Crimes Against Humanity Essay Example for Free

Crimes Against Humanity Essay Saddam Hussein Iraq, a country found in Southwest Asia bordered by Syria, Turkey, Iran, Saudi Arabia, and Kuwait, has been constantly featured in the news in recent years. Iraq received its freedom from Britain following World War I in 1932 and in 1958 was converted into a republic (Iraq). However, since becoming a republic, Iraq has been controlled by military leaders from Abdul-Karim Quassim to Saddam Hussein (Iraqi Rulers’ Page). The most recent ruler of Iraq, Saddam Hussein, leader of the Ba’ath political party, drew attention to the country with his various crimes against humanity. From his ascension to power in 1979 to his execution December 30, 2006, he has been responsible for numerous atrocities, including, but not limited to, executions of communists, murders of Shiite Muslims, tortures and killings of political prisoners in the Abu Ghraib prison, Hussein’s most frequently used prison for tortures and murders (Kadragic 85), the Iran-Iraq war, murders of ethnic Kurds, the Gulf War, destruction of Iraq’s marshes, and therefore the destruction of marsh Arabs’ habitats and homes, the control of news as propaganda (The New Global Society), and the deaths of many others. After a rough childhood living with his mother, three stepbrothers, and an awful and immoral stepfather, Hussein moved to live with his uncle, who was an Arab nationalist, when his uncle was freed from jail in 1947 (Saddam Hussein). It was his uncle who introduced Hussein to politics (Saddam Hussein). Hussein joined the Arab Ba’ath Socialist Party at the age of 20 in 1957 (Saddam Hussein). He started out as a member of low importance whose chief duty was to organize and fuel riots among his classmates (Saddam Hussein). In 1959 he was promoted to the assassination squad (Saddam Hussein). October 7, 1959, he, along with the rest of the squad, attempted, but failed, to assassinate Abdul Karim-Quassim (Saddam Hussein). This failed attempt resulted in Hussein receiving a shot in the leg and exiling himself from Iraq for over three years to escape prison (Saddam Hussein Ex President of Iraq). Only when the Ba’ath Party staged a coup and took over the Iraqi government in 1963 did Saddam return to the country. However, the Ba’ath Party only remained in power for nine months and Hussein was arrested in 1964 for his affiliation with the Ba’ath regime’s attempt to regain power (Saddam Hussein). During his eighteen months in prison before his escape in July 1996, Hussein was tortured as well as named a member of Ba’ath Party’s National Arab Leadership in 1965 (Saddam Hussein). Hussein gradually gained power in the party, becoming Deputy-Secretary General of the Ba’ath Party Leadership September 1966, and being a key leader in the July 17, 1968 coup that overthrew the Iraqi monarchy and made Hussein’s second cousin, Ahmad Hassan al-Bakr, the Iraqi president (Saddam Hussein). Following this incident, Hussein was made Vice President of Iraq (Saddam Hussein). Eventually, Hussein forced al-Bakr to resign and took over the position as president of Iraq (Saddam Hussein). The first crime committed under the rule of Saddam Hussein was the execution of 7,000 Iraqi communists that began the year of 1978 and lasted until 1979 (Saddam Era: The Death Toll). Hussein was not in charge of the Ba’athist regime during 1978, but was in power for the latter part of the brutal executions carried out against the communists of Iraq. Though the Ba’ath Party was vaguely built on the idea socialism in the 1940’s and the Iraqi Ba’ath Party of Saddam’s time had an important alliance with the Soviet Union, the Ba’aths of Saddam’s time were very much opposed to communism. The execution of the Iraqi communists strained the Ba’athist Party’s relationship with the Soviet Union considerably. In the 1980’s Saddam had 148 male Shiites murdered in the village of Dujail. This crime in particular is the atrocity that Saddam was convicted and executed for December of 2006. The motivation for this crime was the attempted assassination of Hussein while he traveled through the small town of Dujail. After said attempt at assassination, almost 800 people, women and children included, were detained. An unspecified number were tortured during the period of time in which they were detained. 400 of those detained were sent to internal exile in a southern part of Iraq, away from their homes in Dujail. The aforementioned 148 men and boys were convicted of some crime, sentenced to death, and executed in 1985 (Judging Dujail: The First Trial before the Iraqi High Tribunal). During the 1980’s Saddam instigated the Iran-Iraq war. This war lasted from 1980 to 1989 and was the cause of nearly 1. 7 million deaths of both Iranians and Iraqis (Saddam Era: The Death Toll). Saddam’s motivation for this war was his fear that the new radical leadership of Iran would upset the Sunni-Shia balance in Iraq (Iran-Iraq War (1980-1988)). As the Shia Muslims of Iraq are concentrated on and around Iraq’s only access to a body of water, a fifty-eight kilometer coast on the Persian Gulf, dissension among Iraq’s Shia population would cut off Iraq’s access to water, effectively limiting Iraq’s ability to trade as far as exporting and importing goods by ship (Muslim Distribution (Sunni and Shia)). Another of the many influential factors that prompted Saddam to initiate the bloody war was water claims to the Shatt al-Arab waterway which serves as part of the boundary between Iraq and Iran (Iran-Iraq War and Waterway Claims). Again, the Shatt al-Arab is Iraq’s only waterway to the Persian Gulf and is vital to the country as a means for transporting goods. During the Iran-Iraq War, a Kurdish Iraqi, Masoud Barzani, leader of the KDP (Kurdistan Democratic Party), along with the KDP, sided with the Iranians (The War Crimes of Saddam Hussein). The Kurdish Democratic Party was an ethnic Kurdish revolutionary political party that actively fought against the Ba’athist regime (The War Crimes of Saddam Hussein). As retaliation for their actions, Hussein had around 8,000 KDP members, including defenseless women and children, abducted in 1983 (The War Crimes of Saddam Hussein). Though many remain unfound, thousands are known to have been murdered and are now located in mass graves along with thousands of fellow victims (The War Crimes of Saddam Hussein). In 1984 about 4,000 political prisoners were tortured and murdered in Abu Ghraib prison. Saddam used this particular prison as a center for tortures and killings. Some of Hussein’s favorite methods of torture included castration, eye gouging, and acid baths. Mass killings at an Iraqi prison occurred again from 1993 to 1996 when 3000 prisoners were killed by machine gun at Mahjar prison in central. That was one of the last crimes committed under Saddam’s rule before he went into hiding Baghdad (Saddam Era: The Death Toll). The al-Anfal campaign, known by many as genocide, was one of the cruelest and bloodiest initiatives taken by Saddam Hussein. It lasted from 1986-1989 and resulted in the brutal deaths of about 182,000 Kurds, a group of people that make up Iraq’s largest non-Arab ethnic minority (A Kurd from Salah ad Din). Hussein may have felt that the Kurds were a threat to the Sunni, Arab Iraqis as the Kurds are generally Shiites and make up about 19 per cent of the Iraqi population (A Kurd from Salah ad Din). Also, many Kurds were concentrated in Kirkuk, an area of Iraq that is very rich in oil (A Kurd from Salah ad Din). Hussein commanded that any living organism in the Kurdish territory in northern Iraq be killed. Chemical weapons were implemented in carrying this out. Previously, Iraq had been the only country, besides the Soviet Union, known to tolerate the Kurds and their cultural differences. Though Iraq instituted arabization as a way to suppress and contain Kurdish nationalism, the Kurdish people were not persecuted on a large scale by Arab Iraqis until the rise of the Ba’athist regime (Shelton 636). In 1988, however, a campaign named Operation Anfal, anfal meaning spoils of war, was initiated and more than 182,000 Kurds were killed with the use of chemical weapons or buried alive in mass graves (Shelton 636) (The War Crimes of Saddam Hussein). In addition, 4,006 villages were utterly destroyed, displacing thousands of Kurdish villagers, and many were arrested and made to live in extremely unhealthy conditions (Shelton 636). In a small town called Halabja alone, 5,000 people were killed with a mixture of mustard gas and a nerve agent called sarin that was dropped from planes on March 16, 1988 (Kurds Look Back with Fear) (The War Crimes of Saddam Hussein). There is evidence that the chemicals used against the Kurds are still affecting people today, as there have been increasing amounts of birth defects, and cases of cancer, respiratory ailments, miscarriages, eye problems, skin problems, and other medical disorders in the affected areas, like the town of Halabja (Kurds Look Back with Fear). People who survived the attacks have recently developed problems that doctors attribute to the chemicals used in the attacks (Kurds Look Back with Fear). The Gulf War was a short war that started on January 16, 1991 