Bioethical Principles in Medical Science Essay Example for Free

Bioethical Principles in Medical Science Essay The principlist approach to biomedical ethics is understood on the basis of two central theses. The first thesis is that moral principles are non-absolute and that they do not occur in a determinate order of precedence. This means that every single principle is prima facie. These prima facie principles are; beneficence, respect for autonomy, non-maleficence and justice. The second central thesis, usually called the global applicability thesis, posits that the four prima facie principles derived from common morality make principlism universally applicable. Analysis of ethical questions based on the biomedical principles of ethics is central to moral reasoning while at the same time respects exigencies of circumstance and liberates pluralism (Beauchamp Childress 14; Herissone-Kelly 65). Since this application of ethical principles is sensitive to moral beliefs encountered in everyday lives, it forms the basis of ethics in biomedical practice. It acts as a guide to action even though the four principles do not operate in a determinate order of precedence. In attempting to discern the ethics of physician assisted suicide one central question comes into mind. Is assisted suicide morally justified? In a nutshell, assisted suicide or more specifically, physician assisted suicide, refers to a case where the patient has ended his life either with a lethal dose or any other medically provided instrument after the patient requested for the lethal dosage from the physician who provided the dosage for the specific reason of ending the life. The difference between euthanasia and assisted suicide is that in the case of euthanasia, it is the physician who administers the lethal dose or withdraws the life support system because the patient in question is unable to administer the same to him/herself. Thus, the difference lies in the difference in who makes the action that precedes death. In assisted suicide, it is the patient who acts last. The choice of taking the lethal dosage or pushing the button that will terminate life solely rests with the patient and they have the capacity to alter their decision before their actions become irreversible. Even though the physician plays a causal role in both; the patient kills him/herself in assisted suicide while in the latter, it is the physician who kills the patient. This difference creates an intrinsic moral difference between the two. This brings into question the principle of respect for autonomy. The moral principle of respect for autonomy refers to a patient’s freedom of liberty or choice interests. However, it should not be confused with an all-for-nothing phenomenon. Gradations of autonomy and its interpretation in different circumstances are variable. A patient’s autonomy can be interfered with when there is excessive control (too much interference with the patient’s decisions) or when there is too little interference (neglect of the patient). Respect for an individuals autonomy is also threatened in cases where an individual’s right contravenes another individual’s freedom of choice and their actions (Brent 40). With respect to assisted suicide, the patient in question having satisfied the qualifications of making an informed consent can request the causal assistance of the physician to carry out actions that directly lead to their death. In such a case, professional codes of ethics bind physicians to respect the patient’s rights to self determination by unobstructing the conditions for the operation of an autonomous action such as: intentionality, understanding, and the complete absence of any controlling influence. In a situation where all these conditions are met and the physician dutifully performs their causal roles, physician assisted suicide is ethically correct. This is so because so long as the patient’s rights are supported it automatically follows that ethical permissibility of assisted suicide is also granted (Weir 89; http://www. deathreference. com/). In cases whether the patient is suffering from a treatable clinical depression or dementia which impair the decision making capacity of the patient, the right to self determination do not apply (http://www. inclusiondaily. com/). The moral principle of Non maleficence hold that a person should not do harm. It specifically holds that one should have the capacity to discern actions that are morally harmful. However, there is controversy as determining the intention behind an action. At the same time, determining whether an intentional or unintentional action refrains from action harms or puts the subject at a risk of harm. The moral principle of beneficence entails the following obligations: to prevent harm, to eliminate harm, and to do good. These three conditions characterize the measures taken by medical practitioners to balance the components of risks, harms and benefits. Beneficence therefore encompasses professional, personal and societal obligations (Brent 41). The principle of beneficence largely builds on the foundational principle of non maleficence. In this case assisted suicide is ethically permissible on the basis of an individuals well being. It can be argued that in such a case, to promoting and protecting the patients well being may be contradictory to the patient’s right to self determination. However, this is not so. Life is often is perceived as being good and its value is a product of our pursuit of goods within life itself. In an assisted suicide scenario, a person who is fully competent to reach a decision decides that life sustaining treatments no longer has any benefit but has become a burden. Most of these patients are often critically ill, dying or in a very debilitated and severely compromised state. If such patients request the means to end their lives, it is in line with non maleficence or beneficence because such an act is value to the patient’s life. Unless if the patient is unable to reach a competent decision and the dictatorial authority transferred to a surrogate, the right of self determination stands and is not in contradiction to the principles of non maleficence and maleficence(Weir 90). Moreover, such a decision is only ethical if it does not infringe on the moral and professional values of the physician. Additionally, assisted suicide is an act of compassion that eliminates further suffering and pain. Refusal to grant the patient their claim or entitlement is akin to putting them to unbearable suffering. Finally, the moral principle of justice simply refers to fairness. It is the act of receiving ones due; entitlement or claim. Distributive justice concerns itself with how fairly benefits can be allocated and distributed. Basically, four considerations guide moral justice. For instance, an equal share, according to a persons need, according to a person’s effort, and lastly, according to societal contribution (Brent 42). Physician assisted suicide is supported by the moral principle of justice in the context of â€Å"treat like cases alike† (http://depts. washington. edu/). When competent but terminally ill patients request lethal dose medications or refuse life sustaining treatments with the sole purpose of hastening death, it is only just that they should be granted their claim. However, these arguments are only suitable when the ethics of assisted suicide is analyzed on a basis of the biomedical ethical principles. Works Cited BBC News. Assisted suicide danger claim. April 20, 2009. http://news. bbc. co. uk/2/hi/uk_news/scotland/8008736. stm Beauchamp, Tom L, Childress, James F. Principles of biomedical ethics. Oxford University Press, 2001; 1-23 Brent, Nancy J. Nurses and the law: a guide to principles and applications. 2nd Edition. Elsevier Health Sciences, 2000; 40-47 Reynolds, Dave. Assisted Suicides For Mental Illness, Too, Swiss Court Rules. Euthanasia, Assisted Suicide, Eugenics, Bioethics. Inclusion Daily Express. February 5, 2007. http://www. inclusiondaily. com/archives/07/02/05/020507sweuth. htm Encyclopedia of Death and Dying. Bioethics. http://www. deathreference. com/A-Bi/Bioethics. html Harrison-Kelly, Peter. The Principlist approach to bioethics, and its stormy journey overseas. in, â€Å"Scratching the surface of bioethics†, By Matti Hayry, Tuija Takala. Rodopi Press, 2003; 65-72 Physician-Assisted Suicide. Ethics in Medicine. University of Washington School of Medicine. http://depts. washington. edu/bioethx/topics/pas. html Weir, Robert F. Physician-assisted suicide. Indiana University Press, 1997; 86-97

Agriculture Management of Tea Industry

