Othello: Literary Essay on Iago Essay

Humans are born with a natural capacity for good and evil. As an individual develops, he or she is taught to distinguish between the two in order to strengthen a sense of right and wrong. Through Shakespeare’s play, ‘Othello’ (Heinemann Advanced Shakespeare, 2000) we are introduced to a meticulously devious character, Iago. Ironically affiliated with the military, a substandard moral compass, channels his unreasonable code of conduct. Well educated on human behaviour, his lack of ethics enables his character to exploit this skill set to deceive those around him, ultimately disguising his true character. Between self-perception, opposing character perceptions and audience perception, Iago portrays a brilliantly, manipulative villain whose two dimensional nature is concealed beneath sheets of false sympathy, integrity and empathy. Beyond all else, Iago considers himself a man of true wit and distinction. In Act I, he furiously declares, â€Å"I know my price† (p. 3). By this statement, he admits to Rodrigo, that upon oversight for the position of first lieutenant, his dedicated service and efforts have been in vain. Having served at the front lines of the war, Iago adamantly deems that his echelon of experience proves him a more deserving candidate, than young Cassio. More so, an over confidence in his abilities, lead to the belief that he is of a superior authority, â€Å"I am worth no worse a place† (ibid). Continuing his argument of non promotion, Iago sees it unbearable, even shameful that he has been regarded with such insignificance. A man of his status and self imposed importance should not be degraded to such a pitiable standard. In having lost out on the appointment, Iago’s pride and dignity have been considerably impaired. Once a devoted soldier under Othello’s command, Iago believed it was his rightful place to gain promotion to lieutenant. When these expectations were not met, it brought out the worst in Iago and the decision was interpreted as a personal offence to his proficiency. Although having already, risen to adequate ranks, Iago could not fathom the injustice. His superior and extensive knowledge had been undermined. In comparison to the present era, this form of ‘injustice’ is experienced frequently in professions where favoured parties lose out on coveted positions to seemingly less experienced oppositions. Victims feel at loss and that their competence has been jeopardised. Due to varying circumstances, these conceited opinions cannot be voiced as it translates into bad character and conduct. Consequently, Iago set out on a conquest for supremacy. Uncannily, abiding by modern day author, Robert Greene’s, â€Å"[Law] 3: Conceal your intentions†, of â€Å"The 48 Laws of Power’ (1998), detailing observational aspects profitable in a rise to command. Within the community of Cyprus, Iago gave no obvious reason for opposing characters to suspect his cunning. In this respect, he was constantly referred to as â€Å"Honest Iago† (p. 41). Specifically, Othello, affectionately used the term, â€Å"Honest Iago, My Desdemona must I leave to thee. I prithee let thy wife attend to her† (ibid). Not only does Othello impart trust with ease, but he mistakes Iago as a dear friend. One who would never think to bring harm to Desdemona or he. This misplacement of faith encourages Iago in his surreptitious endeavours. On several more occasions we witness other characters mistakenly confer with and about Iago’s sincere nature. Following a grave night for Cassio, he bids a farewell of, â€Å"Good night, honest Iago† (p. 99) unaware of Iago’s key role in his ruin. Desdemona continues the chain of mistrust when she speaks, â€Å"O, that’s an honest fellow† (p. 113) of Iago’s phony grievances of Ca ssio’s unfortunate predicament. An individual’s nature can be concealed in various forms within the company he keeps, â€Å"Law 12: Use selective honesty and generosity to disarm your victims† (Greene, 1998). Iago, around such company manipulates and deceives his companions that he is faithful. Having grasped an understanding of human behavior, this wisdom is disposed through cruelty and brutality. In persuading the Cyprus population of his sincerity, unknown to the other characters, Iago fuels his perception of his superiority. Such is his wit that for a