several months after Iraq’s invasion of its neighboring country of Kuwait in August 2 of 1990(Saddam Era: The Death Toll) (Gulf War). The invasion of Kuwait occurred after the Iraq and Kuwait’s disputes over oil production and the debts that Iraq owed Kuwait for Kuwait’s aid in the Iraq-Iran war (Gulf War). The war ended when President Bush Sr. rdered a cease fire on February 27, 1991 (Gulf War). Hussein’s objectives in invading Kuwait are said to have been to force the smaller country to pardon the debts owed to it by Iraq, to acquire Kuwait in order to obtain Kuwait’s rich oil fields, and expansion. The justification that Saddam used was that Kuwait was historically part of Iraq in the first place (First Persian Gulf War). The US under the Bush Sr. administration became involved and formed a coalition made up of several Arab countries to achieve a quick victory over Iraq because of fear for Saddam’s ulterior motives. It is estimated that 25,000 Iraqi troops and as many as 200,000 civilians died as a result of the Gulf War (Saddam Era: The Death Toll). Also, many Iraqis civilians suffered because of a lack of food, as a UN trade embargo was put on Iraq when it invaded Kuwait (First Persian Gulf War). After the US won the Gulf War in 1991, Shiites, a Muslim religious minority in Iraq, and the ethnic Kurds were encouraged by the US to rebel against Saddam and the Ba’athist regime. However, when Saddam killed more than 100,000 Shiites and made more 200,000 Marsh Arabs homeless or dead, US support was nonexistent (Saddam Era: The Death Toll). Saddam is said to have ordered 2,000 Kurdish rebels to be killed each day (The War Crimes of Saddam Hussein). The Marsh Arabs were made homeless when Saddam began having Iraq’s marshlands intentionally and ruthlessly drained by 30 dams after the 1991 Gulf War, causing the marshes to dry up and practically decimating the way of life of thousands of marsh Arabs that has existed for at least 5,000 years (Hassig and al-Adely 46). Iraq’s marshlands now make up less than 770 square miles of Iraq, when they once had an area 7,700 square miles, meaning that 95% of Iraq’s marshes have been destroyed (Hassig and al-Adely 46). Also, the number of marsh Arabs has decreased from 250,000 to 30,000, but to this day it is unknown how much of the drop is due to migration or starvation, as the lack of food producing marshes means a lack of food (The War Crimes of Saddam Hussein). Saddam Hussein Abd al-Majid al-Tikriti was a truly vile and despicable man for all of the suffering he inflicted on those he was responsible for as the dictator of Iraq. Saddam repeatedly broke rule after rule of the Universal Declaration of Human Rights by subjecting prisoners to â€Å"torture or cruel, inhumane punishment,† as he intentionally did with the many tortures committed in the Abu Ghraib jail in particular, by subjecting others to â€Å"arbitrary arrest, detention or exile,† as he did to those of the town of Dujail that were not among the 182 that he killed. In addition, Hussein violated the UDHR by forcing many an Iraqi to be â€Å"arbitrarily deprived of his property† when he decimated the marshes of the marsh Arabs and destroyed 4,006 villages in the Anfal campaign. Furthermore, he violated the UDHR by depriving Iraqis of their â€Å"right to take part in the government of his country, directly or through freely chosen representatives,† when the Ba’ath Socialist Party took over Iraq’s government by force. Saddam was responsible for several more violations- not only of human rights, but of basic human morality. Saddam’s term of leadership in Iraq from 1979 to 2003 has been an ugly, dark, bloody stain on Iraq’s history.

Battle Of The Sexes And The Prisoners Dilemma Philosophy Essay

Battle Of The Sexes And The Prisoners Dilemma Philosophy Essay Ive had two experiences in the cases of Battle of Sexes and Prisoners Dilemma. My friend Chris and I once had a dispute on which movie to watch either Harry Potter or Toy Story. Both of us would like to watch both of them, but Chris would like to watch Harry Potter while I prefer Toy Story. Eventually, I suggested to watch Harry Potter first and Toy Story later. The other case happened when I was a kid. I used to lie to my mum when I was young. I always failed to hand in my homework on time. However, my teacher reported to my mom about the poor quality of my work. So my mum once inspected me and caught me for watching cartoons before finishing my homework. Then, she subjects me to study sessions at school for a year so I could catch up with my school work. However, in this year, my mom was disappointed about my attitude and I could no longer enjoy watching cartoons. Ive realized I could analyze both scenarios with Game Theory, specifically Battle of Sexes and Prisoners Dilemma. And both two games belong to Two-Person Non-Zero Sum Game, which describes a situation where a participants gain or loss is not balanced by the gains or losses of the other participant. Many common social dilemmas fall into this category, such as Centipede Game, Dictator Game (these will not be discussed in the essay) and etc. Utility Theory To support the claims of these games, the term utility has to be introduced. Utility refers to a measure of relative satisfaction. However, how much pain or pleasure a person feels and psychological effects can hardly be measured. In order to create a measurable platform for mathematicians to examine the best probable solution, numbers are assigned to notate utility for the concrete numerical reward or probability a person would gain. For instance, if I watch cartoons in order to escape from 50 difficult math questions, I will gain 50 util. Although this is relatively subjective, it is better to set a more objective measurement than having pure language description. Non-cooperative In Game Theory, we will always deal with games that allow players to cooperate or not in advance. A cooperative game refers to a game in which players have complete freedom of communication to make joint binding agreements. On the other hand, a non-cooperative game does not allow players to communicate in advance. Rationally, players would make decisions that benefit them the most. However, in some cases, like the Battle of Sexes and Prisoners Dilemma, the common interests would not be maximized by their selfishness. Zero Sum Game Zero-sum describes a situation in which a participants gain or loss is exactly balanced by the losses or gains of the other participant(s). If there are n participants and their outcomes are notated as O1, O2 à ¢Ã¢â€š ¬Ã‚ ¦ On. Mathematically speaking, If player 1 uses a set of strategy A = (A1, à ¢Ã¢â€š ¬Ã‚ ¦ , Am) and player 2 uses B = (B1, à ¢Ã¢â€š ¬Ã‚ ¦ , Bn), the outcome Oij would have the probability xiyj, where both 1à ¢Ã¢â‚¬ °Ã‚ ¤ i, j à ¢Ã¢â‚¬ °Ã‚ ¤ m,n . The M1(x,y) = player 1, and M2(x,y) = player 2 Basically they are the expected value function for discrete X which express the expected value of their utilities. XiYj is the probability to certain decision while Ai and Bj are the respective decisions of player 1 and 2. The motivation of player is 1 to maximize M1 and of player 2 to maximize M2. In a competitive zero-sum game we have zeros of the utility functions so that M2(x,y) = -M1(x,y) which led to the term zero-sum. Therefore, it is never advantageous to inform your opponent the strategy you plan to adopt since there is only one clear winner and clear loser. So now we understand the concept that players cannot cooperate with each other. However, Battle of Sexes and Prisoners Dilemma could maximize the outcome through cooperation because they are non-zero sum game. M2(x,y) à ¢Ã¢â‚¬ °Ã‚   -M1(x,y). Notation Suppose we have two players Chris (C) and Me (M) in a game which one simultaneous move is allowed for each player the players do not know the decision made by each other. We will denote two sets of strategies as follows: S1: C = {C1, C2, C3 à ¢Ã¢â€š ¬Ã‚ ¦ Cm} S2: B = {M1, M2, M3 à ¢Ã¢â€š ¬Ã‚ ¦ Mn} A certain outcome Oij is resulted from a strategy from each player, Ai and Bj. Matrix: So if I pick strategy 1, Chris picks strategy 2 for himself, the outcome would become O21. Therefore, each sets of strategy between Chris and me would have a distinctive outcome, in which there are mn possibilities. However, in this essay we do not deal with many decisions, mostly 2 per person Harry Potter (HP) or Toy Story (TS), or Honest or Dishonest. So it would come down to a 22 matrix, like the following diagram shown in Two-Person Non -Zero-Sum Game. Two person Non-Zero Sum Game Non-zero-sum games are opposite to zero-sum games, and are more complicated than the zero-sum games because the sum could be negative or positive. And a two person non-zero sum game is only played by two players. In a non-zero-sum game, a normal form must give both payoffs, since the loss is not incurred by the loser, but by some other party. To illustrate a few problems, we should consider the following payoff matrix. Payoffs shows as (Player 1, Player 2) Player 1 Strategy A Strategy B Player 2 Strategy X (8,9) (6,5) Strategy Y (5,10) (1,0) Apparently, if we sum up the payoffs of player 1, we would have 8+6+5+1 = 20. While Player 2 would have the payoffs of 9+5+10 = 19. This