Agriculture Management of Tea Industry Introduction This chapter will give the reader with the clear background of research study, research question, research objectives, justification of research, organisation of study, research framework and brief overview of what will present later in the whole dissertation. 1.1. Background of research study: All organizations evaluate the performance of their employees to find out their relative worth for the job they are doing. Performance is being related to the productivity, it is crucial for the organization to achieve its goals and objectives. Effective performance for the organization means that output can be maintained with fewer numbers of employees. Performing effectively is also of crucial importance to the employee because organizations can no longer tolerate poor performance, they (employees) are more likely to be dismissed. The effective management performance, therefore, is not only vital for the long-term survival of the organizations but is also a moral obligation on the employees. Performance appraisal is considered as the systematic evaluation of individuals to their performance on the job and their potentials for development (Dale S. Beach, 1980: 290). Wendell French has defined performance appraisal as a systematic and periodic assessment of how employees are doing their jobs in relation to established norms and the communication of that kind of assessment to employees. It is a process of evaluation an employees job performance with respect to its requirements. A systematic performance appraisal provides information for making decisions about various issues such as promotions, pay increases, layoffs, training and development and transfers. It is managements powerful tool in controlling human resource and productivity. Managers can improve an employees job performance through clarifying expectations and evaluating performance. Employees also, in general, prefer having some kind of appraisal to develop an appropriate vision of their own effectiveness and opportunities (Wood, 1988). Formal performance appraisal can meet the three needs, one of the organization and the other two of the individuals within the organization: It provides systematic judgments to back up salary increase, transfer, demotion or termination. It is the means of communicating to subordinates the behavior, attitudes, skills or job knowledge and let him know where he stands. It is used as a base for coaching and counseling the individual by his superior 1.2. Selected organisation of study Beginning of tea plantation in Nepal dates back to the year 1863, when Mr. Gajraj Singh Thapa, the Badahakim (Chief Administrator) of Ilam, initiated tea plantation for the first time at Ilam. It is said that he was very much impressed by the taste of tea and fascinating beauty of tea gardens of Darjeeling. So he brought tea-technicians from Darjeeling and made local people join hands in tea plantation. His effort was later followed by planting tea in Ilam and Soktim in the year 1865 (both plantations are still under commercial production). It is believed that the tea seedlings were given by the Chinese government as gift to the then prime minister Jung Bahadur Rana. The first tea processing factory was established in the year 1872, in Ilam Tea Estate. But the further expansion of tea plantation lay virtually stagnant for about a century. No efforts were found to be made by the government or private sector in this direction. It was only in 1959 when Budhkaran Tea Estate was established at Rangiadanga (Maheshpur VDC, Jhapa), the first tea estate in private sector. Soon after this venture, a few other landlords also started tea plantation in Jhapa district, which gave birth to some tea estates such as Satighatta Tea Estate, Himalaya Tea Garden, Nakkalbanda Tea Estate, Mittal Tea Estate, Giribandhu Tea Estate. These tea estates are still among the leading private sector tea companies of Nepal. However, these plantations were done more with the motivation of saving the land from land ceiling being imposed under the Land Ceiling Act in 1963, because all the plantations during that period were started by big land holding families. This can be seen in some of the plantation fields of those days having the tea bushes at the distance of mor e than two feet. These ventures, however, opened the door for other entrepreneurs in tea sector. In the history of tea development in Nepal, the establishment of Nepal Tea Development Corporation (NTDC) is considered to be a landmark to augment the tea cultivation. NTDC was established in 1966, with the joint effort of the Government and Overseas Development Administration (ODA), Britain with the objective of making the country self-reliant in tea by producing more tea, thereby, substituting import of tea and earn foreign currency by exporting quality tea. Soon after its establishment, NTDC took over the first two tea plantations, namely, Ilam and Soktim tea estates. NTDC then extended tea plantation in Kanyam (Ilam) in the year 1971, with the aim of producing exportable quality tea. One year later, another tea garden was established in Tokia (Jhapa) in 1972. Keeping in view of the increasing internal demand of tea another tea estate was established in Barne (Shantinagar VDC, Jhapa). Later, two more tea estates, namely, Barradashi (Jhapa) and Chilingkot (Ilam) were established; making altogether seven tea estates under the ownership and management of NTDC. Despite its significant contribution for the development of tea cultivation, the only government owned corporation faced acute financial and managerial problems in the latter years, and eventually NTDC was leased out to the private sector in the year 2000. The management of NTDC was handed over for 50 years to Triveni Group, with the condition of keeping all workers in as it was form and terminating all staff under voluntary retirement scheme with extra two months salary as a golden handshake. Besides these plantations by government and private sectors, small growers started tea cultivation in the nearby VDCs of Kanyam, when NTDC established Kanyam Tea Estate. Some 40 small farmers started tea cultivation in some VDCs of Ilam district, such as, SriAntu, Kolbung, Kanyam, Fikkal, Pashupatinagar, Panchakanya, Laxmipur, and Godak. With the encouragement and technical support provided by NTDC, tea cultivation at small farmers level, expanded gradually in different parts of other districts, namely, Panchthar, Terhathum, Dhankuta, and Jhapa. In view of good prospect of tea cultivation in the Eastern Region, the Government declared these five districts as Tea Zone in the year 1982 and accordingly adopted a favorable policy to encourage tea farmers in private sector. The facilities incorporated in the policy included: providing easy loan to tea cultivators from Agriculture Development Bank with 50 percent subsidy in the interest on loan for the first 5 years in Terai and 7 years in hills, exemption from land-ceiling for tea cultivation and 90 percent rebate on land-tax. With the objective of extending technical services, seedlings and transport facilities, small farmers offices were established under NTDC in Fikkal, Manglabare and Jasbire of Ilam; Chilingden of Panchathar; Solma of Terhathum; and Hile of Dhankuta districts. All these efforts contributed quite positively to the expansion of tea cultivation, which consequently gave birth to the concept of Bought Leaf Factory. The first processing unit of this kind was established in the year 1989, at Fikkal of Ilam district. The enactment of Industrial Enterprise Act by the Government encouraged and facilitated more to the extension of tea cultivation. Industrial Enterprise Act, 1992 (amended in 1998) has an objective of encouraging the promotion of manufacturing industries in the country by making the environment of industrial investment more congenial and straight forward. The Act has categorized tea cultivation and processing industry as an agro-based industry which fall under national priority industries like horticulture and fruit processing, vegetable and seed farming, sericulture and silk production, animal husbandry etc. The Act has proposed some concessions to the agro-industries with an income tax exemption for a period of five years from the date of commercial production. If the tea industry wants to invest in the pollution controlling mechanism or equipment, then a reduction of up to 50 percent is granted in the taxable income. Such remission may be deducted on a lump sum or an installment with a period of three years. The Ninth Five Year Plan (1997-2002) gave a high priority to agro-based industries such as tea plantation and processing. The plan recognized agro-based industries as the basis of industrialization in the country. This plan emphasized on the plantation of high-valued Orthodox tea for export. Similarly it placed importance on the promotion of CTC tea for domestic consumption. During the plan period, total tea area was projected to be 4564 hectare and total tea production was projected to be 4101 mt. from 3156 ha. Agriculture Development Bank actively disbursed credit to the tea sector during 1996-1997. As a result, the number of CTC planters under tea estates and out growers category increased rapidly. The reasons for increase in plantations, as responded by the tea planters, were: Good rate of returns as compared to traditional farming. Availability of bank credit attracted tea plantation. High demand for tea in both domestic and foreign market (esp Orthodox tea). Peer pressures also motivated out growers to start tea plantation. The other reason was that other food crops could not be grown in the land adjoining tea plantation. By the use of insecticides and pesticides in the tea plantation, insects are flushed out and take refuge in the nearby land which devours the crops. 1.2.1. Types of Tea: Generally two types of tea are produced in Nepal. One variety that is grown in the hilly region is called Orthodox tea. Orthodox tea has a huge demand in overseas countries and its export is increasing over the years. The major markets of Nepalese Orthodox tea are Western Europe and North America. Similarly, tea grown in Terai (plain area) especially in Jhapa district is called CTC (Crush, tear and Curl) tea, which accounts for more than 95% of the total domestic tea consumption. 1.2.1.1. Orthodox Tea: Black tea, in the form of traditional leaf tea produced from hill grown tea, particularly Chinese type of tea is known as Orthodox tea. The Orthodox tea, particularly popular for its aroma, is considered as premium tea all over the world (Singh, 2001). This tea is produced from the leaves of tea bushes in the eastern hilly region. Despite its long plantation history, the production and productivity of Orthodox tea have been low due to lack of conducive govt. policy, high cost of production (and therefore expensive) lack of technical know-how, and CTC oriented domestic market. However, the increasing demand of hill-orthodox tea in the overseas market provides good prospect of tea cultivation in the hilly region of Nepal. 