Advantages and Disadvantages of Performance

Introduction A performance-related pay system is a remuneration method in which pay progression is based on individual performance (Schuler Jackson 2008, p. 5). In this system, pay increments and bonuses are normally awarded to employees who are able to meet or exceed pre-agreed objectives or targets.Advertising We will write a custom case study sample on Advantages and Disadvantages of Performance-Related Pay Systems specifically for you for only $16.05 $11/page Learn More Thus, it depends on appraisal systems, which help the management to measure employees’ performance. Some of the common performance-related pay schemes include piecework, payment by results, merit pay, and commissions among others. The idea behind performance-related pay systems is that increased pay can encourage high performance in situations whereby employees can vary their output according to effort (Armstrong 2008, p. 21). Performance-related pay systems were widely used i n the 1980s because they were viewed as the best way to motivate employees and to increase performance. However, the popularity of these systems has significantly reduced in the last decade due to their inability to facilitate high performance and motivation. It is against this backdrop that this paper discusses the premise that the disadvantages of performance-related pay system exceed its advantages. Advantages and Disadvantages of Performance-Related Pay Systems There is little variation in the advantages and disadvantages associated with the various forms or types of performance-related pay systems. Consequently, the merits and demerits of this pay system can be discussed in a general manner. Advantages First, performance-related pay systems enable employees to identify a direct link between remuneration and effort (Mathis Jackson 2011, p. 47). This encourages them to put more effort in their work in order to achieve defined objectives.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Piekkola (2005, pp. 619-635), employees are likely to increase their productivity if they believe that their pay will be proportional to the amount of effort that they devote to their work. In most cases, employees will require advanced skills in order to improve their productivity. Employees who are interested in improving their productivity are likely to be more willing to state their weaknesses in order to benefit from training and development programs. This enables human resource managers to design training programs that address the specific needs of the employees. Skill acquisition can increase staff costs if the company has to pay for the training and development programs that aim at improving employees’ skills. In situations whereby employees have to pay for their training and development programs, performance-related pay systems tend to benefit the hi gh-income earners. This is because low-income earners might not afford the training programs that would enable them to improve their skills. In this regard, the low-income earners will not be able to increase their productivity in order to improve their incomes. The resulting increase in pay disparity can be a source of low morale and productivity. Nonetheless, proponents of performance-related pay systems believe that they encourage skill acquisition (Piekkola 2005, pp. 619-635). This improves the competitiveness of the organization in terms of high efficiency, innovation, and productivity. Second, performance-related pay systems can lead to cost reduction. According to Mathis and Jackson (2011, p. 98), highly motivated employees do not need close supervision in order to increase their productivity. Motivated employees tend to be proactive and willing to seek assistance from their colleagues. This negates the need for close supervision, and the costs associated with it. Performance -related pay systems that depend on profits can also lead to a reduction in staff costs.Advertising We will write a custom case study sample on Advantages and Disadvantages of Performance-Related Pay Systems specifically for you for only $16.05 $11/page Learn More In particular, when profits decline, the organization’s labor costs will also decline, thereby eliminating the need to lay-off some workers in order to reduce operating costs. In this regard, the organization will avoid costs such as terminal benefits and the legal costs that might arise due to labor lawsuits. In economies with high unemployment rates, employees are likely to accept a reduction of the portion of their variable pay rather than losing their jobs. However, pay reductions often lead to dissatisfaction among employees, especially, if the reduction in profits is attributed to factors beyond their control. Marsden (2002, pp. 305-316) asserts that linking remuneration to profit s enables employees to identify with the success of the company. Generally, the employees will strive to increase the company’s profits in order to improve their earnings. This strategy requires employees to be familiar with the financial performance of the company. Thus, it is likely to succeed in listed companies in which financial information is readily available to all employees. However, in private companies employees are often not able to access financial information. In this regard, the management might fail to increase employees’ salaries even if the profits increase. Similarly, it can be very difficult to convince the employees to accept pay cuts due to a reduction in profits if they are not familiar with the company’s financial performance. Third, performance-related pay systems can help organizations to reduce staff turnover and absenteeism. This perspective is based on the premise that a remuneration system that links rewards to employees’ eff ort is likely to improve staff morale or motivation. According to Dorantes and Mach (2003, pp. 673-698), high motivation is one of the factors that help organizations to reduce staff turnover.