has clearly illustrated on of the properties of a non-zero sum game. Moreover, even if their payoffs are equal, one more requirement has to be met. The sum of all outcomes has to be 0. Since we only have positive integers here, we can conclude that the sum of all outcomes in this case is strictly > 0. So this is a typical example of two-person non-zero sum game. Introduction to Pure and Mixed Strategies Suppose a player has pure strategies S1, S2à ¢Ã¢â€š ¬Ã‚ ¦Sk in a normal form game. The probability distribution function for all these strategies with their respective probabilities: P = p1, p2 à ¢Ã¢â€š ¬Ã‚ ¦pk are nonnegative and = 1 because the sum of the probability of all strategies has to be 1. A pure strategy is achieved when only one is equal to 1 and all other pm are 0. Then P is a pure strategy and could be expressed as P = . However, a pure strategy is also used in a mixed strategy. The pure strategy is used in mixed strategy P if some is > 0. So in a micro-scale, there are many strategies in the pure-strategy set S; and in macro-scale, these strategy-sets contribute to a bigger profile P. We define the payoffs to P as following: where m,k à ¢Ã¢â‚¬ °Ã‚ ¥ 1 But if the strategy set S is not pure, the strategy profile P is considered strictly mixed; and if all the strategies are pure, the profile is completely mixed. And in the completely mixed profile, the set of pure strategies in the strategy profile P is called the support of P. For instance, in a classroom has a pure strategy for teacher to teach and for student to learn. Then these strategies, teaching and learning, are the support of the mixed strategy. Payoffs are commonly expressed as So let i ( s1,à ¢Ã¢â€š ¬Ã‚ ¦,sn) be the payoff to player i for using the pure-strategy profile (P1,à ¢Ã¢â€š ¬Ã‚ ¦,Pn) and if S is a pure strategy set for player i. Then the total payoffs would be the product of the probability of each strategy in the strategy set S (ps ) and the payoffs of each strategy (. So if we sum up all the payoffs: I (P) = , which is again similar to the expected mean payoff function we set up in the zero-sum game section. However, a key condition here is that players choices independent from each others, so the probability that the particular pure strategies can be simply notated as . Otherwise, probability of each strategy is expressed in terms of other ones. Nash Equilibrium The Nash equilibrium concept is important because we can accurately predict how people will play a game by assuming what strategies they choose by implementing a Nash equilibrium. Also, in evolutionary processes, we can model different set of successful strategies which dominate over unsuccessful ones; and stable stationary states are often Nash equilibria. On the other hand, often do we see some Nash equilibria that seem implausible, for example, a chess player dominates the game over another. In fact they might be unstable equilibria, so we would not expect to see them in the real world in long run. Thus, the chess player understands that his strategy is too aggressive and careless, which leads to continuous losses. Eventually he will not adopt the same strategy and thus is put back to Nash equilibrium. When people appear to deviate from Nash equilibria, we can conclude that they do not understand the game, or putting to ourselves, we have misinterpreted the game they play or the payoffs we attribute to them. But in important cases, people simply do not play Nash equilibria which are better for all of us. I lied to my mom because of personal interests. The Nash equilibrium in the case between my mom and me would be both being honest. Suppose the game of n players, with strategy sets si and payoff functions I (P) = , for i = 1à ¢Ã¢â€š ¬Ã‚ ¦n, where P is the set of strategy profiles. Let S be the set of mixed strategies for player i. where m,k à ¢Ã¢â‚¬ °Ã‚ ¥ 1 The fundamental Theorem of a mixed-strategy equilibrium develops the principles for finding Nash equilibria. Let P = (P1à ¢Ã¢â€š ¬Ã‚ ¦Pn) be a mixed-strategy profile for an n-player game. For any player i, let P-i represent the mixed strategies used by all the players other than player i. The fundamental theorem of mixed-strategy Nash Equilibrium says that P is a Nash equilibrium if and only if, for any player i = 1 à ¢Ã¢â€š ¬Ã‚ ¦ n with pure-strategy set Si and if s, s Si occur with positive probability in Pi, then the payoffs to s and s, when played against P-i are equal. Battle of Sexes We shall begin with my example: At the cinema (C: Chris, M: Me) M1 M2 C1 (2,1) (-1,-1) C2 (-1,-1) (1,2) *Choice 1: Harry Potter *Choice 2: Toy Story The game can be interpreted by a situation where Chris and I could not make the choice that satisfies both of them. Chris prefers Harry Potter while I prefer a movie. Consequently, if we choose our preferred activities, they would end up at (C1, M2) where the outcomes would only be (-1,-1) because both of us would like to watch the movie together. Thus the Utility Function (U): Utility from the movie + Utility from being together. Considering a rather impossible situation where both of us do not choose our preferred options (C2, M1). This dilemma has put one of us sacrifice our entertainment and join the other, like (C1, M1) or (C2,M2). Thus the total outcome could be up to 3 util instead of -2 in the other two situations. Therefore, I made a decision to give up watching Toy Story and join Chris watching Harry Potter. Let be the probability of Chris watching Harry Potter and be the probability of me watching Toy Story. Because in a mixed-strategy equilibrium, the payoff to Harry Potter and Toy Story must be equal for Chris. Payoff for me is and Chris payoff is . Since , , which makes . On the other hand, has to be 1-2/3 = 1/3. Thus, the probability for (C1, M1) or (C2, M2) = and that for (C2, M1) and (C1, M2) = Because both go Harry Potter (2/3)(1/3) = 2/9 at the same time, and similarly for Toy Story, and otherwise they miss each other. Both players do better if they can cooperate (properties of non-zero sum game), because (2,1) and (1,2) are better than . We get the same answer if we find the Nash equilibrium by finding the intersection of the players best response functions. The payoffs are as follows: To find the payoffs of Chris relative to my probability, which is similar to probability distribution function (p.d.f.). Here are the cases Similarly for player B Thus. Chris would have a lower tendency for a positive payoff since his payoff tends to decrease if 0 à ¢Ã¢â‚¬ °Ã‚ ¤ Prisoners Dilemma Now it is the situation of where I lied to my mom. Heres the action between me and my mom. I could choose to be honest or lie to my mom while my mom, on the other hand, could only trust me or suspect me of being dishonest. The payoff matrix is as follow (Me: I, Mom: M): I1 I2 M1 (2,2) (0,3) M2 (3,0) (-1, -1) *Choice 1: Honest/Trust *Choice 2: Dishonest/Suspect This situation is a prisoners dilemma because it sets up a few key conditions. If both my mom and I choose to be honest, I would do the homework but I will not be subject to homework session for a year, and my mom will not be upset about me. So it results in the best mutual benefits (2,2). If I lie to her and she trusts me, I am happy from watching cartoon (3,0). But if she suspects me and I am honest, I would feel like a prisoner being suspected. (0,3). And eventually, if I am dishonest and she suspects me, we would end up in a bad relationship (-1,-1). Interestingly, I would prefer (I2, M1) because I have the greatest personal utility. But if I go for greatest mutual benefits, I would choose (I1, M1). Utility Function for Me: (UI): C + H + S + R C = Utility from watching cartoon H = Utility from doing homework S = Utility from homework session R = Utility from relationship with mom Now, to further discuss Prisoners dilemma for all cases, we had rather set up some variables. I1 I2 M1 (1,1) (-y,1+x) M2 (1+x,-y) (0, 0) Now let be the probability of I play I1 and be that of M playing M1 and x,y > 0. And now we could set up the payoff functions easily with these notations. Which could be simplified into is maximized when = 0, and similarly for be maximized when = 0, regardless of what each other does. So in fact it is a mutually defect equilibrium because the best-response for each other is not the best response for both of us. Therefore, one of us should sacrifice for the others or both of us cooperate to work out the best solution. In real life, people should choose to cooperate with trust. Assume that there is a psychic gain > 0 for I and > 0 for M when both of us cooperate, in addition to the tempting payoff 1+x. If we rewrite the payoffs with these assumptions and equations, we get Which can further be simplified into The first equation shows that if player I will then play I1 and if , then player M will play M1. Apparently, I would have done it because the total mutual payoffs of (I1, M1) both my mom and I are honest and trustworthy, would be higher than that of (I2, M1) where I lie to my mom who trust me. This would happen, for instance, I could get 10 candy bars and my mom can enjoy watching TV if both of us are honest. In fact, many corporates in the real world result in such way; therefore, sometimes, cooperation with others could be beneficial to ourselves. Conclusion