1.2.1.2. CTC Tea: CTC tea, commonly used by majority of tea consumers of the world (produced in Jhapa district) is popular for its color. The manufacturing process of CTC tea consists of withering of leaves, rolling, fermenting, and drying through mechanical devices. Furthermore, sorting is done with the help of machine in different grades such as brokens, fannings, and dust. 1.2.2. Present Status of Tea Industry: Tea Industry includes all Tea Estates, processing plants, small growers, Packeters and marketers that are directly involved in production and marketing of tea. National Tea Policy-2000 defines Tea Industry as the tea cultivation with the registration of industry in the land availed under the concession of land ceiling facilities and having ones own processing plant. Although tea industry has a long history of more than a century, in real sense it is only after the establishment of Nepal Tea Development Corporation. Ltd. in 1966, that tea cultivation flourished in Nepal. At present, there are 128 tea estates and 45 tea processing factories as registered in NTCDB. Out of these 24 tea estates have their own processing factories whereas 21 tea processing factories do not have their own tea gardens. In addition to these, there are 20 tea packaging industries and export import agencies related to tea marketing. Tea industry in Nepal has developed under three different ownership status and management, namely, Public Estates, Private Estates and Small Holders. The only government owned and managed, NTDC was privatized in the year 2000. All these three types of tea producers have contributed significantly for the expansion of tea cultivation. The efforts made by Government and private sector entrepreneurs including small farmers have been the driving force for the extension of tea in the hills and Terai. Some of the important steps taken by the Government over the last 25 years include establishment of NTDC, implementation of outgrows scheme, declaration of tea zone, and policy package including facilities like providing loan and subsidy on bank rate, exemption from land ceiling and land tax etc., establishment of NTCDB, and issuing of National Tea Policy-2000. The organization structure in all the tea estates under study was not presented clearly in the charts. However, the procedures and processes being practiced in carrying out the everyday tasks in tea industry are more or less similar in most of the cases. On the basis of the management system being adopted in the tea gardens consisting of different levels and statutory requirements, a common type of organization structure could be designed. The common structural pattern of tea estates is presented in Fig. 1.1. Fig. 1.1 Structural Pattern of a Tea Garden Owners / Board of Directors Managing Director Labor Welfare Officer Asst. Manager (Factory) Office Finance Officer Asst. Manager (Field) Factory Babu Main Mechanic Garden Babu Garden Clerk Head Clerks Accountant Computer Operator Asst. Health Worker Staff Nurse Sisters Electrician Mechanic Fitter Babu Main Sardar Sardar Dafadar Chaprasi Bajliwala Kalwalla Sardars Bahidar Main Sardar Munshi Weathering Rolling Storing Workers Workers Tea Maker Tea Worker Tea Maker Workers Manager Medical Officer Asst. L.W.O. Asst. Clerk Asst. Accountant Peon In practice the estates in Nepal were having typically a very simple line organization structure to administer the day to day routine operations. Fig. 1.2 exhibits a typical form of common organization structure found in all tea estates, though it was not formally exhibited in charts. Each tea estate consisted of a manager with whole responsibility to look after the garden and the factory both as routine work. His roles were more of a technician with the knowledge of tea gardening and processing than a manager. Under the manger were appointed an assistant manager or an officer known as factory in-charge whose main roles and duties were related with running the tea processing factory with the help of technical assistants. And in the garden there were a few assistants called Sardars to supervise the field work whereas in the office were an accountant/clerks. Attendance-keepers called Hazira-Babus and a peon. On the basis of field visits and observation in different tea estates the exis ting common organization structure could be drawn as under. Fig. 1.2 Organization Structure of Tea Estates Owners / Board of Directors Managing Director Mechanics, Fitters Sardars Asst. Fitters Peon Guards Field Workers Workers Manager Office Accountant Factory Incharge Field Incharge Senior Sardars Clerks Computer Operators Attendance Keeper Sardars Bahidars 1.3. Research question Is the performance appraisal practice key to pay rise, training and development, promotion or termination of the employee in the tea industry of Nepal? 1.4. Research objectives The specific objectives of this study were: To examine how employee performance is appraised in an organization. To evaluate the effectiveness of performance appraisal system in the organization. To analyze the relationship between performance appraisal and the factors like pay rise, training and development, promotion or termination of employee in an organization. 1.5. Justification of research Tea industry which occupies an important position in the national economy is growing extensively mainly in the eastern region of Nepal. It is, being one of the most labor intensive, agro-based industries; it involves a great deal of workforce, which provides direct employment to about 41000 workforces. After the privatization of Nepal Tea Development Corporation in 2000, the change in ownership is also accompanied by deep changes in organizational procedures and culture that could have a profound effect on enterprise behavior and performance (Manandhar, 2002: 37). There have been only a few research studies in the field of human resource management in private enterprises of Nepal. And there has not yet been any specific research conducted in performance appraisal in tea industry of Nepal. So, in view of the poor research-based on performance appraisal and the lack of knowledge existing in this field, the research work is virtually called for the streamlining of performance appraisal practices. Research can lead to an increased understanding of and improvement in performance appraisal practices. It can provide insights for managers as they attempt to increase employee productivity and satisfaction while reducing absences and turnover. Research can also identify potential problem areas related to performance appraisal Lack of specific research in this field has encouraged the researcher to take up the task of conducting a comprehensive research with the purpose of examining and analyzing the actual performance appraisal practices in tea industry of Nepal. This study will reveal a clear picture about the existing state of performance appraisal practices in tea industry. The outcome of the study may serve as a research infrastructure on which further researches can be built. And the information and conclusions derived from this study may be useful and helpful for practicing managers, as well as planners, policy makers and other agencies concerned, through better understanding of performance appraisal practices relating to tea industry. Thus, it is a modest attempt towards examining and understanding performance appraisal practices in tea industry of Nepal. 1.6. Structure of dissertation Chapter 1: Introduction: In the first chapter of dissertation covers with background information followed by the selected organisation of study, research question, research objectives, justification of study, structure of dissertation and end with research framework. Chapter 2: Literature review: The second chapter reviews relevant literature of performance appraisal consisting of academic and institutional researches, seminar and survey reports, and articles. Also it includes purpose of performance appraisal and methods of PA. The literature showed that there is positive and strong relationship between performance appraisal and pay rise, promotion or termination, and training and development of employee. Chapter 3: Methodology: This chapter deals with the general theories of research like phenomenology and positivism and shows the relevance of phenomenology for this research study. Apart from this, it includes the types of research like inductive and deductive research where the researcher applies the inductive research approach. Finally the data collection tools, techniques, analysis and interpretation methods are dealt briefly in this chapter. Chapter 4.Finding/result: This chapter presents all collected data from primary and secondary sources in tabular form for analysis in order to achieve the goal of the dissertation. Chapter 5: Analysis and discuss of finding: This chapter deals with the results of the data analysis and discussion on the findings. Chapter 6: Conclusion and recommendation: This chapter deals with summarizes major findings of the study and forwards some suggestions 1.7. Research framework Figure 1.3. Research framework: PROBLEMS LITERATURE REVIEW OBJECTIVES FINDINGS AND DISCUSSIONS PROBLEMS CONCLUSIONS PROBLEMS RECOMMENDATIONS PROBLEMS RESEARCH METHODOLOGY Primary Data Questionnaires Interviews Secondary Data PAS Model of Tea Industry Analysis of Organisations Operating Systems and Performance CHAPTER: TWO Literature Review 2.1. Performance Appraisal The essence of the concept of the HRM is that people working in the organization are viewed as a valuable resource. If these people are managed properly, they can boost productivity through commitment and capability. HRM lays emphasis on the importance of integrating personnel functions (recruitment, selection, appraisal, reward, development, industrial relations, grievance and discipline, retirement, redundancy, dismissal) into the overall strategic management of the organization obligation on the employees. The effective management of performance is not only vital for the survival of the organization but is also in the best interest of the employees. The underlying assumption of performance management is that the individual employees can satisfy their needs and objectives by contributing to the attainment of the organizations objectives. This may result in employees motivation and greater job-satisfaction which is at the core of HRM (Foot and Hook 2008).The performance appraisal process generally consists of