much of the play, his deceit goes undetected. When it appears that a character may unknowingly expose Iago’s ulterior motives, he buries the potential realisation beneath artificial concern. Among the audience, the consensus is that Iago is purely composed of arrogance, jealousy and hostility. Triumphant in his succession to provide false evidence of Cassio’s incompetence, Iago announces, â€Å"And what’s he then that says I play the villain, When this advice is free I give and honest†(Shakespeare, p. 99). Arrogance radiates from his gloating manner, of having provided Cassio with ingenious and true advice. Jealousy held as incentive to which Iago brought about the demotion and discredit of Cassio. Moreover, this envy fuelled his ploy in planting a seed of convincing doubt to which Othello was wrongly mislead that his wife, Desdemona, was unfaithful. Not only in determining the detriment of the Moor’s marriage, Iago displayed hostility through his own relationship with Emilia, â€Å"To have a foolish wife† (p. 133), consistent with yet another law, â€Å"Law 20: Do not commit to anyone†, (Greene, 1998). Only to the audience is Iago’s evil nature revealed for a significant portion of the play. We are exposed to his ulterior motives, lies and ultimate betrayal, â€Å"I follow him to serve my turn upon him† (Shakespeare, p. 5). Unlike any other character in the play, Iago is not fazed by the level of destruction he causes, neither to whom. In subsequent scenes, viewers witness the steady yet gradual downfall of the Moor. Unsuspecting, characters, indirectly aid Iago’s cause, particularly his ignorant, praise seeking wife, Emilia, which furthermore increases his arrogance of his unmatched brilliance. To the audience each move Iago makes is calculated methodically and only adds to the current chaos of the present scene. Iago possesses an astute two dimensional disposition. His objective throughout the play is to ensure the Moor’s eventual ruin. He becomes the bane of Othello’s existence, through conniving, unforgivable means, only recognized by the audience if not himself. Born of a natural capacity for good and evil, it is evident that Iago acquires no good, a concept hidden from other characters within the play. In relation to the present, Iago demonstrates the extremity to which an individual will go in order to sabotage the happiness and prosperity of an enemy. Persecutors hold a high opinion of themselves, as Iago displayed. Yet, by all means this strategy to pursue such an attack is achieved through clandestine, surreptitious modes. Iago can distinguish between right and wrong but still, he opts for the latter. As Nobel Prize laureate, William Golding, once said, â€Å"We need more humanity, more care, more love. There are those who expect a political system to produce that; and others who expect the love to produce the system.† (Nobel Lecture, Dec 7, 1983). Humanity is defenceless against the erroneous nature of individuals like Iago. Repeatedly throughout ‘Othello’ (Shakespeare, 2000), his master scheme endures unnoticed. As children, we are prompted to ‘recognise virtue and vice’ (Zak. J. P. The Moral Molecule, 2011) to instil a sense of ethicality, nonetheless, alongside such vindictive figures like Iago, the ‘system’ (Nobel Lecture, 1983), political or military, regresses on any potential advancement, stunting ‘humanity, more care, more love’ (ibid). Humanity is susceptible to evil, regardless encouragement otherwise. As long as rouges exist, an eternal battle will ensue between good and bad, unmistakably demonstrated through I ago’s performance. Bibliography Novel References Gray, C. (Series 2000). Othello. Heinemann Advanced Shakespeare. London: Briddles Ltd. Website References Golding, G. W. (Dec 7, 1983). Nobel Lecture. Retrieved Aug 27, 2013, from http://www.nobelprize.org/nobel_prizes/literature/laureates/1983/golding-lecture.html Keltner, D. (2007-08). The Power Paradox. Retrieved Aug 28, 2013 from http://greatergood.berkeley.edu/article/item/power_paradox Unknown Author. (No date). The 48 Laws of Power. Retrieved Aug 28, 2013 from http://en.wikipedia.org/wiki/The_48_Laws_of_Power Zak, J. P. (Feb 10, 2011). The Moral Molecule: Are Humans Good or Evil?. Retrieved Aug 28, 2013 from http://www.psychologytoday.com/blog/the-moral-molecule/201102/are-humans-good-or-evil

