one to two years of paying dues to get promotion opportunities. When performing well, they desire additional responsibilities and the increased salary that comes with that. This kind of encouraging environment that doesnt stifle professional growth is a strong motivator for this generation to remain loyal in a Job (Rosalie, 2005). A survey of 1,500 employees in various work settings described by Robbins Judge (2013) found that recognition was the most powerful motivator. Robbins Judge also purport the position that praise is free, making recognition programs advantageous. Decreased budgets make nonofficial incentives attractive to employers as a retention initiative. Simple acts such as complimenting employees in front of other people can make workers more enthusiastic about their Jobs. Rewards at work are both intrinsic and extrinsic in nature. Rewards and recognition programs lend to intrinsic motivation through emotional responses while financial compensation is an extrinsic motivator. Although it might seem that bonuses tied to performance would be an obvious motivator, Robbins Judge propose that it could backfire. The reason is that intrinsic interest is diminished in the process. Decided (as cited by Robbins Judge, 2013, p. 265) says, Once you start making peoples rewards dependent on outcomes rather than behaviors, the evidence is people will take the shortest route to those outcomes. So it is critical to find ways to reward desired behaviors and that offers career development opportunities. They present Ducky awards to employees for helping out a colleague or helped reach company goals. Leaders at Agent send a rubber duck trophy that can be displayed as a source of pride on their desk. Then twice a year, top performers and their spouses are sent for a meeting at an opulent resort in wine country to reward their con tributions to the company. When employees achieve certain company goals, they get the opportunity to attend this conference as a popular motivator. Youll (as cited by Ester, 2012, p. 9) says, It was a great way for our partners to see what their spouses or significant others are doing every day at work and meeting the people they talk about. Essentially, when employees reach the established goals, they have increased the company profits enough to offset the cost of this conference. Salary and wages are the main reason people go to work every day, but using motivational trips and conferences as extra rewards for achievement adds a huge morale boost to the work milieu (Ester, 2012). Generation differences must be taken into consideration when designing a rewards program. Merrimack (2013) points out that there are four distinct generations at work presenting the need for tailored programs customized to career stages. This multiple generational workforce can make it a challenge to implement rewards programs with value for each distinct expectations, values and needs. Wilson (as cited by Merrimack, 2013, p. ) says To stay competitive, companies have to redefine their total rewards programs to motivate, attract and retain employees at every stage within their career and with somewhat divergent demands from their employer. The 2013 Top Five Global Employer Rewards Priorities Survey from Dolomite, the International Society of Certified Employee Benefit Specialists (SPICES) and the International Foundation of Employee Benefit Plans conducted a survey that found 56% of all employees ranked Job security among their top three concerns. 30% viewed Job security as their number one concern (Merrimack, 2013). For older workers, detriment holds a greater concern th an younger workers. Obviously, those closer to retirement are more concerned with their ability to afford retirement than workers with more working years ahead of them. Employees employed outside of the United States were less concerned with their future retirement than with their current economic security. It can be difficult to prevent rewards and recognition programs from becoming mundane and commonplace. The perfunctory employee of the quarter photo and crystal statue for years of service comes to mind. These non-monetary measures are intended to improve morale, but can become stale. Hart (as cited by Holloway, 2006, p. 88) says, The buck is not the be-all and end-all. Retention is directly tied to recognition. People Join companies, but they quit their managers. Employees want to be recognized, and money is not always the most important thing. Money cant provide attention from colleagues and superiors that meet an emotional need. Formal recognition programs pay for themselves in the long run through increased employee satisfaction and reduced turnover (Holloway, 2006). A 2004 Gallup poll reported that 65% of employees received no recognition for work, contributing to a connects that cost the U. S. Economy about $300 billion in 2000. Successful recognition programs are rewarding and meaningful for both the business and the achievement. As Hart points out, Tacky trinkets Just dont cut it (Holloway, 2006, p. 88). Before starting a rewards program, establish a benchmark for behaviors that are to be recognized. As with the generational consideration, different types of employees will also value different types of rewards. For example, medical professionals value paid continuing education courses more than a gold watch but an environmental service worker might appreciate a gold watch. So ensure to tailor the extra perks to what is most beneficial to various segments within the organization. Holloway also encourages consistency across various departments or divisions of the company. Especially significant with recognition activities is the fact that appropriate presentation is more important to employees than the gift itself. Workers appreciate the way their supervisors put a meaningful effort in the