Principles Of Information Security And Governance Information Technology Essay

Principles Of Information Security And Governance Information Technology Essay The progress and expansion of the field of information technology and worldwide network has given birth to the issues like, violation of information security, hacking and virus attacks. Information security governance play vital role in providing regular protection of information from a wide range of threats to ensure business continuity. It helps minimize risk factors, maximize profits, investment returns, and boost the reputation. Virus attacks, hacking and information theft are some of the basic dangers faced by many organizations, and the solution lies not only in the hands of technology but management as well. Information security failure or poor management lead to business and financial loss and reputation damage. I will be shedding light upon the principles, risk factors, privacy threats and then the required strategies, policies and procedures for administration and management of an information security and governance program in my organization. Information Security Governance A structured framework of policies, procedures and authority of handling, sharing and recording information securely and confidentially is termed as information security governance (NHS, 2005). A successful information security governance in an organization ensures the confidentiality, integrity, availability, authentication and identification, authorization, accountability and privacy (Whitman and Mattord, 2009, p. xvii) of information and data related to security and reputation of an organization. Information governance in an organization requires teamwork, where all the staff members are aware of the importance of the confidentiality of information. This framework makes sure that the information and data is secure with accuracy and also that the information are shared and recorded in compliance with all the legal and lawful procedures and proper set of rules and guidelines (Simmons, Scott, et al., 2006). Information security governance compliments the Information technology and corporate governance and is an important segment of both. Most of the companies in order to provide a contemporary environment to the information system of governance are using internationally recognised frameworks like; COBIT and ISO 17799. The Control Objectives for Information and related Technology (COBIT) is a framework designed in 1992, by the IT Governance Institute (ITGI) and the Information Systems Audit and Control Association (ISACA). This framework works for the IT management in implementing and developing the Information security governance on a wider platform. It includes the threat analysis, risk assessment, cost estimation as well as countermeasures and future (Solms, 2005). Figure 1 : Proposed Integrated IT Governance Framework (Dahlberg and Kivijà ¤rvi, 2006). Figure 1 shows a proposed integrated IT governance framework. A successful information governance structure builds on the integration between the structural and processes perspectives of IT governance, business-IT alignment, and senior executives needs (Dahlberg and Kivijà ¤rvi, 2006, p. 1). The framework requires the involvement of the management board, executive and subject steering committees, service delivery teams and all the staff members related to the networking, systems, applications, desktops and cross functional works (Richardson, 2010, Q 3). Implementation and administration of IT security are carried out by the Information security management of the organisation which help identify the levels of requirements. Information security management follows a methodology or framework which include top management commitment and information security policies (Ghonaimy, El-Hadidi, et al., 2002). Information security governance ensures that the information security management establish, implement, monitor, and review these procedures and policies in order to meet the business objectives of the organization (Pironti, 2008). The Information security team is responsible for handling security issues regarding the safety and confidentiality of companys information and data protection. It also helps maintain the integrity and availability of information. Information security management deals with the security team, organisational culture, change management, assessment risk factors, people and risk behaviour. It is responsible for the deve lopment of strategies, policies and procedures to reduce threats, risks and attacks. The Security team presents to the management team the security analysis, reviews and implementation plans (Parker, 1981). Information Security issues and risk factors A hack, a virus or a denial-of-service attack may have the effect of halting business operations (Ross, 2008, p 1). The main dangers faced by many organizations include, identity theft, leakage of personal information, data manipulation and modification and improper access to security passwords and secure areas. Widespread IT security risks include; malware, hacking the system, terrorism, extortion, people and non compliance behaviour of the staff and mangers. These dangers can affect the overall reputation of the company and stakeholders become concerned. Main losses and threats include; loss of Confidentiality, integrity, availability, authenticity and reliability of information, which require protection (Stoneburner, Goguen, et al., 2002). Confidentiality threat means the unauthorised access to secure information. The breach of confidentiality can occur in number of ways, like the absence of the screen savers on the personal computers and laptops would invite dangers like leakage of data information as staff members or any external visitor with bad intentions can easily access them. Similarly, the post-it notes with id and passwords reminders would pose the same violence of confidentiality. Secondly, the direct access to the server room key would be like inviting security theft and accessibility of the unauthorised person (Stoneburner, Goguen, et al., 2002). Integrity implies unauthorised modification and manipulation of data. Unauthorised access implies leakage of important information which could mean that anyone can steal or misuse the confidential information of the company and this could lead to the distribution; alteration and stealing of personal data and identities of key personnel and hacking and virus attacks on the organization secure system. An employee can misuse the data information by changing the main figures, mistyping or deleting important information by accident or on purpose. When members of staff take the official laptops home with unencrypted personal information, this could mean the leakage and distribution of confidential data going in the wrong hands (Stoneburner, Goguen, et al., 2002). Availability means providing accessibility only to the authorised users. Loss of availability of data could be caused by attacks like hacking, virus or hardware failure. Unavailability of system to the end-users could mean for example affecting the productivity time and hence affecting the organisational goals of the company (Stoneburner, Goguen, et al., 2002). There are number of other issues and risk factors regarding information security that can threaten the Information security governance. Lack of professionalism of the employees can generate many high risk issues, for example, sending unofficial emails within the organization indicate improper use of internet, which is wrong and unethical. Plus if someone is incharge of companys high risk or sensitive data information then internet browsing or emailing can easily invite virus attacks or hacking. Information Security Strategies, Policies and Procedures These risk factors and security issues require proper security policies and advanced framework. Although the HR department already possess a set of security policies and procedures but they are seldom implemented. The information security governance program works with the risk management program with strategies, security policies and procedures to work effectively in providing a completely secure environment. Information governance ensures application of all the security policies (Nagarajan, 2006). Risk analysis is very important before implementing information security rules, strategies, policies and controls. Risk analysis forms the basis of risk management system. Implementations of information security in an organization comprise six major activities: Policy development, understanding roles responsibilities, suitable information security design, regular monitoring, security awareness, training and education. Now in order to achieve reliable information security essential elements of control within the organization is required. Security controls include technical and non-technical controls. Technical Control Technical control provides logical protection by implementing protective software into the system. This includes; access control mechanisms, identification and authentication mechanisms, data encryption, access control list and intrusion detection system, plus other software