Third Out Of Class Essay

Body The body of your essay will provide specific and relevant details that develop and support your opinion on the topic. The details should be reasons supportable with facts, not more opinions. The body paragraphs will examine each fact you are presenting and explain to readers how this fact (or set of multiple facts) relates to our thesis (point or opinion). Your thesis in some manner. (See Chapters 53 and 54 in LB Brief. ) You must cite and list all the texts you use as sources and list them at the end of your essay.See Chapter 56, â€Å"MALL Documentation and Format,† in LB Brief for guidelines and directions. Most of your body paragraphs will begin with a statement of a reason for the position you are taking on the topic. The sentences that follow will offer specific details about the topic and related texts to support, clarify, and emphasize your thesis. Wrap up the paragraph by showing the readers that the details do in fact provide credible purport for your opinion an d reasoning. Each paragraph should fulfill a different purpose in support of your thesis.You must now explain how the ideas in these texts (sources) relate to your ideas (see pages 102-104 in LB Brief). Choose among the following, as appropriate for the particular source and your thesis: (1) Explain why you agree with the author and relate his or her ideas to your thesis. You must do more than simply repeat the author's ideas and support. You need to extend the author's ideas and relate them to topics the author does not mention. 2) Agree with the author on some ideas but disagree on others as they relate to your thesis.Be specific about which ideas you accept and which ideas you do not accept. (3) Focus on only one point the author makes and explain why you disagree with him or her on that point as it relates to your thesis. (4) Explain how the author gets his or her points across, and comment on whether you think the author's strategies are effective and why you think so. (5) Focu s on only one strategy the author uses and explain how it serves (or fails to serve) the author's purpose. Cite specific sections of the text that illustrate and evolve your critique.Relate the explanation to your own opinion on the topic. You develop a thesis by (1) giving the reasons for the position you are taking, (2) then backing up those reasons with factual details, and (3) then explaining how those details relate to your thesis or position. The body paragraphs will consist of different approaches to developing your thesis. See pages 53-59 in LB Brief, and use two or more of the following strategies: Narration: retelling a story, anecdote, or historical event that supports the trustworthiness of your thesis readers to comprehend your pointIllustration: presenting specific examples or instances that back up your main idea Definition: identifying boundaries, contrasting things that might be wrongly mistaken for each other, clarifying abstract or complex terms Analysis: dividing a topic or text into its logical parts to show readers how the parts relate to each other, or looking at a familiar topic or text from an unusual angle to show that it is more complex or simple than the readers might have at first thought Classification: listing the types, sorts, classes, levels, kinds, or genres of a topic to identify more easily understood â€Å"pockets† for further discussionComparison: comparing or contrasting two or more topics to highlight qualities that support your idea or making an analogy, explaining something unknown or complicated by comparing it to something readers already know and understand Cause-and-effect analysis: dividing causes from effects to explain how or why something relating to your idea happened or might happen Process analysis: dividing a process into steps, phases, or stages to help readers understand its connection to your thesis Make sure that you use transitions and other devices for coherence that help readers e how one sent ence relates to the next and how one paragraph relates to the next, as well as to your overall point.See Chapter 7 (â€Å"Paragraphs†) in LB Brief to learn some strategies for achieving unity and coherence. Conclusion Your conclusion should probably be the shortest section of your essay, comprising about a tenth of the whole (120-240 words). Pages 62-63 in LB Brief list some helpful strategies for concluding your essay. The main reason for a conclusion is to let readers know that you have (you hope) fully supported your opinion with the relevant available facts and that your opinion on the topic is important for them to consider. Due Date/Grading You must bring a thesis statement for this synthesis essay (typed, double-spaced, in MALL format) on Wednesday, 29 October.