recognition. The best awards are accompanied by a good presentation by their bosses. Even a small token gift can be made memorable if sincerity is expressed during the presentation (Holloway, 2006). When an employee ties a good memory from his or her boss to a small gift, the significance tied to it takes on great important and relevance. So even if a reward is of small value, a supervisor has the ability to overcome that fact by visibly and publicly presenting the reward to the employee. Even in this time of little expendable resources for such programs, small, inexpensive efforts can go a long way in increasing overall employee satisfaction and retention (Holloway, 2006). Another way to get a big bang for your buck is to instill employee discount programs. These provide a valuable benefit that larger organizations can offer to help increase loyalty, satisfaction and retention. When implemented as a component of a work/life balance program through Human Resources, it can be an expensive measure that has far reaching effects. Savings provided to employees helps supplement income. The partnership with businesses who agree to such a discount program provides the benefit of more customers to these businesses. Employee discount programs can take many different forms, most commonly percentage discounts, a set reduction in prices, or special upgrades or access (Riggs, 2012). Tabor (as cited by Riggs, 2012, p. 24) says, The best thing about having an employee account program is that its a universal benefit, and in our years of experience weve had every type of employee from executive level to the security guard utilize the program. Working Advantage and Abeyant are two examples of rewards programs provided by Riggs that are widely utilized by corporations. Components of both programs include tickets to entertainment, sporting events, dining, travel and theme parks as well as local merchants. The group buys tickets in high volume to obtain discount prices and then in turn offers the reduced priced tickets to employees of the organizations in partnership with them. This is a measure to provide real value that helps stretch paychecks. The Human Resources department is largely responsible for announcing and distributing awareness of such programs. Email is generally the most utilized method of distribution. Some organizations use membership cards or savings guides (Riggs, 2012). Abeyant, which is used by Community Health Systems, sends a monthly email newsletter that is distributed by Human Resources throughout the workforce to advertise ongoing, seasonal, new or limited-time additional incentives to promote loyal thinking and overall happiness about employment for the agency. It is a small measure to help influence employees to remain happily employed rather than risk losing often used discounts. Ester (2012) mentions the obvious fact that social recognition programs are more prevalent among larger more profitable companies. 5% of companies in the United States have some sort of social recognition program where general workforce input votes non-managers into recognition awards. In a period of weak economy and climate of uncertainty, employers are reanalyzing these types of programs. Decreased profits lead to small budgets and more cost effective alternatives to reward employees. Organizations are readjusting across the board merit increases and raises in an effort to focus on the most deserving for rewards. Recognition is a key to continued engagement of employees. Rather than wait months for the next annual performance review and resulting merit wage increase, its a great way to recognize employees immediately after achievement of goals while encouraging other employees with the example (Ester, 2012). As cited by Ester, 2012, Selene says, Mimi get more mileage out of a dollar of recognition than a dollar in a base pay increase. In order to gain he best effectiveness, it is imperative to focus on the employees who drive business goals on a daily basis and go above and beyond normal work. The most deserving workers who exemplify company culture and desired behaviors are who should earn the social recognition. Keep an eye out for the ones who volunteer extra hours or attend after hours events and support the organization in unnoticed ways. Managers should specifically detail the steps to achieving the rewards and communicate that clearly among the workforce. There must be a balance between monetary rewards and monetary financial incentives to achieve the best retention results. Peer to peer recognition should become commonplace and a regular occurrence (Ester, 2012). Community Health Systems has implemented expectations where managers regularly round through each department and manage up employees who are found to be overachieving. Employees who are managed up, receive a thank you card from the CEO of that particular hospital. This is a daily part of the culture and activities of managers throughout the system. It appears that people have go to work to support themselves financially, but the pay itself is not what leads to a satisfied employee. Employees have an intrinsic need to feel appreciated and desired. Its not just about the money. Delicious Wagner (2011) found that increased compensation does not automatically decrease intrinsic motivation within employees. A companys culture contributes to overall employee satisfaction thereby resulting in increased retention. In order to be truly happy, employees need recognition that surpasses their paycheck. Simple appreciation for a Job well done goes a long way. Gearing Conner (2002) suggest that organizations will have the best opportunity for employee retention if they hire people who actually desire increased responsibility with no expectations of additional pay. This type of employee has intrinsic motivation for organizational success with happiness at the thought of promotion later. Care needs to be taken to strategically establish recognition and rewards programs and not Just randomly set out a staid employee of the month program. Steps need to be taken to design and implement the best rewards programs in order to get the best Determine the desired result. 