and hardware controls. Computer security can be achieved by creating strong passwords, updated anti-viruses anti-malwares, firewalls, screen savers, proper encryption and creating backup files (Stoneburner, Goguen, et al., 2002). Keeping in minds that the passwords should be strong and well protected and employees must not share them with anyone and these passwords should be changed periodically. Organisations must have incident response procedures which include the backup generators for electric failure and off-location data centres in case of natural disasters or accidents. Non-technical Controls Management control include management and administration of security policies, operational measures, risk assessments and training and education. Management control is responsible for educating staff members to guide them in handling the case sensitive data and information through a suitable security awareness program. HR team should conduct a proper background check on the employees and especially on the ones who are incharge of handling confidential information in addition to providing proper training to the staff members. The administrative control should also inform employees the UK legislation and laws of data protection that are in place. Internet threats can be handled by educating staff member and creating an awareness of confidentiality, prohibiting web browsing, chatting and useless emailing within the computers containing confidential information and downloading software from unknown or unprotected sources. Moreover, their level of computer literacy must be analysed in or der to identify their capabilities in handling information. It must also administer the authorization and re-authorization of the system (Stoneburner, Goguen, et al., 2002). Security awareness program should provide security training and must also analyse the level of computer literacy in each employee. Information security officer must administer and implement information security awareness program, which should include providing training and awareness to the senior management, staff and employees involved in handling data information as well as educating the end-users or the clients. Involvement of all the users within the organisation is essential (Ghonaimy, El-Hadidi, et al., 2002). Operational control include physical control and environmental security. It plays a vital role in implementing administrative and technical controls. Operational security ensures the quality of electric supply, humidity, temperature controls and physical facility protection system. Some examples include; backup generator, physical intrusion detection systems like alarms and motion detectors. This system also monitors and controls physical accesses to the secured areas, some examples include; locks, doors, cameras, security guards and fencing (Stoneburner, Goguen, et al., 2002). The HR department should provide security awareness training to the staff members and must make sure that when appointing a new employee, the contract of employment must include the security policies and procedures. These security controls should be revised and renewed annually in order to achieve successful information security. All these essential controls and security awareness program must be implemented by the Human Resource department. Information security culture Peoples behaviour and attitude towards their working atmosphere forms the organisational culture of the organisation. Information security culture evolves from the behaviour and attitudes of the people towards confidentiality, integrity and availability of the organisational information and knowledge. It includes people, training, processes and communication because the inside behaviour poses a more serious threat to the security of information than outside behaviour (Ghonaimy, El-Hadidi, et al., 2002, p. 204). It is therefore essential to understand and analyse the organisational and corporate culture of the organisation as well as the need to change the security culture within the organisation. Threat analysis would indicate how much the organisational culture contributes towards the violation of security and it should be changed accordingly by educating staff members (Ghonaimy, El-Hadidi, et al., 2002). Figure 2 describes a proposed information security culture in an organisation. Figure 2 : A proposed information security culture (Ghonaimy, El-Hadidi, et al., 2002). A healthy security culture is achieved when people in the environment are trained to handle the clients confidential information securely and are completely aware of the threats and dangers around them regarding information theft; hacking and virus/malware attacks and they should be trained to handle these situations with confidence and responsibilities (Richardson, 2010, p. 3). Information security culture can change the organisational culture in a positive way. For example, the staff must understand that if servicing or repairing is required than this should only be handled by an authorized person. Security culture depends upon the managerial attitude, including the top management, security awareness and training and awarding of security conform behaviour (Ghonaimy, El-Hadidi, et al., 2002). Risk Management System However, the information security policy alone cannot be counted upon to effectively eliminate these threats because it narrowly focuses on the use of technology to mitigate threats as the nature of threats and attacks have changed to become highly targeted, highly effective and nonadvertised (Pironti, 2008, p. 1). Therefore a proper risk management model is compulsory. The ever changing faces of attacks and dangers on the information security require proper risk management system which must be understood and supported by the senior management and business leaders of the organization, to identify and finalize investment levels utilizing proper information protection and risk management capabilities. Moreover, regular reporting is essential to demonstrate the effectiveness of the Information Risk management practices. This model will definitely improve the efficiency of the information security team in following the Risk management teams decisions, which is made by the higher officials, who can have the valuable approach towards information infrastructure and can make these decisions effectively. The corrective approach of a successful risk management program depends upon the presence of a single team leader (Pironti, 2008). Information risk management program helps in characterizing and analyzing whole system of companys information highlighting risk factors and information infrastructure. It combines individual functional capabilities into one single well managed and well oriented organization enhancing business strategies. It increases the efficiency of security teams. It produces a bridge of confidence and communication between the team and the leaders. This program provide protection against wide range of threats in terms of security theft not by limiting access but by evaluating appropriateness and requirement of extent of that access, which in turn does not stop an organization to achieve their targets (Pironti, 2008). Conclusion In order to achieve a level of satisfaction in terms of confidentiality, integrity and availability of companys case sensitive information and data protection, reliable information security governance is required. This framework must include the implementations, renewal and revision of the strategies and policies within the organisation, understanding the need to change the organisational security culture and monitoring and management of the information security team with the supervision of the top management. However with the expansion of global network day by day, there are major risk factors of viruses and malware which require a risk management system as well. These policies, strategies and procedures must be implemented through the HR department including hiring and training of security officers and staff members with the approval of the top management. Appendix A: Summary of the paper presentation Key Elements of an Information Risk Management Program As part of our MSc assessment we were asked to take part in a paper presentation on the key elements of an Information Risk Management system based on a paper written by John Pironti, which was published in 2008 in the Information Systems Control Journal, Volume 2. Information security has become more challenging with the ever-changing and evolving faces of threats in the information processing. The adversary creates a new threats as soon as the defender develops and implements the defensive controls. The defenders get affected by the ethics, rules, knowledge, time, and lack of investment and resources. The adversaries can only be defeated by a suitable Risk management approach by using available assets, resources and potential. Policies, procedures and processes complemented by technology prove far more effective in mitigating security threats than the technology alone. Information security only relies upon the technology to create defences against threats that can easily be downloaded or purchased. The reason is that these components require proper