the following six steps as depicted in Figure 1 (Decenzo and Robbins, 1998). Table 2.1. The Performance Appraisal Process Establishment of performance standards Communicate the performance expectations to employees Measure actual amount of performance Compare the actual performance with standards Discuss appraisal with the employee If necessary, take corrective action Performance appraisal begins with the establishment of clear and objective standards of performance evolved out of job analysis and job description. These standards need to be communicated to the employees. Subordinates have to receive and understand the information properly. The third step is the measurement of the actual performance. For this, four measures can be utilized by managers, namely, personal observation, satisfied reports, oval reports and written reports. The fourth step is the comparing of the actual performance with standards. If any deviations are found between standards and actual performance, the manager may proceed to the fifth step to discuss the appraisal with the employees. Final step of appraisal is taking corrective action when it requires The objectives of performance appraisal can be classified by different ways but according to (Harrison, 1995) to the objectives of performance appraisals are i. administrative: which determine orderly way of promotion, transfers and increase of payment. ii. Informative: supplying the relevant data to management team according to performance of subordinates and weakness and strengths of individual. iii. Motivational: create good environment to employee which motivate staff to develop themselves and to improve their performance According to (Randell, et al. 1972) the main purpose of staff appraisal is to evaluate, auditing, constructing succession plans, motivating staff, developing individuals and checking. Similarly according to (Lefton, 1997 ) performance appraisal can be defined by mainly four characteristics a. its formal b. it tries to find out why and how a subordinates is doing the job c. it tries to explore how subordinate can do better way in a job d.it always tries to produce benefits for subordinate, the organization and the superior. Performance evaluation systems in Nepalese organizations are mandatory. The results of performance appraisal are not used in terms of career development, reward management and employee training and development. The results are mostly used to decide whether to promote employees or not (Adhikari, 2006).The main purpose of performance evaluation in government and public enterprises is the promotion of employees. It is not used for performance feedback to employees, reward management and identifying the needs of training and development. In civil service, 40 percent of performance appraisal is confidential and thus non transparent to employee (Agrawal, 2001). Three different approaches exist for doing appraisals. Employees can be appraised against (i) absolute standards, (ii) relative standards, or (iii) objectives (MBO). However, no one approach is always best. Absolute standards are individual oriented whereas relative standards rank individuals. Management by objectives facilitates continuous improvement of performance results. Most of the private sector enterprises in Nepal lack systematic performance appraisal system. Personal judgment and subjective assessment of owner-manager serves as the key criteria for performance appraisal (Agrawal, 1982). Formal and systematic performance appraisal system was non-existent in tea industry of Nepal. Promotion is the vertical movement of an individual in an organizations hierarchy, enhanced status, accompanied by increased responsibilities, and usually with increased income, though it is not always so (Monappa and Engineer, 1999). It is the advancement of an employee to a higher job-rank in the organizational hierarchy accompanied by a pay rise (Pigors and Myers, 1981: 303). Employees consider their ultimate success of their career and performance in terms of the number and frequency of promotion they get during their service. Yoder et al observed that promotion gives incentive to initiative, ambition and enterprise, unrest and minimizes discontent, attracts capable personalities, appropriate logical training of advancement, and forms and effective reward for cooperation and loyalty, long term service, etc. (Yoder,1979). It increases satisfaction in the employees that their talents and capabilities are being recognized. In turn, they trust the organization and devote for the acco mplishment of organizational goals and objectives. In Nepal, the Civil Service Act was promulgated in 1956 which stated that promotion should be given to civil service personnel on the basis of work efficiency (Civil Service rule, 1993). Many changes have been done in the promotion system of the employee in the government organization since that time. The Administrative Reform Commission formed under the chairmanship of Mr. Vedananda Jha suggested that the promotion criteria for civil service personnel should include (a) seniority, (b) experience, (c) academic qualification and training, and (d) departmental performance report including co-operative attitude. Another Administration Reform Commission formed under the chairmanship of Mr. B.B. Thapa noted as promotion occupied special importance in the career development of employees, so capability to hold higher promotion and the capacity to perform the work satisfactory in the present position were the main criteria of promotion (Government of Nepal, 1996, Report of Commission). Amend ments were done in the Civil Service Rules in 1978 and 1983. Similarly the Administrative Reform Committee formed under the chairmanship of the then prime-minister Mr. G.P. Koirala in 1991 emphasized performance oriented promotion system. The new Civil Service Act, 1993 laid stress on performance ability with criteria such as past performance, seniority, work experience of remote area, and academic qualification. Similarly, the comparative weight-ages of promotion criteria of civil service employees were changed after 1992. NASCs study on promotion system of civil services stated that there was lack of clarity in its purpose and no consistency in the average promotion period between level and services. The risk of subjectivity in merit rating was a major apprehension in the minds of civil servants for giving more weight to merit rating. Even the performance evaluators views were in favor of no link of the promotion with the performance. Basic perquisites for sound performance appraisal practices, such as clear organizational and sectional objectives, individual job descriptions, adequate and reliable information system etc. were not properly provided in the civil service. Majorities were in favor of number allotting 50 percent of seats to the promotion by competitive examination as compared to the exiting 25 percent, in some cases even less. Williams (1972) ascertained that managers lacked adequate means or determination to control the motivation and productivity of their workforce. Job description, performance appraisal and output indicators were non-existent; rewards and sanctions were irrationally applied; salaries were not genuinely related to knowledge and or effort requirements; offices had inadequate facilities; poor co-operation and limited delegation. The top of the decision making level was congested by trivialities while middle-level staff were in a soporific frenzy over the responsibilities for complex planning and fiscal matter. The review presented above fairly indicates that the limited attempts have been made to study personnel / HR management practices in public and private enterprises of Nepal. Those studies have shed light on some aspects of personnel / HR management, however, the concluding remark indicates that personnel /HR management in the past remained neglected areas of management. This review a lso indicates that no systematic attempts have been made to study HRM practices in tea industry of Nepal. This knowledge gap has called for a systematic study which could bridge up such a gap. The present study is an attempt in that direction. 2.2. Purpose of performance appraisal It can be appeared at first glance that performance appraisals are applied for a kind id narrow purpose to assess who is doing a better job (or not). Even so genuinely performance appraisals are one of the most various tools available to managers. They may operate many purposes that profit both the employee whose performance is being appraised and the organisation. Table 2.2.Purpose of performance appraisal ADMINISTRATIVE DEVELOPMENT Decide on lay offs Describe individuals weaknesses and strengths Determine retention and termination Describe individual training needs Document personal decisions Provide performance feedback Find out promotion conditions Acknowledge individual performance Determine transfers and assignments Measure goal achievement Describe poor performance Assist in goal identification Evaluate training progress/program Determine the organizational training needs Personal planning Reinforce authority design

Customer Satisfaction: Hotel Industry