2. Determine the behaviors required to get that result. 3. Reward desired behaviors long enough for the behavior to become ingrained. An example of this type of rationale is Community Health Systems High Reliability Organization system to increase safety for patients within the hospital. Part of this system involves S. A. F. E. Wherein each letter of the acronym is focused on and trained for each quarter of the year. First quarter is Support the Team, second quarter is Ask questions, third quarter is Focus on the task and fourth quarter is Effective communication every time. Throughout implementation of each phase, a 5 to 1 method is utilized that facilitates catching and rewarding five safe behaviors to every one coaching of unsafe behaviors. Studier Group teaches healthcare organizations owe important it is to measure clinical results often enough that rewards and recognition can be bestowed quickly after the behavior occurs. Being able to see progress in patient satisfaction quicker helps employees stay focused and motivated in health care. To assist in building a culture around service, it is suggested that hospitals should create a reward and recognition team that works closely with senior leadership as an internal resource for ideas. The idea is that these teams will create, identify, fix, and provide positive influences. An integral part of this culture is to optimize clinical outcomes through discharge phone calls to harvest reward and recognition. Asking patients if there was anyone who did an excellent Job or if there is anyone that should be recognized is an opportunistic way to facilitate reinforcement of desired behaviors with employees. The theory behind this is that recognized behavior gets repeated (Studier, 2003). Studier (2003, p. 50) says, When we hear a patient say someone did a good Job, we have to push for specifics, because were creating a template to align the behaviors of all staff members to match Bobs behavior with Mrs.. Hall. Being able to catch employees in the process of behavioral wins quickly with immediate recognition and reward helps hardwire the desired actions throughout the organization. Tyler (2011) emphasizes the importance of focusing on the behavior that led to the desired resul t more than the desired result itself. For example, reward for wearing safety goggles. Wearing safety goggles results in fewer accidents and injuries, which is the desired result. Employees are more likely to continue the behaviors after the reward program ends. But to address long term engagement and retention issues, incentives are less valuable. Tyler suggests that a simple thank you is more effective for these goals supporting the efficacy of Community Health Systems practice of expecting managers to regularly send thank you cards to outstanding employees. Implementation of a behavior-based incentive program is the most effective means for long term results. Eremite (as cited by Tyler, 2011) recommends recognizing as many people as possible with small rewards rather than Just a few with large rewards. Tyler described a personal rewards online program that involves gift cards for restaurants, online retailers or golfing vacations hat could either be redeemed immediately for $25 or $50 or employees could accumulate rewards for future larger purchases and save up for larger amounts. Robbins Judge (2013) agree that rewards should be linked to performance. Employees should be able to perceive a link of contingency on performance.

Second Battle of Bull Run of the American Civil War

Second Battle of Bull Run of the American Civil War The Second Battle of Bull Run (also called the Second Manassas, Groveton, Gainesville, and Brawners Farm) took place during the second year of the American Civil War. It was a major disaster for the Union forces and a turning point in both strategy and leadership for the North in the attempt to bring the war to its conclusion. Fought in late August of 1862 near Manassas, Virginia, the two-day brutal battle was one of the bloodiest of the conflict. Overall, casualties totaled 22,180, with 13,830 of those Union soldiers. Background The first Battle of the Bull Run occurred 13 months earlier when both sides had gone gloriously to war for their separate notions of what the ideal United States should be. Most people believed that it would take only one big decisive battle to resolve their differences. But the North lost the first Bull Run battle, and by August of 1862, the war had become an unrelentingly brutal affair. In the spring of 1862, Maj. Gen. George McClellan ran the Peninsula Campaign to recapture the Confederate capital at Richmond, in a grueling series of battles that culminated in the Battle of Seven Pines. It was a partial Union victory, but the emergence of the Confederate Robert E. Lee as a military leader in that battle would cost the North dearly. Leadership Change Maj. Gen. John Pope was appointed by Lincoln in June of 1862 to command the Army of Virginia as a replacement for McClellan. Pope was far more aggressive than McClellan but was generally despised by his chief commanders, all of whom technically outranked him. At the time of the second Manassas, Popes new army had three corps of 51,000 men, led by Maj. Gen. Franz Sigel, Maj. Gen. Nathaniel Banks, and Maj. Gen. Irvin McDowell. Eventually, another 24,000 men would join from parts of three corps from McClellans Army of the Potomac, led by Maj. Gen. Jesse Reno. Confederate Gen. Robert E. Lee was also new to the leadership: His military star rose at Richmond. But unlike Pope, Lee was an able tactician and admired and respected by his men. In the run-up to the Second Bull Run battle, Lee saw that the Union forces were yet divided, and sensed an opportunity existed to destroy Pope before heading south to finish McClellan. The Army of Northern Virginia was organized into two wings of 55,000 men, commanded by Maj. Gen. James Longstreet and Maj. Gen. Thomas Stonewall Jackson.   