implementation and operation. The organizations Information Risk Management approach identifies which information to protect and the level of protection required to align with organizational goals. It must be understood and supported by the senior management and business leaders of the organization, to identify and finalize investment levels utilizing proper information protection and risk management capabilities. Team Structures in most of the companies today have segregated leaders with the title chief, which is of no significance as the main chief has limited access to the senior positions and business strategies. In order to meet current challenges, all these independent capabilities must be united on a single platform as Information Risk Management program. Information Risk Management Program helps in characterizing and analyzing the whole system of companys information highlighting risk factors and information infrastructure. It combines individual functional capabilities into one single well managed and well oriented organization enhancing business strategies lead by the Chief Risk Officer. The leader becomes the focal point to produces a bridge of confidence and communication between team and leaders regarding all communications about risk identification, mitigation and management. This program provide protection against wide range of threats not by limiting access but by evaluating appropriateness and requirement of extent of that access, which does not stop an organization to achieve their targets. This team leader has regular access to higher officials to provide them correct and update information regarding risk factors and business strategies. Key performance indicators are essential measurement tools for the performance of a business function, process or capability. These indicators need to be assigned thresholds to ensure that they are working within normal limits. The key elements of risk management program include; presence of a Chief Information Risk Officer, Information security, Physical security, compliance, privacy, financial risk, market strategy risk, business operations risks, risk methods, practices, key performance analysis effectiveness, cultural awareness, training, communications, strategy governance and risk oversight board and committee. Information Risk Management serves as a mature progression of information security. The Risk management program structures the Risk management, utilizing existing capabilities and provides a 360 degree holistic view of security risks within the organization. Appendix B: Discussion generated from the paper presentation Q. What do you mean by the holistic view of risks that affect productivity and success? A. A holistic view implies focusing from a high perspective and ensuring that all the organisational requirements are met with relevant policies, processes and procedures complimented by technology rather than certain technical area on which the information security team focuses on. Q. How would you convince the businesses that such a wide model of Risk management program can get implemented with the requirement of so many resources? A. This program probably applies mostly to the larger organisations with more number of people involving different levels so that they are able to map on this new mature model, explaining the benefits and understanding why change the structure of the information governance. Another key element to highlight would be that this model re-uses the existing resources within the organisation. Q. Who decide the key performance indicators in the policy and standards maintained by the Risk Management program? A. Normally it would be something which is discussed by all the actual relevant departments rather than the IT department telling you what your KPI should be. It will be coming from a higher level and senior management. Appendix C: References

Nathaniel Hawthorne was a Liberal Puritan Essay -- essays research pap

Nathaniel Hawthorne's best known short stories including Young Goodman Brown, The Minister's Black Veil, and The Birthmark, should be considered some of the great works of American literature because their exploration of enduring American themes of moral struggle. The short stories demonstrate a masterful command of symbolism and allegory. Nathaniel Hawthorne was born in Salem, Massachusetts in 1804. Descended from a staunch Puritan family, Hawthorne?s father was a presiding judge over the Salem Witch Trials. Hawthorne?s father died when he was young and he spent much time alone during his childhood. He had an introspective nature and was an avid reader. He began to write while he was in college and following graduation, returned to Salem where he entered a twelve-year literary apprenticeship. His first collection of short stories, Twice-Told tales, was published in 1837. Soon afterwards, he joined for a short period an experimental utopian community outside of Boston called Brook Farm in 1841. In 1842, Hawthorne married Sophia Peabody and they moved to Concord, Massachusetts. There Hawthorne wrote many pieces including his next collection of stores in 1846 called ?Mosses from an Old Manse.? From 1846 to 1849, Hawthorne worked in a Salem customhouse. Following his dismissal was a two-year period of intense p roductivity after which he wrote very little fiction, although he did keep notebooks. Hawthorne died in 1864 following several years of inability to complete any of this writings. Much of Hawthorne's work is set in colonial New England and many of his short stories have been read as moral allegories influenced by his Puritan ancestry. He believed that the misfortunes of his immediate family were the result of d... ...esides over a funeral and a wedding, providing no one with any explanation as to his unusual appearance. The only character not afraid of the veil is the minister?s fiancà © but she does ask him to remove it and how his face if only for a single time. He refuses to do so, explaining that the veil must stay on forever in recognition of the time when we will all cast aside our veils. She finally breaks off her engagement with Mr. Hooper since he refuses to remove it. When the minister dies, he is buried with the veil unlifted. Nathaniel Hawthorne?s best known short stories including Young Goodman Brown, The Minister's Black Veil, and The Birthmark, should be considered some of the great works of American literature because their exploration of enduring American themes of moral struggle. The short stories demonstrate a masterful command of symbolism and allegory.

The Role of the Narrator in Byrons Don Juan Essay examples -- Don Jua

The Role of the Narrator in Byron's Don Juan The narrator of Don Juan takes the traditional role of omniscient narrator. He states the facts but also adds in his personal thoughts on the characters. From the beginning he lets the reader know that he is in search of a hero. He cannot find a hero in his contemporary time, therefore he will return to the hero who has stayed a hero through time. The hero is "my friend Don Juan" (5.8). There is no doubt that the narrator feels a close relationship with the hero and the hero will be treated as casually as friend. He relates that the usual course for a poem is to start in the middle, "that is the usual method, but not mine" (7.1). He will start at the beginning and give opinionated views of Juan's parents. Immediately the narrator establishes control, and therefore sets the tone of the poem. He lets the reader know that Juan's parental skills are lacking (according to him) and if he was Juan's parent he would do things differently. Of young Juan's mischievousness, if "they been but both in their senses, they'd have the young master To school, or had him soundly whipp'd at home, To teach him manners for the time to come" (25.5-8) Certainly this establishes his authority. As the reader, we want to believe him. Obviously (to the reader) Juan's parents are negligent in their duties and the reader sees herself agreeing that she too would do the same. He guides us to be prejudiced to Juan's parents and this trust develops between narrator and reader that carries throughout the poem. Of course the na rrator like any instigator will deny their input. A particularly amusing part of the poem is where the narrator in self-parody tells us "For my part I say nothing--nothing--but This I will... ...rity over the hero. The narrator alone has the power to keep Don Juan alive. In addition, the narrator is really the personality of the poem. We are told Don Juan's actions, but is the narrator that flavors it. It is interesting that Lord Byron decided to include the narrator so prominently; but definitely to the poem's advantage. Works Cited Bostetter, Edward E., Twentieth Century Interpretations of Don Juan. Englewood Cliffs, NJ: Prentice-Hall, 1969. Boyd, Elizabeth French, Byron's Don Juan: A Critical Study. NY: Humanities Press, 1958. Byron (George Gordon, Lord Byron), Don Juan, ed. Leslie A. Marchand. Boston: Houghton Mifflin, 1958. McGann, Jerome J., Don Juan in Context. Chicago: U of Chicago Press, 1976. Steffan, Truman Guy, & Willis W. Pratt, eds., Byron's Don Juan: A Variorum Edition. 2nd ed.. 4 vols.. Austin: U of Texas Press, 1971.