The Animal Usage in Scientific Experiments Term Paper - 7

The Animal Usage in Scientific Experiments - Term Paper Example One of the most significant advantages supporting scientific research using animals is the fact that it leads to the invention of fundamental medical solutions. For instance, the germ theory emerged by use of anthrax introduction to sheep. Further, in the treatment of diabetes, insulin was isolated from a dog, which led to the discovery of its treatment. Hormone discovery emerged from the use of dog experiments by Bayliss. This would have been impossible had scientists not experimented on animals. Animal-based scientific study is also the best choice amongst known research alternatives. For example, although computers are known to be amongst the most intelligent of machines, they have not been able to fit in as alternatives which could operate on their own. This is due to their inability to function as live organs in living things as well as their inability to model the interaction between inner and outer environments. The use of rodents such as the rat reflects a ninety-nine percent match to human genes. The results obtained from the experiments match what would happen in a human being, only with a difference of little magnitude (Abbott 146). Further scientific research on animals is advantageous since it plays a significant role in advancing genetic and biological knowledge. In genetics, animals benefit from the experiments. This is evident from the fact that genetic modifications make it possible for the improvement of animals; in the sense that they receive valuable traits for adaptation to their environments. They are also improved in terms of productivity. In addition, genetics research also assists in the advancement of tissue repair, which is useful to patients suffering from major injuries that necessitate reconstruction. According to scientists, animals lack consciousness thus do not suffer as much as a pain as humans. This means that experiential research on animals is more feasible than subjecting humans to the same form of research. Additionally, not only live animals are used in research, but also dead ones. Scientists also inject the research animals with anesthesia, thus relieving them of pain.

Undecided Assignment Example | Topics and Well Written Essays - 250 words

Undecided - Assignment Example This is evident in their intention to cross the first bridge between Europe and Asia knowing well that a heavy storm had broken it down. Xerxes and the Persian Army dared to take risks beyond their reasonable thresholds. The decision-making processes were not based on intelligence, but rather on the hope that the Greek Armies were divided. Finally, the Persian Army consisted of traitors, which gave leading information to the Spartan Army (Herodotus 165). Even though the Greek army was separated into city-states, Herodotus explains that each city-state had a special link to another when it came to war (Herodotus 145). As the revelation comes of an impending attack, the Spartans quickly organize a united force to resist the enemy. Secondly, The Greek armies were operating on the timely information to make intelligent decisions. Thirdly, the Greek Army had well trained soldiers, all of whom had a voice based on the democracy and the religious set up of the city-states. Unlike the Persian Army, the Greeks were able to share news of an advancing enemy and ideas on how to resist. Finally, Herodotus reveals that the Greeks took an advantage of the Persian Traitors to defeat them (Herodotus

Types of Business Model for MyGiftShopper.com Essay

Types of Business Model for MyGiftShopper.com - Essay Example   Two of the business models that were accepted by the team are Freemium Business Model and Multi-Side Matching Business Model. The reasons for accepting the Freemium business model is that it would allow the company to attract as many subscribers as possible as at the beginning of the business, it would be difficult for the firm to draw too many paid subscribers. The other business model accepted is the Multi-Side Matching Business Model and the main reason that has been presented for the acceptance of the business model is that different groups of customers would be able to satisfy their needs with different merchants and the company would be able to make money through both means i.e. from customers as well as from merchants. The team not only presented logical reasoning behind acceptance of the two models, but reasonable facts and reasons were also presented regarding why the team had rejected the other two business models. The main reason for rejecting the two models is more or less the same i.e. increase the cost of the firm which would make it difficult for the firm to either attract more customers if the charges are increased or it would be difficult for the firm to make sufficient amount of profits. In the other section of market opportunity analysis, the team did the much better job as they were able to analyze how the market influences MyGiftShopper.com from a different perspective. The influence of the customers was discussed and opportunities were analyzed about the target market of the firm in a statistical way with several facts. However, in the segmentation section of the business plan, the team should have covered the types, ages, demographics, and other characteristics of the target market and how they plan to segment their customers.  