A New Strategy for the North One of the elements that surely led to the fierceness of the battle was the change in strategy from the North. President Abraham Lincolns original policy allowed southern noncombatants who had been captured to go back to their farms and escape the cost of war. But the policy failed miserably. Noncombatants continued to support the South in ever-increasing ways, as suppliers for food and shelter, as spies on the Union forces, and as participants in guerrilla warfare. Lincoln instructed Pope and other generals to begin pressuring the civilian population by bringing some of the hardships of war to them. In particular, Pope ordered harsh penalties for guerilla attacks, and some in Popes army interpreted this to mean pillage and steal. That enraged Robert E. Lee. In July of 1862, Pope had his men concentrate at Culpeper courthouse on the Orange and Alexandria Railroad about 30 miles north of Gordonsville between the Rappahannock and Rapidan rivers. Lee  sent Jackson and the left wing to move north to Gordonsville to meet Pope. On Aug. 9, Jackson defeated Banks corps at  Cedar Mountain, and by Aug. 13, Lee moved Longstreet north as well.   Timeline of Key Events Aug. 22–25: Several indecisive skirmishes took place across and along the Rappahannock River. McClellans forces began to join Pope, and in response Lee sent Maj. Gen. J.E.B. Stuarts cavalry division around to the Union right flank. Aug. 26: Marching northward, Jackson seized Popes supply depot in the woods at Groveton, and then struck at the Orange Alexandria Railroad Bristoe Station. Aug. 27: Jackson captured and destroyed the massive Union supply depot at Manassas Junction, forcing Pope into retreat from the Rappahannock. Jackson routed the New Jersey Brigade near Bull Run Bridge, and another battle was fought at Kettle Run, resulting in 600 casualties. During the night, Jackson moved his men north to the first Bull Run battlefield. Aug. 28: At 6:30 p.m., Jackson ordered his troops to attack a Union column as it marched along the Warrenton Turnpike. The battle was engaged on Brawner Farm, where it lasted until dark. Both sustained heavy losses. Pope misinterpreted the battle as a retreat and ordered his men to trap Jacksons men. Aug. 29: At 7:00 in the morning, Pope sent a group of men against a Confederate position north of the turnpike in a series of uncoordinated and largely unsuccessful attacks. He sent conflicting instructions to do this to his commanders, including Maj. Gen. John Fitz Porter, who chose not to follow them. By afternoon, Longstreets Confederate troops reached the battlefield and deployed on Jacksons right, overlapping the Union left. Pope continued to misinterpret the activities and did not receive news of Longstreets arrival until after dark. Aug. 30: The morning was quiet- both sides took the time to confer with their lieutenants. By afternoon, Pope continued to assume incorrectly that the Confederates were leaving, and began planning a massive attack to pursue them. But Lee had gone nowhere, and Popes commanders knew that. Only one of his wings ran with him. Lee and Longstreet moved forward with 25,000 men against the Unions left flank. The North was repelled, and Pope faced disaster. What prevented Popes death or capture was a heroic stand on Chinn Ridge and Henry House Hill, which distracted the South and bought enough time for Pope to withdraw across Bull Run towards Washington around 8:00 p.m. Aftermath The humiliating defeat of the North at the second Bull Run included 1,716 killed, 8,215 wounded and 3,893 missing from the North, a total of 13,824 alone from Popes army. Lee suffered 1,305 killed and 7,048 wounded. Pope blamed his defeat on a conspiracy of his officers for not joining in the attack on Longstreet, and court-martialed Porter for disobedience. Porter was convicted in 1863 but exonerated in 1878. The Second Battle of Bull Run was a sharp contrast to the first. Lasting two days of brutal, bloody battle, it was the worst the war had yet seen. To the Confederacy, the win was the crest of their northward-rushing movement, beginning their first invasion when Lee reached the Potomac River in Maryland on Sept. 3. To the Union, it was a devastating defeat, sending the North into a depression that was only remedied by the quick mobilization needed to repel the invasion of Maryland. The Second Manassas is a study of the ills that pervaded the Union high command in Virginia before U.S. Grant was chosen to head up the army. Popes incendiary personality and policies bared a deep schism among his officers, Congress and the North. He was relieved of his command on Sept. 12, 1862, and Lincoln moved him out to Minnesota to participate in the Dakota Wars with the Sioux. Sources Hennessy, John J. Return to Bull Run: The Campaign and Battle of Second Manassas. Norman: University of Oklahoma Press, 1993. Print.Luebke, Peter C. Second Manassas Campaign. Encyclopedia Virginia. Virginia Foundation for the Humanities 2011. Web. Accessed April 13, 2018.Tompkins, Gilbert. The Unlucky Right Wing. The North American Review 167.504 (1898): 639–40. Print.Wert, Jeffry. Second Battle of Manassas: Union Major General John Pope Was No Match for Robert E. Lee. History.net. 1997 [2006]. Web. Accessed April 13, 2018.Zimm, John. This Wicked Rebellion: Wisconsin Civil War Soldiers Write Home. The Wisconsin Magazine of History 96.2 (2012): 24–27. Print.