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A low staff turnover is beneficial to companies in several ways. To begin with, it reduces the costs associated with replacing employees who leave the company, thereby improving the company’s financial performance. Companies with low staff turnover rates are able to retain their best employees. In this regard, retaining the best talent is a means of enhancing competitiveness, especially, if the labor market lacks highly skilled personnel. Finally, low staff turnover enables organizations to avoid low productivity. In particular, a reduction in productivity can be avoided by minimizing staff turnover. In order to realize these benefits, the remuneration must be high enough to motivate the employees to continue working for the company. In most cases, the variable part of employees’ salaries tends to be a small percentage of their basic pay. Similarly, some employees find it difficult to achieve the targets that would enable them to earn high income. Under these circumsta nces, motivating employees through a performance-related pay system can be very difficult. Consequently, the turnover rate will still be a problem. Armstrong (2008, p. 78) asserts that performance-related pay systems help in reducing staff turnover in organizations in which growth opportunities are limited. Most organizations cannot reward their employees through promotions due to the limited number of high-level positions. In this regard, a payment that corresponds to employees’ effort enables organizations to retain their workers. Fourth, a performance-related pay system is one of the best ways of introducing change within a company. Concisely, linking financial rewards to performance encourages employees to adopt business cultures that enable them to improve their productivity. For instance, teamwork is likely to improve in organizations in which performance is measured at both group and individual level. The team members are likely to improve their commitment, cooperation , and productivity if they are aware that their contributions in the team will determine their earnings. Similarly, customer satisfaction is likely to improve if the employees receive financial rewards for offering excellent services. In this regard, a performance-related pay system is a means of fostering a culture of high productivity by rewarding the best performers (Shelley 1999, pp. 439-454). The poor performers are expected to emulate the high performers by increasing their productivity. Hence, a performance-related pay system is a means of dealing with underperformance. In the last two decades, teamwork has emerged as one of the best ways of promoting high productivity. Consequently, most organizations are trying to develop the best team-based remuneration system. The difficulty in developing team-based remuneration is that the system must recognize the success of the team as a whole, as well as, the contributions of its members. In this regard, some organizations are opting for performance-related pay systems to reward teamwork. This is because the system provides employees with opportunities of higher earnings in a manner that is equitable and consistent with their effort within a team. Finally, performance-related pay can be an effective system for encouraging workers to pursue the mission and vision of the company. Mission and vision statements are often conceptualized in terms of broad and specific business objectives. Line managers often use these objectives as guidelines for setting individual targets for their juniors. According to Armstrong (2008, p. 122) aligning employees’ job targets to the objectives of the organization facilitates achievement of the company’s vision. However, this strategy often fails because mangers do not provide incentives that motivate the employees to achieve the set targets. In this regard, a performance-related pay system facilitates achievement of targets by motivating employees to work hard. The resu lting increase in productivity, leads to the achievement of the organization’s mission and vision. This strategy is likely to succeed if the managers are able to align job targets of their employees to the stated vision of the company. Disadvantages Even though performance-related pay systems are likely to improve employees’ motivation and performance, they also have several disadvantages. Some of the disadvantages of the system include the following. First, the difficulties associated with the measurement of performance limits the application of performance-related pay systems (Randle 1997, pp. 187-200). The system can only