Customer Satisfaction: Hotel Industry The Hotel Industry had a great pickup in early 1980s, at that time hotel businesses all over the globe tried their best to grew up to international level, different mergers and new continental hotels group came into existence in late 1980s. As research figures indicate tourism and hotel industries have turned into one of the most profitable sources of income throughout the world especially in last two decades. In 1990s Electronic businesses had approach hotel industry very quickly where that became a milestone for the said industry that was beginning of this realistic approach to be followed up by hotel industry. Capital expands from rich countries to least developed countries and than the life standard of the people improved on the global very quickly, more wellbeing requisites introduced to satisfy human needs in the shape of technology, more comfort necessities became familiarized and if we could try to portray the current picture of the world we could see hotel industry affected directly in this regard, hotel industry is responsible for the fulfillment of the human desire up to maximum level. It is an instinct of human nature to be creative all the time, measuring once level of satisfaction in hotel industry is quite difficult but there are obvious rules which can be followed to find the level of customers satisfaction attainment in the hotel industry, Express by Holiday Inn GSTS system has great responsibility to judge all customers issues and tell true pictures of the services levels of the hotel. Abstract The study mainly reviews and discusses the topic of customer satisfaction and its application to the Hospitality industries. Defines the concept and analyzes its importance to services and its importance to serves in general and to hospitality / tourism services in particular. Following a discussion on the dimensions and attributes of satisfaction, lists the main methods of measuring satisfaction and concludes with a review of global and cross-cultural issues that affect satisfaction in hotel industry. consequently this research aims to investigate the customer satisfaction level in Express by Holiday Inn hotel, London City (Firoka Group of companies UK Ltd), to apply a tool of SERVQUAL model in Express by holiday Inn hotel, London City. Study has also enlisted descriptive survey, feedbacks, trends, approaches research collection questionnaire; the research questionnaire data contain 25 questions. We discussed approaches toward integration and comprehensive model of satisfaction and loyalty, The quality of the Relation Customer Orientation The competitive Advantage We will focus on rational questions Why should we measure customer satisfaction and who should be involved? What will be the process involve? Where Do I Start? How Do I measure Satisfaction? How can I get insight from the result? How do I communicate and action the results and then what? The analyzed obtained data revealed that guests perceptions of the offered services were below than expected average level of an index indicating, which gives us an idea that service level not at optimal level. The overall services quality standards needs to be calculated in terms of satisfaction to encounter the differential gap of optimization. List of Tables List of Figures Declaration Chapter 1 1.0 Introduction: Living in competitive world today wasnt being challenged ever before, Economic, Socio Cultural environmental effects are deciding future of the world businesses today, this era is more complex due to its immense finance requirements, More competitive tools have been evolved to satisfy human needs, Presently Service industry prevailing great deal of challenges where! Every customer has high demands on lowest prices, Life standards are increased with the passage of time so as expectations! and it is very important for one business to calculate its expectation level towards its customers and judge where it is standing in the markets, In the Hotel industry the trust of the customer is very much fragile, It is almost necessary for all hotel businesses to keep themselves well updated about customers needs and market demands, To count prompt responses of the hotel customers there are many systems are being utilizing by the hotel industry, Express by holiday Inn is a franchise hotel of InterContinental hotel group, IHG Group has centralized reservation department which looking after all customers issues, They also responsible to prepare performance report of an individual affiliated franchise hotel world wide on monthly basis, the report GSTS encounter all areas which need to be focus in terms of customers satisfaction, later we will discusses in details all main areas of that report. Customer satisfaction is the leading decisive factor for determining the quality and standard which is actually delivered to the customer through the product, service or by the accompanying servicing. (Vavra, 1997); Its simply stated, Customer satisfaction is essential for corporate survival Several studies have found that it costs about five times as much in time, money and resources to attract a new customer as it does to retain an existing customer (Neumann, 1995). This creates the challenge of maintaining high levels of service, awareness of customer expectations and improvement in services and product. Hayes states that; Knowledge of customer expectations and requirements is essential for two reasons it provides understanding of how the customer defines quality of services and products, and facilitates the development of a customer satisfaction questionnaire (Hayes, 1997, p7). Furthermore, customer satisfaction is recognized as of great importance to all commercial firms because of its influence on repeat purchases and word of mouth recommendations (Berkman and Gilson, 1986). The researcher interest is to carryout a study of customer satisfaction at Express by Holiday Inn, London. 1.1 Aims Objectives of the Study The main objective is to conduct the customer satisfaction and its measurement in the hotel industry with special reference to Express by Holiday Inn Hotel, London. Subsidiary Objectives Analyses of costs demonstrating that customer retention is substantially less expensive than customer acquisition. Customer behaviorists in the area of lodging, restaurant, food services and tourism. Customer satisfaction is a psychological concept. Customer purchase goods and service with pre purchase expectations about anticipated performance. Assessment of satisfaction is made during the service delivery process. Satisfaction is not a universal phenomenon and everyone is not getting the same satisfaction out of the same hospitality experience. Reliability, Responsiveness, Assurance, Empathy and Tangibles. Research Problem Customer satisfaction research is not an end into itself. The purpose, of course, in measuring customer satisfaction is to see where a company stands in this regard in the eyes of its customers, thereby enabling service and product improvements which will lead to higher satisfaction level. Satisfaction is not a universal phenomenon and not everyone gets the same satisfaction out of the same hospitality experience. The reason is that customers have different needs, objectives and past experiences that influence their expectation. The results of a customer satisfaction survey need to be evaluated to determine what needs to be improved. Goals should be as specific as possible. Hotels are often challenged on how to best increase guest satisfaction, and how to optimize both price and occupancy. Employee satisfaction, guestroom cleanliness, amenities, appearance, food and services all contribute to customer satisfaction, and increase customer satisfaction is a proven driver of guest retent ion and higher occupancy rates. Understanding customer experience through research is widely recognized as a key factor in improving long-term business performance. Express by Holiday Inn Hotel had a requirement to obtain daily feedback at an individual level by rooms/reception questionnaire in general for its GSTS (Guest satisfaction tracking system). It has to introduce web based questionnaire survey to create an opportunity to built feedback interface for general public to get provided a cost-effective and practical methodology so hotel future guest see the reviews in term of past feedbacks. In the customer arena, we believe that regular, quantitative measurement of customer satisfaction provides a much better lead indicator of future organizational health than profitability of market share change (Tom Peters, Management guru) Significance of Study Customer Satisfaction measurement (CSM) consists of on two major roles Providing Information Enabling Communication with Customers The initial or primary reason for taking the time to measure customer satisfaction is based on to collect the information. It means that what customers say that need to be done differently or on the other hand to assess how well an organization is currently meeting its customer needs or requirements. But the secondary is not less important function of CSM in hospitality industry that by surveying customers. An organization is emphasis its interest in communicating with its customers. In hotel industry, its always finding out customers needs, pleasures, displeasures and overall well being. Though it is impossible to measure the satisfaction of every single customer needs. The customer satisfaction may different from organization to organization or hotel to hotel. Here we would like to quote Neumann (1995) five objectives suggestions as follows: To get close to the customer Measure continuous improvement To achieve customer driven improvement To measure competitive strengths and weaknesses To link Customer Satisfaction Measurement (CSM) data to internal systems hypothesis Customer Satisfaction is a psychological concept. Customer purchase goods and services with pre purchase expectations. Assessment of satisfaction is made during the service delivery process. Satisfaction is not Universal phenomenon. Recognition of the employees who contribute to the Customers satisfaction Customer based improvement goals Plans for improving operational variables Incorporation of customer satisfaction skills into employees training program Measurement and plan for improvement of employee satisfaction Importance of my Study To satisfy each and every customer or to meet his / her expectation every time is not an easy task especially in hotel industry. This work is to investigate and examine the psychology of the customer, their expectations and behaviour. Tools of data Collection The data collection would include the use of questionnaire, scheduled interviews, guest feedback, and management feedback, guest services track system (GSTS), guest survey, and personal experience along with personal observation. In the questionnaire design, I will use the respondent completes short closed ended questions and long open ended questions. In the interview design, I would like to use personal forms, sharing their experience and work directly with the respondent. In the guest feedback, I would like to get the guest feedback while they are checking out from the hotel, compare their past and current experience. In the management feedback, I would like to get the information from management regarding the standard and complaint level of the guest activities in the hotel. 