Definition and Examples of a Molecule

Definition and Examples of a Molecule The terms molecule, compound, and atom can be confusing! Heres an explanation of what a molecule is (and is not) with some examples of common molecules. Molecules form when two or more atoms form chemical bonds with each other. It doesnt matter if the atoms are the same or are different from each other. Examples of Molecules Molecules may be simple or complex. Here are examples of common molecules: H2O (water)N2 (nitrogen)O3 (ozone)CaO (calcium oxide)C6H12O6 (glucose, a type of sugar)NaCl (table salt) Molecules Versus Compounds Molecules made up of two or more elements are called compounds. Water, calcium oxide, and glucose are molecules that compound. All compounds are molecules; not all molecules are compounds. What Is Not a Molecule? Single atoms of elements are not molecules. A single oxygen, O, is not a molecule. When oxygen bonds to itself (e.g., O2, O3) or to another element (e.g., carbon dioxide or CO2), molecules are formed. Learn more: Types of Chemical BondsList of Diatomic Molecules

Education - Cultural Awareness Essay Example | Topics and Well Written Essays - 750 words

Education - Cultural Awareness - Essay Example The graphic organizer How to enhance the cultural respect and avoid cultural bias in the classroom Instructors should acknowledge the students’ cultural differences along with their commonalities Next, it is necessary to validate the student’s identity through the utilization of reading materials that reflect such diversities. This allows students to see the importance of their cultures. It is also significant to educate the students that the world is becoming diverse each day. This would help them gain appreciation for each other thus the reduced conflicts in the classroom. Teachers also need to advocate for some behaviors, as well as communication styles in the classroom, which are devoid of discrimination thus the increased respect. It would also be appropriate if the relationship existing among the students, teachers, families, as well as the community should be fostered thus the respect. The current literature has defined culture as a universal programming of an in dividual’s way of thinking. Culture is stalwartly important as it aids in the process of distinguishing the diverse human categories. The core factor distinguishing the diverse cultural groups is values, which such groups holds close in their daily lives. Sources further designate that these cultures have different norms, as well as institutions resulting from such norms (Wagner, 2009). A number of different authentic and current sources have provided several definitions for multicultural education. Although authors of such sources have utilized dissimilar wording in providing the definition of this phrase, they portray a common understanding of it. Therefore, regarding multicultural education as an inclusive reforming procedure in the education sector championing the existence of equal treatment for students from dissimilar cultures would be the most appropriate definition (Grant, 2011). The 21st century has been coupled by a myriad challenges as students from dissimilar cul tural and social groups populate the same schools. However, the adoption of multicultural education concept has highly facilitated the process of addressing such cultural differences, as well as the biases. Foremost, it is evident that multicultural education promotes the application of a culturally receptive pedagogy. This concept is vastly imperative since it aims at enhancing a successful learning process. This concept works by identifying the strong points brought by such a diversity thus utilizing it to enhance education (Nwachukwu, 2010). Moreover, the pedagogy is a combination of three diverse dimensions. These dimensions are the instructional, institutional, as well as the personal dimensions. The institutional dimension has helped design a learning environment that enhances efficacy, when dealing with culturally diverse students. Therefore, multicultural education could address cultural differences by ensuring that school’s policies, as well as their procedures addre ss with efficiency, all the tribulations resulting from the diversity. The personal dimension part of the cultural pedagogy addresses some of the essential activities for teachers to be involved in thus the cultural bias diminution. Through the application of this concept, teachers could fully acquaint themselves with all the available useful knowledge. Multicultural education persuades teachers to nurture values that disfavor negative feelings towards an individual from a different cultural setting.