be fair if a reliable appraisal procedure is used to assess employees’ performance. Measuring performance is often a problem in most organizations due to the weaknesses of the available appraisal systems. Most managers find it difficult to measure work in most occupations, especially, if a given task has to be completed by several people. In this case, it is difficult to determine the employee who is supposed to receive financial rewards. Identifying the right metrics for measuring performance is one of the major challenges that hinder the application of performance-related pay systems. Appraisal systems often fail because they do not measure the actual effort or performance of the employees. Additionally, some employees fail to understand the criteria for measuring performance. The challenges associated with measuring performance often lead to conflicts between managers and employees concerning the amount of bonus or salary increments that should be paid. In particular, conflicts are likely to arise if employees’ efforts are equal, but their financial rewards are different. This leads to low motivation and high dissatisfaction among employees. Similarly, productivity will reduce if employees believe that their contributions to the company cannot be recognized through a fair appraisal system. Linking remuneratio n to appraisal can limit the benefits of assessing employees’ performance. Concisely, employees who are underperforming are likely to consider appraisals as a means of punishing them because it leads to a reduction of their salaries. In this regard, employees may become defensive during the appraisals rather than accepting targets that are more challenging. Additionally, underperforming employees are likely to cover up their weaknesses when their salaries are at stake. Consequently, it will be difficult to identify their training and development needs. As a result, the underperformers will continue to record poor results, thereby reducing the competitiveness of the organization. Second, the effect of performance-related pay systems on motivation is unclear (Randle 1997, pp. 187-200). While proponents of the system believe that it has positive effects on motivation, its opponents opine that it has little or no contributions to employee motivation. Financial rewards such as bon uses and commissions are often a small percentage of employees’ pay. Similarly, salary increments are often awarded in small percentages in order to avoid high labor costs. In this regard, performance-related pay systems fail to motivate employees since the financial reward is not likely to be a true reflection of their effort. Marsden (2002, pp. 305-316) asserts that performance-related pay systems can only facilitate short-term motivational effect. This is because most organizations find it difficult to sustain salary increments and bonus payment due to profit reductions in their industries. Payment schemes that depend on profits hardly facilitate motivation. This is because financial performance of the company depends on several factors, which employees might not be able to control. In this regard, reducing employees’ salaries in response to a reduction in profits will lead to low motivation since the poor performance cannot be attributed to their performance. Perfo rmance-related pay systems often fail to improve employees’ commitment due to their â€Å"focus on financial rewards rather than developmental needs† (Marsden 2002, pp. 305-316). This is because non-financial rewards such as promotions are also important in the process of improving employees’ commitment to the organization. In this regard, a performance-related pay can only be effective if it is used to strengthen a motivational system that has non-monetary rewards such as training. Third, performance-related pay systems often worsen the problem of pay inequality. Since it is not easy to measure individual performance objectively, some employees will always earn more than they deserve while others will receive less. In socialist communities, an unequal pay system can lead to serious legal battles. Labor suits are not only expensive, but are also likely to tarnish the reputation of the company in the labor market. Performance-related pay systems often weaken trad e unions and limit the success of collective bargaining processes (Heery 1997, pp. 430-442). This is because remuneration decisions are related to individuals rather than groups of employees. For instance, in a piecework pay system employees’ salaries depend on the amount of output that they are able to produce in a given period. The amount of â€Å"salary or wage that employees receive for each unit of output depends on the value of the product† (Armstrong 2008, p. 142). In this regard, trade unions cannot easily negotiate for better pay, especially, if there are little or no improvements in the value of products. Fourth, performance-related pay systems often fail due to the unavailability of the right mix of rewards. The most common forms of financial rewards include commission, bonus, and salary increment. Some organizations might not be able to use any of these rewards due to poor financial performance (Marsden 2002, pp. 305-316). In some cases, choosing the right financial reward tends to be difficult. Bonus and commissions