1.2 Objectives 1.3 Rationale 1.4 Background of the Organisation 1.5 Structure of the Dissertation 1.5.1 Introduction 1.5.2 Literature Review 1.5.3 Methodology 1.5.4 Analysis Results 1.5.5 Discussions 1.5.6 Conclusion Recommendations Chapter 2 2.0 Literature Review 2.1Customer Satisfaction Customer satisfaction is an important topic for both researchers and managers, because a high level of customer satisfaction leads to an increase in repeat patronage among current customers and aids customer recruitment by enhancing an organizations marker reputation. Being able to successfully judge customers satisfaction levels and to apply that knowledge are critical starting points to establishing and maintaining long term customer retention and long term competitiveness (Yuksel Yuksel, 2002). Customer satisfaction brings many benefits. Satisfaction increases customer retention and customer retention is dependent on the substance of the relationship between parties which is also affected by the service delivered. Satisfaction is an overall customer attitude towards a service provider, or an emotional reaction to the difference between what customers anticipate and what they receive (Zineldin, 2000), regarding the fulfillment of some need, goal or desire. For most products or services, aspects of performance can be objectively assessed. Although these attributes can be objectively measured, customers assessments may not objectively reflect measured performance. Some clients may be taken to several homes that fit their criteria but are unsuitable to the clients personal taste which leads to the clients assessment of the service as being unpleasant because they did not see listings that they liked. Kano, Bentler and Li-tze (1984) developed a model to categorize the attributes of a product or service based on how well they are able to satisfy customer needs. Considering Kanos model, one sees how it may not be enough to merely satisfy customers by meeting only their basic and performance needs. In a highly competitive marketplace, organizations need to adopt strategies and to create product attributes targeted specifically at exciting customers and over-satisfying them (Tan Pawitra, 2001). In real estate to excite or over satisfy customers, an agent would need to have a thorough and vast knowledge of all listings in the local area. In essence, it is the experience and attitudes of the individuals in closest contact with customers that are most likely to affect whether or not customers are satisfied and willing to return to the company. It is also the people in direct contact with customers who determine who the retained and satisfied customers are, and their experience determines how they treat the customers (Hansemark Albinsson, 2004) thus impacting on the service quality delivered. 2-4-1-Customer satisfaction and measuring system: To realize customer satisfaction, everyone within the organization should consider continuous improvement as something normal. As part of this strategy it is important to define the product or service and the customers needs, making an inventory of customers data and complaints, and selecting processes which cause most of these complaints. The central questions in this case are: which products or services do we provide? Who are our customers? What do they want, what are their requirements? Is it measurable? Which critical processes need improvement? By answering these questions continuously, the customer will be better understood, and the product or service will be better in and to create product attributes targeted specifically at exciting customers and over-satisfying them (Tan Pawitra, 2001). In real estate to excite or over satisfy customers, an agent would need to have a thorough and vast knowledge of all listings in the local area. In essence, it is the experience and attitudes of the individuals in closest contact with customers that are most likely to affect whether or not customers are satisfied and willing to return to the company. It is also the people in direct contact with customers who determine who the retaine and satisfied customers are, and their experience determines how they treat the customers (Hansemark Albinsson, 2004) thus impacting on the service quality delivered. To realize customer satisfaction, everyone within the organization should consider continuous improvement as something normal. As part of this strategy it is important to define the product or service and the customers needs, making an inventory of customers data and complaints, and selecting processes which cause most of these complaints. The central questions in this case are: which products or services do we provide? Who are our customers? What do they want, what are their requirements? Is it measurable? Which critical processes need improvement? By answering these questions continuously, the customer will be better understood, and the product or service will be better in tune with the market demand. Which Products/ Services do we provide? First of all, define the most important product or services as concretely as possible. This Definition must indicate what you are really doing as a supplier. The more specific the definition, the better the customers need can be met. Who are our customers? It is important to understand the entire chain of customers. This means that you should know all of your customers. The needs of each customer must be examined separately. Not only the external, but also the internal customers should be considered. In fact, if the company does not satisfy the needs of the internal customers, how will it be able to comply with the needs of the external customer? All employees determine the degree of customer satisfaction. Employees from within different departments must be considered customers of each other. By bringing individual employees together as customers and suppliers, the traditional barriers between departments will be broken. Each employee delivers something to a colleague, whereby one unction as the internal supplier and the other as the internal customer. What do they want, what are their requirements? As a supplier, you should try to figure out what the customer needs and wants. Communication is hereby very important. Talk to your customers and ask them what they think of your product or service. Try to figure out how they use it and what they really want. Listen especially to what they have to say and indicate which customer-supplier relationship needs improvements. The central questions hereby are: -Which needs and expectations do your customers have? -Which needs and expectations do you know? -To what extent do you comply with the needs and expectations of your customers? -If you do not satisfy their needs, what is the reason according to your customers? Making an inventory of customers data, customers complaints and benchmarking are important opportunities to improve the customer orientation of the organization. Information about the opinion of the customer regarding a product or service is of essential importance, and can be obtained in several ways, such as customer surveys, phone interviews, and customer panel discussions. Customer surveys are a powerful tool to get information about what the customer thinks and expects. In general, questionnaires are used with different questions, which may vary from organization to organization. Is it measurable? To comply with the needs of the customer, it is necessary to translate these into product specifications. Quality function deployment is a practical technique to do this. Usually, it is necessary to negotiate with the customer, which results in feasible and agreed on customers requirements, which are measurable and understood by all parties. All statements of the customer about qualitative aspects must be translated into quantitative specifications for the supplier. Define clearly and explicitly what they are talking about. Customer Satisfaction Measuring System: A customer satisfaction measuring system is shown in Table (2-1), to illustrate the activities needed to improve your customer satisfaction. Mark a possibility in this checklist with a cross at each question, and discuss the results of these measurements, and check why this customer Many of these recommendations also apply to your relationships with external suppliers. Treat your suppliers as though they are an integral part of your organization. Listen to their ideas on how you can work closely and productively together, create joint improvement teams with them, invite suggestions from them, assist them in improving their own processes, build mutual trust and respect, reward them if they achieve improvements, let them participate in the celebration of success, involve them in the development of new products and processes, and become a better customer yourself. Expanding your culture of continuous improvement to all your suppliers will ensure that the quality of your inputs is sufficient to meet your own improvement objectives. If possible, minimize the number of suppliers; go with the few best and improvement oriented suppliers with a demonstrated continuous improvement culture and effective leadership by top-management, based on a long term partnership contract. Table (2-1) Customer satisfaction measurement: I customers 1. Do you know who your customers are and how many customers you have? 2. Do you listen effectively to all your customers? 3. Do you regularly make up an inventory of all the needs and expectations of your customers? 4. Did you segment your customers based on their needs? 