Cooperative marketing Essay Example | Topics and Well Written Essays - 750 words

Cooperative marketing - Essay Example Cooperative marketing alliances will help both the parties to access distributions channels which are normally unavailable to them. Moreover, cost cutting, additional exposure to some specific or targeted segments of customers, etc are some other advantages of cooperative marketing. For example, the Intel inside advertisement will help not only the computer manufacturers, but also the software developers like Microsoft as well. Moreover this advertisement can increase the reputation of the small computer manufacturing companies since the customers will respect tie ups with such high profile companies immensely. Cooperative marketing help the companies to reach out non-competing businesses in the market that have the same type of clientele and resources. Cooperative marketing often results in cross-product advertising which may encourage the customers to think that "if you like this, then you'll probably like that". In other words, the reputation of one company can be exploited by the other company in cooperative marketing and advertising. Moreover, the companies in cooperative marketing alliances can swap their mailing lists or may agree to include the other's marketing ads in their mailings. Thus cooperative marketing can save money; at the same time it can reach out more customers. Many people have the false belief that cooperative marketing is all about cooperative advertising. This is not true. Besides advertising, cooperative marketing can help companies to increase their common economic, social, and cultural needs and aspirations. For example, the Intel inside advertisement is not only helping the computer manufactures; but it is helping the Intel Company as well. When more computers were sold as a result of the Intel inside ad, Intel can sell more of their microprocessors and thus they will also be benefitted economically out of the cooperative marketing. Cooperative marketing will also increase the bargaining power of the product manufacturers and it ca n help the company to deal directly with the end users or the customers. Cooperative marketing can also help companies to gather market intelligence. â€Å"The first step in moving towards a cooperative market ­ing arrangement is to make sure all individuals are on the same page. This is achieved by making sure that all mem ­bers are onboard to operate for the same purpose† (West, 2008, p.2). It is impossible to conduct cooperative marketing by two entirely different companies. The companies which are engaged in cooperative marketing should have similar products and interests. For example, both Intel and Microsoft are working in the computer industry and hence they can easily engage in a cooperative marketing tie up. On the other hand it is difficult to anticipate a cooperative marketing collaboration between Microsoft and BP Oil Company because of the huge differences in their product portfolios. The second requirement for cooperative marketing is the mutual trust and be liefs. It is difficult to conduct cooperative marketing if the parties watch each other suspiciously. For example, it is difficult to see a cooperative marketing campaign by Microsoft and Apple Inc together since they are the fierce competitors in the market. Global Gadgets Imports (GGI) Company is an importer of home decor and gift items and hence they can

Clinical Laboratory Improvement Act Assignment Example | Topics and Well Written Essays - 1250 words

Clinical Laboratory Improvement Act - Assignment Example This information is then used to assess the patient's condition, diagnose an illness, as well as impair, prevent or treat a disease. CLIA certified laboratories work in conjunction with the Centers for Medicare and Medicaid Services (CMS), the Centers for Disease Control and Prevention (CDC), and the Food and Drug Administration (FDA) as a means to assure that Medicare payments meet the standards and cost guidelines set by the appropriate government agency. While CLIA is a mandatory component of Medicare, it "applies to all providers rendering clinical laboratory services, whether or not Medicare claims are filed" (Centers for Medicare and Medicaid Services, 2006, p.2). In addition, CLIA has provisions for an accreditation process as well as an educational procedure. In this way, NGOs, state, and federal agencies can participate in an ongoing review conducted by CMS, the center for all services. Numerous tests have been waived by the CMS as so "simple and accurate that there is little risk of error [even] if the test is performed incorrectly" (Centers for Medicare and Medicaid Services, 2006, p.2). Facilities that wish to perform waived tests must pay a $150 biennial fee and must apply for a Certificate of Waiver. "These laboratories are not routinely inspected; however they may be inspected as part of a complaint investigation or on a random basis to determine whether or not only waived tests are being performed" (CLIA waived and PPM tests defined, 2009). In addition, the tests "pose no reasonable risk of harm to the patient if the test is performed incorrectly" and/or "are cleared by the Food and Drug Administration for home use" (CLIA waived and PPM tests defined, 2009). The original list contained eight waived tests, but recently the list has been significantly expanded. Tests that are CLIA waived include "ovulation tests that make use of visual color comparisons" (Is the Test You Need CLIA Waived, 2009). This would include home pregnancy tests. The list also includes "blood glucose using FDA-cleared monitoring instruments", which are the automated testing devices often used by diabetics to monitor their blood sugar level (Is the Test You Need CLIA Waived, 2009). In all events, tests, and devices, the user must strictly adhere to the manufacture's instructions in regards to the use, reading, and interpretation of the results. If a test is not currently listed, "the manufacturer of the test would have to apply for a certification of waiver from CMS" (Is the Test You Need CLIA Waived, 2009). In this way, CLIA is able to stay abreast of new technologies and medical advancements. 3.) What are the other levels of laboratory services and what is the process to have your lab certified Test methods are categorized into three distinct levels based on the complexity of the method. There is the Waived Complexity Level, which requires no regular inspection. In addition, there is the Moderate/High Complexity level, which requires the physician or laboratory to complete an Application for Certification. The comprehensive application includes a "description of laboratory to include name and number of tests performed annually, methodologies for each test, [and] personnel qualifications" (Moderate Complexity Testing Overview, 2004). In addition, the