are relatively cheaper than salary increments. However, determining the percentage of the bonus or the commission to be paid is often very difficulty. This difficulty is attributed to the complications associated with measuring work. Employees’ morale is likely to improve significantly if the commission or bonus is high. However, paying commissions or bonuses at a high percentage might not be sustainable due to the competing needs of the organization. Paying commissions at low rate, on the other hand, might not have any effects on employees’ motivation and performance. Hence, it will not have any impact in the organization. Fifth, recent research findings indicate that performance-related pay systems can discourage teamwork rather than promoting it (Marsden 2002, pp. 305-316). The system can be divisive as employees try to achieve their performance targets. In particular, employees are likely to pay little a ttention to team activities if they are aware of the fact that free rides will benefit from their efforts. In some cases, employees tend to devote much of their effort to pursuing personal targets at the expense of their teams. In this regard, employees often avoid tasks that require teamwork. This leads to poor performance and low product quality. Competition among employees can also lead to poor teamwork. Poor performers can opt for unorthodox means such as sabotage in order to reduce the income disparity between them and the high performers within a team. For instance, poor performers can be reluctant to share vital information with excellent performers. Consequently, the productivity and the earnings of the high performers will decline, thereby reducing the salary disparity in the team. Divisions can also emerge if the overall objectives of the team limit the ability of its members to improve their achievements. In this context, team members might not be able to agree on the obj ectives that should adopt. Finally, implementing performance-related pay systems is often very expensive. The system can only succeed if the company is able to use an effective approach to appraisal. In this regard, the company might have to replace its appraisal system in order to implement a performance-related pay scheme. Research indicates that introducing a new appraisal system is often expensive and time-consuming (Marsden 2002, pp. 305-316). For instance, the company might incur high costs by conducting research on the best appraisal system to adopt. In some cases, the organization will have to hire external consultants to design a new appraisal system. Independent or external consultants are often expensive and might fail to understand the appraisal needs of the organization. After adopting the new appraisal system, managers and supervisors must receive adequate training on how to use it. Similarly, the management must create awareness among employees on how the system works . These trainings increase the cost of implementing the performance-related pay system. Finally, the company must have adequate funds that will enable it to offer financial rewards to its employees. Some pay schemes such as sales commissions can significantly reduce profit margins. Furthermore, providing financial rewards can be unsustainable during periods of low sales and profitability. It is apparent that a performance-related pay system will fail if the company is not able to keep its promise of rewarding employees through financial compensations. Conclusion Performance-related pay is a remuneration system in which employees are paid according to their performance. In this system, financial incentives such as bonuses, commissions, and salary increments are used to reward employees. The main forms of performance-related pay systems include piecework pay, merit pay, and profit-related pay among others (Schuler Jackson 2008, p. 13). Proponents of performance-related pay systems be lieve that they are a means of providing incentives to employees. These incentives improve employees’ motivation and commitment, thereby encouraging high performance. Additionally, the system is an important control mechanism that enables organizations to influence the behaviors and performance of their employees. Despite these benefits, the application of performance-related pay system is limited due to the following reasons. First, measuring performance objectively is often a serious challenge in most organizations. Second, it can discourage teamwork as employees focus on their targets. Third, the ability of the system to enhance motivation is uncertain. Finally, implementing the system is normally expensive. Organizations that intend to use performance-related pay systems should be ready to address these weaknesses. References Armstrong, M 2008, Strategic Human resource Management, McGraw-Hill, New York. Dorantes, C Mach, T 2003, ‘Performance Pay and Fringe Benefits : Work Incentives or Compensating Wage Differentials?’ International Journal of Manpower, vol. 24 no. 6, pp. 673-698. Heery, E 1997, ‘Performance-Related Pay and Trade Union Membership’, Employee Relations, vol. 19 no. 5, pp. 430-442. Marsden, D 2002, ‘The Paradox of Performance-related Pay Systems’, Applied Economics, vol. 34 no. 3, pp. 305-316. Mathis, R Jackson, J 2011, Human Resource Management, McGraw-Hill, New York. Piekkola, H 2005, ‘Performance-Related Pay and Firm Performance in Finland’, International Journal of Manpower, vol. 26 no. 8, pp. 619-635. Randle, K 1997, ‘Rewarding Failure: Operating a Performance-Related Pay System in Pharmaceutical Research’, Personnel Review, vol. 26 no. 3, pp. 187-200. Schuler, R Jackson, S 2008, Strategic Human Resource Management, John Wiley and Sons, New York. Shelley, S 1999, ‘Diversity of Appraisal and Performance-related Pay Practices in Higher Education’, Person nel Review, vol. 28 no. 6, pp. 439-454. This case study on Advantages and Disadvantages of Performance-Related Pay Systems was written and submitted by user Cayden Nolan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Helicoprion Facts and Figures