5. Do you routinely conduct surveys among your customers about your products and services? 6. Are all your employees informed about the results of these surveys? 7. Are more than 75 percent of your customers satisfied? 8. Do you anticipate customer needs? 9. Do you treat each customer as unique? 10. Are complaints replied to whit in two days and solved within one week? 11. Do you stimulate customers to register their complaints? 12. Do you use e-business tools to communicate with customers? 13. Do you have a customers helpdesk or a call center? 14. Do you know which percentage of the customers who terminated their relationship with your organization did this out of dissatisfaction? 15. Are complaints systematically registered and analyzed in your organization? 16. Did you establish complaints handling procedures and are these routinely used in your organization? 17. Do you measure the degree of customer loyalty? 18. Do you make recommendations to customers about the products or services that best suit their needs? 19. Do you know what the costs are when you lose a customer? 20. Do you know what the costs are to gain a new customer? 21. Do you know how much sales you lose due to unsatisfied customers? 22. Do you regularly visit your customers? 23. Do you regularly organize meetings with customers groups to learn about their needs, wants, ideas, and complaints? II. Leadership 24. As a manager, do you know how many complaints are received yearly? 25. is there commitment at top-management for customer orientation? 26. Did you integrate customer satisfaction into the norms and values of the organization? 27. Are these norms and values clearly communicated to all your customers? 28. Does management recognize visible trends and do they anticipate these in a timely manner? 29. Is management convinced of the importance of satisfied customers and do they act accordingly? 30. Does management try to express the importance of satisfied customers to the organization at every occasion? 31. Does management set a good example with regard to customer friendly behavior? 32. Is management open to suggestions and ideas of customers? 33. Does management personally reward those employees who deliver a valuable contribution to increased customers satisfaction? 34. Are relationships with customers reasonably supported and stimulated by management? 35. Is management at all times available to the customer? 36. Does customer satisfaction also belong to the evaluation criteria of management? 37. Are the customers wishes continuously taken into consideration when taking decisions? 38. Does top management also personally handle complaints of customers? 39. Do all members of management in the company have personal contact with external customers at least once a week? III- Policy 40. Is customer satisfaction part of your organizations vision? 41. Did you formulate concrete goals regarding the degree of customer satisfaction? 42. Have you developed e-business strategies for the next two years to increase customer satisfaction? 43. Is the customer satisfaction policy continuously communicated to all employees? 44. Do you have a partnership relation with all your customers based on mutual respect and trust? 45. Do you involve your customers in the development of promotional activities? 46. Do you guarantee your customers a minimal service level and/or complete satisfaction? 47. is there continuous benchmarking with regard to customer satisfaction? 48. Do you involve your customers with the execution of improvement processes in your company? 49. Are more than 50 percent of your employees involved with the improvement of customer orientation? 50. Do you have guidelines with regard to optimally satisfying the customer? 51. Are all employees following these guidelines? 52. Do you have an up-to-date databank in which all characteristics of your customers are registered? IV- Products / services and process 53. Are products delivered within the period expected by the customer? 54. Have you fully integrated the telephone, fax, internet, and any other technology that the customer wants to use to do business? 55. is the phone in you organization answered within three rings in more that 90 percent of the cases? 56. Is every function and each process in your organization arranged to optimally comply with the expectations of your customers? 57. Do these expectations form the basis of internal performance indicators? 58. Are these indicators continuously measured and analyzed? 59. Do you use measured customer satisfaction as an indicator for process improvement? 60. Did you appoint process owners for controlling processes? 61. Do you involve your customers in the development of new products and processes? 62. Do you measure the satisfaction of your internal customers? 63. Do supporting departments within your organization guarantee quality of the work they deliver? V. Human resource management 64. Does customer orientation belong to the profile of the desired employee? 65. Do you have an introduction program in which new employees are also educated concerning the importance of satisfied customers? 66. Are your employees who continuously perform in a customer-oriented manner rewarded? 67. Is training mandatory for each employee in your organization? 68. Are customer orientation and continuous work towards improvement criteria for promotion? 69. Do you regularly organize excursions for your employees and your important customers? 70. Do your marketing employees receive a training of at least two weeks each year in customer orientation? 71. Are your marketing employees free in taking decisions to satisfy customers? 72. Are your marketing employees free to spend what is necessary to correct a mistake made with a customer? 73. Do you involve your employees in improvement projects about increasing customer satisfaction? 74. Do you stimulate your employees to generate ideas about increasing customer satisfactions? 75. Are the employees interest and the interest of the customer related? 2-5. Service quality The concept of service quality as a whole construct is large and varied. The theory has been elaborated on by many researchers. Berry, Parasuraman and Zeithaml (1985) write service quality as perceived by consumers stems from a comparison of what they feel service firms should offer (i.e. from their expectations) with their perception of the performance of the firm providing the services. Perceived service quality is therefore viewed as the degree and direction of discrepancy between consumers perceptions and expectations. For example in real estate, this would be what the client is expecting from the agent in comparison to which is actually delivered by that agent. In real estate, that interaction occurs from the moment the client and agent s peak either verbally or electronically. It is evident that research on goods quality is inadequate in the service field, which has three inherent characteristics: intangibility, heterogeneity and inseparability between production and consumption (Berry, Parasuraman and Zeithmal, 1985). 2-5-1. The Customers Perspective of Service Quality Service quality is usually expressed as a function of customers expectations of the service to be provided (based upon their previous experience, the organizations image, the price of the service for example) compared with their perceptions of the actual service experience (Gronroos, 1984; Berry et al, 1985; Johnston and Heineke, 1998). Perceptions are defined as the consumers judgment of the service organizations performance. However, Parasuraman et al (1988) delve deeper and define the service performance gap as the discrepancy between the specifications of service and the delivery (Chenet, Tynan Money, 2000).

dikes :: essays research papers

â€Å"When flood waters from the Mississippi River and it’s tributaries surge down the river the volume of water is physically impossible to contain. In general, there is just to much Water!!   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"The â€Å"pools† behind the navigation dams have no effect in preventing or causing floods. Like a bathtub it doesn’t matter if the pools are empty or full when the floodwaters come. Within a very short time the excess water can create an over flow (Army Corps of Engineers).† What is a Flood? A flood occurs when water is poured over the land and the ground and rivers cannot cope with it (Waterlow 8). Once a basin has filled, water will overflow its rim and resume it’s downward progress. â€Å"Gravity ensures that water must drain the land into the sea (Allaby 12).† When snow melts from a divide it is joined by more snow, and it will eventually reach the low lands. Hills down below will also shed water into the same low lands and if there is enough of this it can result in a flood (Allaby 12). The Mississippi, Missouri, and Ohio drain an area of 1,243,700 square miles, this goes from the Rocky Mountains to the Canadian boarder and Pennsylvania (Allaby 13). All of this watershed result in floods each year the snow up north melts. How a Dam Affects Flooding A dam is made to make pools at least 9 ft. deep so that barge traffic can navigate freely through out the river. A lock is made so the barges can move from one pool to another (Army Corps of Engineers). The combination of these two make up a lock and dam system. Between St. Anthony Falls, MN, and Granite City, IL there are 29 lock and dam systems. It is said, in the beginning of this page in fact, that dams do not control flooding. Dams weren’t made to control floods and they never will, because floods are so unpredictable and so uncontrollable (Army Corps of Engineers). What is a Dike A dike is an embankment built to control or hold back the water of a river, stream, sea, etc. (Waterlow 25). In building a dike you can use sandbags, dirt, or both put together. You will build up a wall, getting it as compact as possible, as high as you think is needed to hold back the floodwaters. In the Netherlands farmers have used dikes to protect their farms from floods for hundreds of years (Waterlow 25).