Employee Turnover and Job Satisfaction Essay

A collection of peer-reviewed articles were used to examine the link between job satisfaction and employee turnover, as well as how to effectively use work motivation to decrease employee turnover rates. Though the literature surveys various types of studies in multiple settings, overall it indicates that how satisfied employees are with their work is directly linked with a business’ employee turnover rate. Major themes that emerged as the driving force behind job satisfaction are staffing concerns, the implementation of a rewards system, employee benefits and pay, employer to employer communication, the prevalence of moral stressors, role distinction, and the organizational environment of the business. The research indicates that some or all of these factors should be used as work motivators, increasing job satisfaction, and ultimately decreasing employee turnover rates. Keywords: job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation, employee engagement, retention factors Minimizing Employee Turnover in a Clinical Environment by Creating Job Satisfaction People want to feel fulfilled in their work; this is not recent discovery (Katzell & Thomson, 1990). When a person feels that he or she is beginning to lose a sense of purpose at their place of employment, he or she moves on. Extensive research has been done in attempts to understand the causes behind employee turnover. The research examine in this literature review indicates that there is a direct link between employee turnover and job satisfaction. This paper will be exploring employee turnover in a variety of work situations; however, I will be observing with the purpose of implementing the findings within a healthcare setting. Since healthcare is something that is so vital in the lives of all people, it is absolutely  necessary that a healthcare system is run efficiently; for any business to be run efficiently, a skilled and competent staff is a requirement (Harter, Schmidt, & Hayes, 2002). Healthcare professions are highly demanding; without proper work motivation, employee retention may suffer. Though high employee turnover rates can be seen in many professions, they are becoming especially prevalent in healthcare scenarios (Belbin, Erwee, & Wiesner, 2012). One reason for this may be that healthcare is becoming such a strong force, both in our daily lives and in the business world (Barrett, 2010). A large healthcare system calls for an ample staff; with more employees, it generally follows that employee turnover rates will increase. Whatever the case, in order to maintain a successful clinic, one should have a clear understanding of what affects employee turnover. The goal of this paper is to understand the link between employee turnover rates and job satisfaction. Once these factors, or work motivators, are identified, this paper will examine how they can be implemented within a clinic to decrease employee turnover and increase the performance levels of employees. Definitions Employee turnover rate refers the frequency in which employers gain and lose employees (Cline, Reilly, & Moore, 2003). When examining turnover rates, some researchers like to make the distinction between voluntary and involuntary turnover. In this literature review, when I refer to employee turnover, I will be specifically focusing on voluntary turnover. Job satisfaction indicates the contentedness an individual feels toward their vocation. Job satisfaction, as this research will further confirm, is a complex and multifaceted concept; many factors are integral in the accomplishment of job satisfaction. As Sell & Cleal (2011) confirm, there are many theories on what motivates job satisfaction, whether it be dispositional, situational, or psychological. This literature review is mainly concerned with situational job satisfaction. Work motivation is defined by Lindner (1998) as â€Å"the inner force that drives individuals to achieve personal and organizational goals† (p. 1). Motivation is what gives us our purpose and tenacity; it is the desire achieve specific goals and to meet needs unmet. Rewards systems are implemented by employers to both make aware their expectations for their employees and for employees to receive the benefit of recognition when their job or task is performed with excellence (Shiraz, Rashid, & Riaz, 2011). Some examples of vocational rewards are promotions, monetary compensation, vacation, and recognition. Method Applicable research articles were found using resources and databases available through Cornerstone University in Grand Rapids, Michigan. The most advantageous databases were ProQuest, GaleGroup, AcademicOne, and PsychInfo. The following key words were used to help narrow search results: job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation retention factors, and employee engagement. In order to keep this literature review applicable to current circumstances, articles dating before 2000 were not used, with the exception of those dealing with theoretical framework. The research was done in not only medical environments, but in a variety of work environments. The reason for this is that job satisfaction and employee turnover rates are very prevalent in a considerable number of professions. The findings found within each article may be effectively applied to a clinical setting. Each article used for this literature review is peer-reviewed. Review of Related Literature Since the concept of job satisfaction and its relation to job performance and employee turnover is such a large topic, this literature review will be focusing on several key factors: (a) the role of recognition and rewards in the work place (Shiraz et al., 2011); (b) meaningful communication between employer and employee (Sultan, 2012); (c) the importance of leadership and role definition in the work place (Moynihan & Pandey, 2007). While all the researchers agreed that there are always a number of factors that influence employee turnover and job satisfaction, for succinctness, this particular literature review will specifically examine the aforementioned topics and their relationship to employee turnover and job satisfaction. While it may not immediately seem that these topics are intrinsically connected, by exploring these themes piece-by-piece, in conclusion we are able to see how  together they are able to offer insight into how job satisfaction can be improved. The role of rec ognition and rewards in the work place Within the workplace, both employers and employees maintain certain expectations of each other. Employers expect their employees to â€Å"take initiative, supervise themselves, continue to learn new skills, and be responsive to business needs† (Ali & Ahmed, 2009, p. 1). Employees expect, at the very least, to be treated with fairness, to be paid a reasonable salary, and to experience a safe working atmosphere (Ali & Ahmed, 2007). These are, as Linz (2010) puts it, â€Å"intrinsic rewards.† In Linz’s study, all employees valued these rewards as an integral part of job satisfaction and motivation; only some employees placed great value on â€Å"extrinsic rewards† such as promotions and recognition. In a theoretical study constructed by Lindner (1998), the research indicated that simply receiving â€Å"full appreciation for work done† was ranked significantly important in a list of factors linked with job satisfaction, coming in at third. However, in a study performed by Ali & Ahmed (2009), a questionnaire given to 80 Unilever employees showed that there was a significant correlation with the extrinsic reward recognition and how satisfied and motivated they were in their work. Ali & Ahmed (2007) used the Pearson’s Product Moment Correlation Coefficient to quantify their data. In a study very similar to the one performed by Ali & Ahmed (2007), Danish (2010) hypothesized that there would be a strong relationship between recognition and work motivation; he also predicted that there would be a strong link between rewards and work motivation. Both of his hypotheses were supported; however, the link between recognition and work motivation, though positive, was not as strong as anticipated. Though the link between rewards and work motivation was slightly stronger than the correlation between recognition and work motivation, it still was not as significant as the link between work motivation and the content of the work itself. Like Ahmed & Ali (2007), Danish (2010) used the Pearson’s Product Moment Correlation Coefficient. Meaningful communication between employer and employee In a qualitative study of nurses who voluntarily left their jobs, researchers discovered that the reason the nurses communicated to their employer for  leaving was not consistent with the reason they gave to a neutral third party when posited with the same question (Cline, Reilly, & Moore, 2003). Interestingly enough, the reasons that they gave for leaving were directly connected with problems concerning communication with their managing staff. In a theoretical study designed by Lindner (1998) with the purpose of ranking factors associated with work motivation, the feeling of â€Å"being in on things† was among the more important factors, placing sixth in the line-up. Some other factors that were mentioned in Lindner’s study could also be linked with the concept of employer and employee communication: full appreciation of work done, personal loyalty to employees, tactful discipline, and sympathetic help with personal problems. Goris (2007) performed a moderated regression analysis on 302 employees. In his findings, he did not discover that employees’ communication-related interactions served as an indication of what types of jobs employees would choose. However, Goris (2007) did find that communication satisfaction was a primary predictor of employees’ performance and overall job satisfaction. The importance of leadership and role definition in the work place The research consistently indicates that the establishment of roles within a work environment is important when examining employee turnover and job satisfaction (Patnaik, 2011). In a study performed by Cline et. al (2003) in which they interviewed registered nurses who had voluntarily left their place of employed, leadership and group cohesion were factors that directly affected turnover and retention. In another study, Moynihan et al. (2007) used a questionnaire to uncover a direct, positive relationship between role clarity and how satisfied employees were with their jobs. However, in the same study, researchers found that role clarity did not seem to have much influence on the employees’ work involvement. Key Findings and Implications for Professional Practice The main focus of this literature is identifying the factors that influence job satisfaction and work motivation and how they influence employee turnover. The research indicates that there is a strong link between job satisfaction and employee retention and that there are several work motivators that can be implemented to increase job satisfaction and decrease employee turnover. In addition, the research implies that increased work  motivators and job satisfaction leads to higher performance levels in employees, greatly benefiting the organization or businesses they serve. While a high employee turnover rate is not hard for employees to see, it is oftentimes difficult to understand the reasons behind it. In this literature review, some real insight could be found in the study of registered nurse turnover rates performed by Cline et al. (2003). The nurses were very clear on their reasons for leaving their jobs when talking with a neutral third-party; however, because they did not feel comfortable communicating with staff members within their former place of employment, they were unable to voice these concerns to their former employer. This demonstrates a very keen example of a problem seen in many work environments: a lack of communication. Throughout much of literature considered in this review, communication, even if it was not directly named, emerged as a very important ingredient within an effective work environment. Through proper communication, employers and employees are able to not only discuss what needs to be accomplished, but they can begin to gain a better understanding of one another. Since there are such a number of work motivation factors, it is important for an employer, or, in larger companies, a manager to have open communication with their employees and get to know them so they can meet their needs, leading to great job satisfaction for that individual. It seems that communication is a joining theme throughout many of the work motivating factors explored. Within a clinical setting, communication can be cultivated through the establishment of meetings, memos, and clear definition of the clinic’s practices (Sultan, 2012). Role clarity, another factor in job satisfaction, can also be implemented through proper communication between staff members. Rewards within a clinic may be exhibited through compensation or promotion; however, recognition, a form of reward, can be achieved through verbal or written communication. Conclusion and Recommendations It is important to achieve an environment where one’s employees feel fulfilled since, as the research confirms, this is directly connected with how successful and effective a business can be (Moynihan & Pandey, 2007). Many might assume that how much an employee is paid is the driving force  behind whether or not they are satisfied with their job (Lindner, 1998). However, while that is a factor, many of studies included here, as well as well-respected theories on the subject of work motivation, imply that there are many other factors that influence how happy an employee is with their job. The work motivators explored specifically in this review all exhibit a strong correlation with job satisfaction, though they still do not encompass all the factors that influence a worker’s job satisfaction and motivation. Organized management, public service motivation, advancement opportunities, work content, and job routineness are some of the other factors that have a strong effect on job satisfaction. With such an array of factors to consider, it is clear that one cannot completely prevent employee turnover. However, as an employer or manager it is important to strive to create an environment where one’s employees are empowered and motivated to perform their job to their best of their ability. By implementing practices in which an employee feels understood and valued, an employer is able to create a work environment where employees not only feel satisfied in their job, but they also feel motivated to set and accomplish goals for themselves and for the business in which they serve. Especially in a healthcare setting, the motivation, which is to help make better, or even save the lives of others, is a substantial one. By gaining a better understanding of the work motivators that bring job satisfaction and minimize employee turnover, an employer can bring about outcomes that benefits clients, employees, and the future of their business. References Ali, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employee’s motivation and satisfaction: an empirical study. International Review of Business Research Papers, 5(4), 270-279. Barrett, S. (2010). Healthcare: growing pains. Corporate Adviser, 33. Retrieved from http://search.proquest.com/docview/757262546?accountid=10269 Belbin, C., Erwee, R., & Wiesner, R. (2012). Employee perceptions of workforce retention strategies in a health system. Journal of Management and Organization, 18(5), 742-760. Retrieved from http://search.proquest.com/docview/1268167639?accountid=10269 Cline, D., Reilly, C., & Moore, J. F. (2003). What’s behind RN turnover? Nursing Management, 34(10), 50-3. Retrieved from http://search.proquest.com/docview/231383281?accountid=10269 Danish, R. & Usman, A. (2010). Impact of reward and recognition on job satisfaction and motivation: An empirical study from Pakistan. International Journal of Business and Management, 5(2), 159-167. Goris, J. R. (2007). Effects of satisfaction with communication on the relationship between individual-job congruence and job performance/satisfaction. Journal of Management Development, 26(8), 737-752. Retrieved from http://0 www.emeraldinsight.com.eaglelink.cornerstone.edu/journals.htm?articleid=1621587&s ow=abstract#sthash.u4JPs47o.dpuf Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279. doi:http://dx.doi.org/10.1037/0021 9010.87.2.268 Katzell, R. A., & Thompson, D. E. (1990). Work motivation: Theory and practice. The American Psychologist, 45(2), 144. Retrieved from http://search.proquest.com/docview/212096149?accountid=10269 Linz, S.J. & Semykina, A. (2011). What makes workers happy? Anticipated rewards and job Satisfaction. Industrial Relations, 51(4), 811-844. Lindner, J. (1998). Understanding employee motivation. Journal of Extension (36)3. Retrieved from http://www.joe.org/joe/1998june/rb3.php Moynihan, D. P., & Pandey, S. K. (2007). Finding workable levers over work motivation: Comparing job satisfaction, job involvement, and organizational commitment. Administration & Society, 39(7), 803-816,818-832. Retrieved from http://search.proquest.com/docview/196814421?accountid=10269 Patnaik, J. B. (2011). Organizational culture: The key to effective leadership and work motivation. Social Science International, 27(1), 79-94. Retrieved from http://search.proquest.com/docview/877005864?accountid=10269 Sell, L. & Cleal, B. (2011). Job satisfaction, work environment, and rewards: Motivational theory revisited. Labour, 25(1), 1–23. doi: 10.1111/j.1467-9914.2010.00496.x Shiraz, N., Rashid, M., & Riaz, A. (2011). The impact of reward and recognition programs on employee’s motivation and satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 3(3), 1428-1434. Retrieved from http://search.proquest.com/docview/887726475?accountid=10269 Sultan, S. (2012, December 31). Examining the job characteristics: A matter of employees’ work motivation and job satisfaction. Journal of Behavioural Sciences, 22(2). Retrieved from http://0-go.galegroup.com.eaglelink.cornerstone.edu/ps/ i.do?id=GALE%7CA309533743&v=2.1&u=lom_cornerstc&it=r&p=AONE&sw=w

The Art Of Beautiful Women

Proposal:I will attempt to display the comparison of the cultures that produce the Barbie doll and the cultures that produce the Venus de Willendorf. While talking about the two cultures, I will describe some interesting but common themes the Paleolithic cultures and the modern culture encounter: what our modern culture has embraced and those things that it has deserted of which the Paleolithic culture in high regards. Meanwhile through my discussions I will show how much of our world views have changed from an era of the Venus de Willendorf to the modern world view of what the ideal woman should look like and how the view of beauty should not be as two-dimensional as the modern culture makes it out to be.Outline:Introductiona.) â€Å"Only the eye beholder can see the art of beautiful women†, this observation can be proven by looking at different cultures throughout the history of our times. The art of beautiful women is much more that what she looks like, it is also what a wo man’s body can withstand as well as what her body can produce. Women’s bodies are only the expression of the women we allow to live inside them. Let that woman be free. Let her shine. And know that the house in which she lives will always be as beautiful as she believes it to be. Previous cultures show’s us what our modern culture tends to ignore. Body:b.) Common ideas between the Paleothic cultures’s view on beauty verses our modern society’s view.I.) A common idea on the views of beauty between the Paleothic culture and our modern society’s view is that both cultures tend to admire a woman’s beauty: each in their own way. c.) A bit of differences between the views of beauty of the Paleothic culture and the modern world.II.) The main difference between the culture of our past and today’s  society is that of size and shape of a woman. In the Paleothic culture, the ideal shape of a women is believed to have been rather a large size woman, she would be considered volumpsous. Although today‘s society dictates that women of this era should be thin, big breasted and well preserved. Conclusion:The main objective that was intended for discussion of this paper was to discuss the different women idols that are famous in today’s era as compared to the Paleothic era. The significance of women has changed with the passage of time along with the roles and responsibilities that were fulfilled by them previously. There is a major difference between the idealizations of art of beautiful of women in the Paleothic culture and the art of beautiful women that is referred to in today’s society.Some of the roles that women share from both era’s were that women were depicted as some sort of sex symbol, and important enough for being child bearing. The role that the Barbie play in today’s society will be researched in order to explore the societal, political implication of idols to identify th e similarities and differences between the earliest known civilization and the culture of today ‘s era.