Helicoprion Facts and Figures Name: Helicoprion (Greek for spiral saw); pronounced HEH-lih-COPE-ree-on Habitat: Oceans worldwide Historical Period: Early Permian-Early Triassic (290-250 million years ago) Size and Weight: About 13-25 feet long and 500-1,000 pounds Diet: Marine animals; possibly specialized in squids Distinguishing Characteristics: Shark-like appearance; rolled-up teeth in front of jaw About Helicoprion The only surviving evidence of the prehistoric shark Helicoprion is a tight, curled-up coil of triangular teeth, a bit like a fruit roll-up, but considerably deadlier. As far as paleontologists can tell, this bizarre structure was attached to the bottom part of Helicoprions jaw, but exactly how it was used, and on what prey, remains a mystery. Some experts think the coil was used to grind away the shells of swallowed mollusks, while others (perhaps influenced by the movie Alien) think Helicoprion unfurled the coil explosively like a whip, spearing any unfortunate creatures in its path. Whatever the case, the existence of this coil is proof that the natural world can be stranger than (or at least as strange as) fiction! A recent fossil analysis, conducted with the aid of a high-resolution CT scanner, appears to have solved the Helicoprion enigma. Apparently, this creatures whirled teeth were actually housed inside the bone of its lower jaw; the new teeth gradually unfurled into Helicoprions mouth and pushed the older ones further away (indicating either that Helicoprion replaced its teeth unusually rapidly, or that it subsisted on soft-bodied prey like squids). In addition, when Helicoprion closed its mouth, its distinctive tooth whorl pushed food further into the back of its throat. In this same article, the authors argue that Helicoprion was not, in fact, a shark, but a prehistoric relative of the cartilaginous fish known as ratfish. Part of what makes Helicoprion such an exotic creature is when it lived: all the way from the early Permian period, about 290 million years ago, to the early Triassic, 40 million years later, at a time when sharks were only beginning to obtain a tentative toehold (or finhold) on the undersea food chain, competing as they did with comparably fierce marine reptiles. Amazingly, the early Triassic fossil specimens of Helicoprion indicate that this ancient shark somehow managed to survive the Permian-Triassic Extinction Event, which killed a whopping 95 percent of marine animals (though, to be fair, Helicoprion only managed to struggle on for a million years or so before succumbing to extinction itself).

The role of Social Media as a mode of Market Communication in the U.K Dissertation

The role of Social Media as a mode of Market Communication in the U.K - Dissertation Example TION 1.1: Introduction Marketing has been one of the most important aspects of creating awareness about different products and services. In last few years, the nature of marketing has changed a lot mainly because of the emergence of so many media tools capable of communicating with end users in an effective manner. One of the highly efficient and effective marketing communication tools that has gained immense popularity and acceptance in the global business environment is in the form of social media (Albrecht, 2006). Social media helps in connecting with different people in an easy and hassle free manner along with communicating wide arrays of messages in a simple and convenient manner. In the United Kingdom, almost two-third (65%) of the population has used Facebook, followed by YouTube (50%), and Twitter (23%). This shows that the acceptance level of using these social media is quite high among British people. Marketers too have realised the importance of social media and have been using them to promote their business products and services in a well planned and easy manner (Alderson, 2009). In the context of marketing communication, it becomes all the more important to deliver the messages to consumers in a clear and transparent manner along with enhancing the frequency and acceptance of the messages (Blanchard, 2011). Social media helps in connecting with large number of people along with spreading the message in a fast manner that further helps in communicating with consumers in a very fast and efficient manner. The major purpose of the research is to analyse and assess the role of social media as a mode of market communication in the United Kingdom (Alderson, 2009).For this purpose, the focus will be on the analysis of different social media tools and overall acceptance and usefulness in terms of enhancing the marketing appeal of different organisations in the UK. In this regard, the researcher has formulated the research aim and objectives being discussed further (Lovett, 2011). 