Qualitative Research Critique Essay -- Advanced Nursing Research

Article Citation Gilmartin, J. (2003). Day surgery: Patients’ perceptions of a nurse-led preadmission clinic. Journal of Clinical Nursing 13, 243-250. Initial Reaction This research article is from the UK and the writer questions if the findings from this study will have heuristic relevance and applicability to nursing and healthcare in the United States (U.S.). Primary healthcare in the UK is provided through the National Health Service (NHS); this writer has little knowledge as to how it works and its impact on patient care and nursing. This limited knowledge may introduce bias in this critique. Descriptive Vividness The significance of this study is to determine if a preadmission clinic process can be developed and implemented to positively impact the physical, psychological, and social healthcare needs of patients undergoing day surgery. The purpose of this study is â€Å"to elucidate patients’ perceptions of the preassessment preparation prior to day surgery† (Gilmartin, 2003, p. 244). This researcher identifies four themes related to patients’ perceptions of the preassessment preparation prior to day surgery; efficient functioning, assessment of patient suitability, the experience of information giving, and the problem of cancellation. Minimal excerpts are provided for three of the four themes; the fourth theme, the problem of cancellation is completely in narrative format. Although the emphasis of the findings was on the majority of excerpts, this researcher included negative case studies under two themes; efficient functioning and the experience of information giving. Efficient functioning was described by the majority of participants as being provided to in a timely manner, in contrast some (numbers not men... .... This study could have been improved by expanding the sample group from various preassessment clinics and to include diverse ethnicities and representation across various surgical specialties. In addition, another credible author would have increased trustworthiness of the entire study. This writer suggests the study be replicated in the U.S., with the suggested enhancements, for application in the U.S. healthcare system. Works Cited Burns, N., & Grove, S.K. (2009). The practice of nursing research: Appraisal, synthesis, and generation of evidence (6th ed.). St. Louis, MO: Saunders Elsevier. Gilmartin, J. (2003). Day surgery: Patients’ perceptions of a nurse-led preadmission clinic. Journal of Clinical Nursing 13, 243-250. Tappen, R.M. (2011). Advanced nursing research: From theory to practice. Sudbury, MA: Jones & Bartlett Learning.

Educational Psychologists Essay

Lawrence Kohlberg’s view on Moral Development and Education has widened the view in the study of educational psychology. His theory provided new inputs in understanding the manner that individuals acquire information and learn. By defining these process through three important stages namely pre conventional level, conventional level, and post conventional level (UC Berkeley, 2008). It is through this that he ascertains how individuals gain moral maturity and the capacity to respond to others and develop relationships. Assessing Kohlberg’s contribution to educational psychology, he tried to critique the traditional system of teaching especially in shaping and honing moral values. Rather than shaping students, it only forces them to achieve a specific values mandated or dictated by the educator or the curriculum. It is in here that he tries to promote the concept of moral education. The particular process involves immersing students towards effectively utilizing moral discipline so as to help students react effectively based on their current reasoning (UC Berkeley, 2008). In essence, Kohlberg’s contribution revolves around his out-of-the-box approach in dealing with educational methods. Rather than being strict with these policies, he reinvented the process of moral reasoning and acquisition of values by collaborating new means to create collective norms. Given this process, students then become more reactive in dealing with the manner students react to specific moral issues responsibly. Seeing this, the work of Kohlberg is an expansion on the view of Piaget’s and often critiqued to be mainly an extension of what Piaget provides. However, Kohlberg tries to step away from this by trying to define and argue that the central element of moral development is a concrete facet different from what Piaget points out. At the same time, he tries to showcase his perspective on how collective and responsive the acquisition of morality must be. It must not only come from one source but rather through a collective undertaking. References UC Berkeley (2008) Moral Development and Moral Education: An Overview. Retrieved from http://tigger. uic. edu/~lnucci/MoralEd/overview. html#kohlberg

Safety vs. Freedom

Americans take pride in their individual freedoms above safety. We as Americans have fought for our freedom since the building of our great nation. In the past, the people of America took pride in their freedom as a nation and a group of people. During the time, safety was an irrelevant issue. However, as time progressed to what we consider a contemporary society; safety became a co-existing factor in the systematic balance. Constant threats and dreadful attacks have been made by people because they were considered to have â€Å"too much freedom†.Safety in our everyday lives did not become prompted until people have taken drastic measures to ensure their freedom. Drastic measures have been taken by people because â€Å"too much† freedom was placed into the hands of the people. The correlation of freedom and safety now lingers onto a thin delicate balance that can be toppled when there is too much of freedom or safety. In today’s contemporary society, people not o nly want freedom, but they also feel the need for safety in their everyday lives. H. L. Mencken (1880–1956) wrote, â€Å"The average man does not want to be free. He simply wants to be safe.† His statement over the topic may have been true for the time, but in today’s society, matters have changed dramatically in that safety and freedom are needed. The topic of freedom and safety has been constantly debated. In order to fully understand the situation, definitions must be provided. Freedom is defined as â€Å"the power or right to act, speak, or think as one wants without hindrance or restraint†. In other words, freedom is a power that is passed down to the people from the local and national government. On the other hand, safety is defined â€Å"as the condition of being protected from or unlikely to cause danger, risk, or injury.†Interestingly enough, these definitions overlap. Ambiguity and confusion seem to be interwoven in this case. These defin itions are an underline proof that the average man desires both freedom and safety. No matter how the question is phrased, the same pragmatic, convoluted response should be given. Freedom and safety are relative to each other, usually tipping back and forth like a seesaw. The balance between each virtue is rather delicate, but always negotiable, depending on the influence of events at home or even internationally.Freedom is the benchmark of the American value system. As long as Americans remain to place importance on freedom, it will endure. Safety is equally significant, but often manipulated. Most Americans seem to be rather susceptible when it comes to the safety of the nation state and will usually agree with legislation that will â€Å"make us safer†. To this discussion, there are usually two opposing sides. The sides in this situation are people who stay faithful to pure freedom and people who are aficionados of safety.Some people have belief that freedom is the only th ing that matters and that freedom should be the prioritized factor across the nation. On the other hand, there are people who believe that safety is more important. On both sides, however, there is always an argument involved with gun control. Recently, there has been an uncontrollable force that has swept across America and that is the use of guns for mass murdering. The Sandy Hook incident left people traumatized. During this issue, people who stand true in safety want nothing less than the ban of wielding arms. â€Å"†¦the stronger our gun control laws are, the fewer acts of violence†¦. † (Sandy Hook quotes). At the same time, those for freedom still want to be able to wield arms even though such tragic events have occurred. Even though there is a constant heated debate over the topic of freedom verses safety, there always has to be a fine line that defines both freedom and safety. With the latest shooting tragedy in Colorado, gun control is undoubtedly on everyo ne's mind. People who have a stance with â€Å"pro-gun† seem to cite freedom, liberty and the 2nd amendment while talking about their right to carry guns.And people who are â€Å"anti-gun† might cite the safety and well-being of the general public, as criminals and people with mental disorders will not have such easy access to weapons that kill. People who say that freedom and safety have no correlations, and that safety is more important than freedom or freedom is more important that safety, have not considered it’s daily applications. In society today, people demand both freedom and safety. While more and more Americans demand freedom to do things as they please, they want the feeling of protection and safety.Safety is needed when more freedom is given. An example of this lies in our homes. As children have later curfews as they grow older, their parents demand for more of their own protection for their children. Ultimately, curfews are reasonable guidelines a nd should be followed. It is important to maintain respect for your parents and the rules they set throughout your adolescent years. â€Å"While it may seem unfair or unreasonable at the time, you will eventually realize how beneficial such rules were and will thank your parents for looking out for your well-being. † (Why Curfews Should Be Enforced).This correlation is evidence that with more freedom, people need more safety to keep them in check and to keep people in line. Freedom in this case cannot exist without the need for safety and safety is not necessary if there is no freedom. Freedom and safety are desired by everyone. However, unlike popular belief, they cannot be separated. Like a well-balanced formula, freedom and safety intertwine in a well-defined system. In this contemporary society, freedom is important for the liberties of the people; however, safety is important for the security of the people. Both freedom and safety are important factors for people today.