1.2: Research Aim The primary aim of the research is to analyse and assess the role of social media as a mode of market communication in the UK. In order to achieve this proposed research aim; the researcher has formulated few research objectives discussed as follow. 1.3: Research Objectives The research objectives are as follow: To analyse the role of social media as a mode of market communication by comparing with other market communication tools To assess the usefulness and benefits of using social media tools in enhancing the market communication To identify the advantages and disadvantages of using social

ECOM20001 Information System Management (information system of master) Essay

ECOM20001 Information System Management (information system of master) - Essay Example They are very mandatory and essential for the business development as it helps in the components of wise business decision making as well as prudent. It also helps in providing transparent information flow of business policies, guidelines, practices, standards, and certain procedures for reasonable business operations. Information Management System is used by the management in different managerial corporate levels. Safe and sound Information Management System also assists the company in attaining proper and well planned internal controls, audit coverage, safeguards, and operating procedures. There are four groups of Information Management System in which the entire system is divided; these groups are related to Human Resources, Financial Department, Accounting, and Marketing (Allen & Hamilton & Baker 14). This assessment research assignment is correlated with the Information System Management Course and is designed in such a way through which the stimulated thinking of the classroom students would be analyzed and evaluated with the help of a case study. The company chosen for case study assessment is the Information Technology giant company Dell Corporation. In this case study, Dell's customer-centric business model will be analyzed. Apart from that, an overall analysis and evaluation will be carried out regarding Dell's customer-centric business scope, which would help in knowing that how Dell Corporation makes use of its Information System in order to develop and organize a demand-pull value chain, and how does it affect the relationship of Dell Corporation with its suppliers and customers. Section #2 (Covey & Merrill 103) The modern world of today is all about modernization and innovations in the technology field which is growing and grabbing a competitive edge in the global marketplace. Every technology oriented organization is trying their best to make their unique and strong position among their competitors in the technology sector so that they could flourish and market their products with unique and different features which cannot be overcome by any other competitor. For this objective, many multinational organizations and well known reputable companies are developing their research and development department, so that they could stand differently from others. Dell Inc. is one of the most leading and successful multinational technology oriented organization which has accomplish and conquer a very reputable position in the technology world market. Dell Inc. is basically involved in the designing, development, manufacturing, marketing, technical supporting and selling of personal computers and several other computer related products. The main headquarters of Dell Inc. is situated Round Rock, Texas and engages more than 88,000 employees around the globe. This technology oriented organization started grabbing the business growth since during 1980s and 1990s and since then, Dell Inc. has attained the position of being one of the largest technology corporations in the world. Originally, Dell Inc. was founded in the year 1984 by named Michael Dell who was the

Effect of Molecular Weight in the Rate of Diffusion

Effect of Molecular Weight in the Rate of Diffusion Jarrel Dean A. Yecyec ABSTRACT The effect of molecular weight in the rate of diffusion was determined by placing potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue in a petri dish of agar-water gel with three wells. After a drop of each in well the petri dish was covered then, the diameter of the colored area was measured with three minute interval. It was measured ten times. Methylene blue has the lowest molecular weight but, Methylene blue showed the longest diameter. Thus, Molecular weight affects the rate of diffusion the higher the mass the slower the rate of diffusion. INTRODUCTION According to the experiment of diffusion, two feet glass tube was fasten horizontally to a ring stand. After moistening two cotton balls of the same size, one with hydrochloric acid and the other with ammonium hydroxide it is plugged to one end and the other end. White smoke was observed inside the tube. When you measure the distance from the cotton to the white ring, ammonium hydroxide exhibits the longer distance. Diffusion demonstrates random motion that proceeds from a region of higher concentration to lower concentration. Diffusion it is when molecules try to achieve equilibrium. Diffusion of gases always happens gradually, it takes a relatively long time. For example, when you open a bottle of perfume inside a room it will take time before a person smell it in the other side of the room. This is explained by the numerous collisions of molecules while moving from one end to another. The root-mean-square speed is a way to estimate molecular speed. We can estimate how fast a molecule move, on the average, at any temperature. By interpreting the formula it shows that the heavier the gas, the slowly its molecules move. Molecular weight it is the mass in grams of one mole of molecules of formula units of a substance. It is also called as molecular mass. The hypothesis was arrived based on previous observation, the hypothesis is if molecular weight affects the rate of diffusion then the higher the mass the slower the rate of diffusion. Agar is a polymer made up of subunits of galactose, it is also a component of some cell walls. When dissolved in boiling water and cooled, agar looks gelatinous. Potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue are the compounds that will be used in this experiment. This study aimed to determine the effect of molecular weight to the rate of diffusion. The specific objectives were. To describe the effect of diffusion To explain why heavier molecules tend to be slower than lighter molecules. MATERIALS AND METHODS A petri dish of agar-water gel with three wells with a diameter of 5 millimeter was prepared. Potassium permanganate (KMnO4), potassium dichromate (K2Cr2O7), and methylene blue were obtained. The color of potassium permanganate is red-violet, potassium dichromate is yellow, and methylene blue is blue this is based on observation. One drop of each prepared solution was then placed into each well and then the petri dish should be immediately covered, a dropper was used. A ruler was used for measuring the diameter of the colored area of each substance. The set up was then recorded at a regular three-minute interval for a half hour, for every interval the colored area was measured and recorded in table 4.2. A phone was used in recording the time. After thirty minutes, the colored area was measured and recorded. The zero minute and the thirty minute were compared. A graph comparing the three solutions was then plotted and analyzed. Partial rate of diffusion was calculated at each interval. The formula for the partial rate of diffusion is final minus initial diameter of colored area divided by the final minus initial time measured. The average rate of diffusion (mm/min.) will be calculated and graphed. RESULTS AND DISCUSSION As seen in Table 1 results showed that Potassium permanganate diffuse faster than the other two. There are times that they are constant showed in Figure 1. The diameter increases as time increases but there are points that there is no change in the diameter. Potassium permanganate with the lowest molecular weight is the fastest to diffuse and Methylene blue with the highest molecular weight is the slowest to diffuse. As seen in Table 2 Potassium permanganate has the highest average rate of diffusion, it is moving 0.37 millimeters per minute. It is the fastest compared to others. Figure 2 completely showed the comparison of average rate of diffusion. The hypothesis if the molecular weight affects the rate of diffusion then the higher the mass the slower the rate of diffusion is accepted. It is supported by the root-mean-square speed because you can compute for the speed of a molecule and by the experiments. Table 1. The diameter of the three solutions at a regular three-minute interval for thirty minutes. Figure 1. A line graph comparing the three solutions and showing the Effect of time in the diameter of the colored area Table 2. The partial rates of diffusion of the three solutions. Figure 2 Comparison of the partial rates of diffusion of the three solutions. SUMMARY AND CONCLUSION The effect of the molecular weight in the rate of diffusion was determined. One drop of each prepared solution was placed into each well and the diameter was measured at a regular three minute interval for a half hour. The average rate of diffusion was computed and supported the experiment. The data we gathered is credible because there is no source of error. The results showed that Potassium permanganate exhibits fast diffusion compared to others. Therefore, molecular weight affects the rate of diffusion, the heaver the compound the slower the rate of diffusion. I recommend this experiment. add more compounds with different molar weight and different kind of samples too. If you are dealing with gases try to compute the theoretical speed of a molecule by using the root-mean-square speed and compare it with the one you observed. LITERATURE CITED Dorland, W.A.M. 2012.Agar, Dorland's Medical Dictionary. Retrieved January 17, 2013 Zumdahl, S.S 1998. Chemical Principles. 3rd edition. Houghton Mifflin. A37. Chang, Raymond. Chemistry. 6th edition. New York: McGraw-Jill. p. 183-185 Duka, A.I.M, Diaz, Q.M.G, Villa, O.N. 2009. Biology 1 laboratory manual: An investigative approach. Ninth edition. UP Los Banos, College, Laguna, Philippines. No author. Diffusion and Osmosis.

Human Trafficking Essay -- Ethical Issues, Sexual Exploitation

The Trafficking Victims Protection Act of 2000 and The Trafficking Victims Protection Reauthorization Acts of 2003 and 2005 have defined sex trafficking as a commercial sexual act or acts that are induced by fraud, coercion, or in which the person to perform these sexual acts are under the age of eighteen Blackburn, Taylor and Davis (2010). The sex industry in Cambodia and Thailand consists of men, women, and children. In order for there to be enforced labor and sex trafficking there has to be forms of illegal immigration to these economies, though not all human traffickers are kidnapped or forced into sex work, many choose to do this work. Singh and Hart (2007) have labeled Thailand as a country of many prostitutes and its reputation derives from human trafficking and sexual exploitation, especially sexual exploitation of children. Sex trafficking is used to entice tourists to the country to please sexual fantasies Blackburn, Taylor and Davis (2010). Blackburn, Taylor and Davis (2010) indicate estimating human trafficking and sexual exploitation data is difficult provide. Although, it is estimated that thirty thousand children involved in the Thai sex trade is up to seventy-five thousand children younger than the age of sixteen working in brothels, bars, and nightclubs, and that Thailand’s gross income ranges in the twenty-two billion dollars. Singh and Hart (2007) claim their estimates differ from the reality of the true number of commercial sex workers. Though similar to Blackburn, Taylor and Davis (2010) they provided that the number range from sixty thousand to seventy-five thousand to four hundred thousand sex workers in Thailand. According to Singh and Hart (2007), The World Tourism Organization reported in 2004, th... ...at beach resort near Bangkok, Thailand and many pedophiles from around the world come there. Since there are organizations like Fight Against Child Exploitation which influence the prosecution of pedophiles after they return to their country. The authors state the police are a part of the sex trafficking problem in both Cambodia and Thailand because brothels pay monthly payment to the police for protection, and some brothels are private owned by government, military, or police officials. The Royal Cambodian National Police attempted to develop a special unit on human trafficking and juvenile crime, because this effect produced little progress, the entire national police department was told to get training on human trafficking, child exploitation, ethical behavior that led to corruption, and receiving serves from prostitutes Blackburn, Taylor and Davis (2010).

A seminar on “Beginning For Beginnger” Essay

A seminar on â€Å"Beginning For Beginnger† was held at DKU at Faculty of Business Managemnet. This seminar was held on 9 June 2012-06-24. This seminar was begin on 2.00Pm – 5PM. It was jointly organised by all part three student who take Mgt538 in this semester. The purpose of the Seminar was to talk about lessons and challenges in facing currunt enviroment on studies and future working enviroment. It focused mainly on the attitutes, styles and action that should be take to faced all the situation. All part three students whose take this subject are compulsory to attented this seminar. The Programme is given at DKU that situated in Faculty of Business Management. The seminar was given by Cik Noor Syuhada,caunsellor Uitm Seri Iskandar Perak. AIMS AND OBJECTIVES The seminar was structured in a way that helped participants to walk through the issues, starting from the relevance of the organisational context, along the issues that have to be addressed, the intended or assumed and finally to the actual implementation. The objectives of the seminar were to provide insight in the issues, to identify the mistake ,and to discuss the possible approaches for formulating and implementing tools that can be take. In order to encourage discussion and a more focussed exchange of information practical sessions were scheduled .During these sessions participants could ask some questions and share thoughts with each other and the speakers. THE POSITIVE IMPACTS The seminar participants agreed that : 1. This programs will help them to improve their knowledge on facing their future enviroment especially during their working enviroment. 2. Many participants were given a chance to ask any questions and they also were give a chance to share some idea or tips that will give benefits to all participants. 3. It is important that all parties to attends,it will give a common understanding about what these and other key terms mean. 4. The seminar have give them a lot of tips on attending interviews and facing interviews session that will improve their confident to facing that. THE NEGATIVE IMPACTS The side impacts that can be conclude from the seminar : 1. Some participants not focus during the seminar. 2. They playing games on their mobile phone, chatting, talking and etc. 3. Not all students have confidents to ask questions even they have intention to do so. 4. Sessions for students to discuss among themselves was not held. RECOMMENDATIONS : Some recommendations that can be take are : 1. Small group discussion can be do in oreder to give participants share or discuss among themselves about the issues on the seminar. 2. Students should be ask to switch off their phone during the seminar. 3. Try to encourage students to build up their confident to share, ask or gine opinion during the seminar. CONCLUSIONS : The feedback of the participants confirmed that the seminar was very much appreciated as well as that there is a pressing need for more practical approaches and for other opportunities to discuss the many issues. The speakers came also from different backgrounds and presented the audience with different practical experiences, insights, and views, both at an organisational and national level. It gave a good impression and understanding of the many perspectives. The seminar have improve knowlegde among participant and will benefits to them in facing their future working enviroments.