Online Course VS. Traditional Course Essay Example | Topics and Well Written Essays - 1000 words

Online Course VS. Traditional Course - Essay Example Keywords: online course, traditional course, learning When it comes to learning a course whether online or in traditional format, there are many things a person can actually compare or contrast. In this essay, the proponent tries to elaborate the actual experience obtained in taking an online course versus that of a traditional course acquired in a brick-and-mortar classroom in the presence of an instructor. Compared with an online course, a course taken in a classroom with a teacher requires more complex interaction including but not limited to verbal communications. At some point, non-verbal communication could somehow add to the quality of learning. For example, in the actual setting, learning in a classroom provides ample opportunity for students to have maximum lively interaction with each other and primarily with the teacher who would efficiently facilitate the discussion. However, this is just a specific case one could use for comparing online course and traditional course. Th ere are other important issues that one needs to critically consider. In the actual online course, and based on experience, it is implied that a student needs to substantially come up with strategies for effective online learning. These include but not limited to setting objectives, spending time wisely, maximizing effective words and being adept with technology-integrated curriculum (Pankhurst, 2007; Forsyth, 2010; Adair, 2011; Information Resources Management Association, 2010). The major points of contrast in this case are the actual environment where to facilitate learning and the maximum capacity or potential of the student to apply competitive strategies in acquiring maximum learning advantage. In classroom learning and traditional course, it is the teacher who most of the time would find it for the students to lively initiate how to acquire the entire plan for learning. In other words, as a facilitator, the instructor or teacher would ensure that there is an actual applicatio n of planned lessons and even strategies how to facilitate and make sure effective learning on the part of the students. There is a sort of spoon-feeding in this area knowing the fact that at the end of the class, the facilitator or instructor would see to it that everything should turn out well as planned. The instructor would make sure that everybody is able to grasp the main concepts or ideas embodied in the lesson or discussion. Thus, in traditional course, students will be able to feel the personal touch of the instructor. In fact, after the lesson there is still another ample time for the students to interact with the teacher may it be either for some sort of clarification or additional learning and insights. On the other hand, the technology-integrated curriculum via online course may be a bit complicated, but it ensures experiences for the students suitable for the prevailing advancement in the 21st century (Ornstein, Levine & Gutek, 2010). In online course, the nature of le arning therefore may be a bit different from the traditional course because the instructor in the first place needs to make the necessary adjustment due to the kind of environment involved in the learning process. For example, the instructor needs to maximize the time and the effective use of words in this environment because there are constraints when it comes to initiating a two-way communication process. Based on experience, one constraint may be the

Would Islamic finance have prevented the current global financial Essay

Would Islamic finance have prevented the current global financial crisis Discuss - Essay Example The Islamic financial markets appears to have greater discipline and risk-sharing and conceivably can provide a solution or safeguard against the risk of financial crises.3 This research study analyzes the possibility that a world financial system modeled after Islamic financial systems may have prevented the current financial global crisis. It is concluded that some aspects of the Islamic financial markets system may have functioned to minimize the current global financial crisis, but it could not have prevented the crisis altogether. This is because some features of conventional financial systems are necessary for preserving and servicing conventional financial needs and competition, particularly the interests rates attributed to mortgages. This paper is therefore divided into four sections. The first section analyzes the causes of the financial crisis of 2008-2009. The second part of this paper analyzes the key aspects of Islamic financial markets regulations and ideologies. The s econd part of this paper also identifies and strengths and weaknesses of Islamic financial systems. The third part of this paper analyzes the feasibility of Islamic financial systems as a solution to or safeguard against financial crises. The final part of this paper offers concluding remarks and observations. Contents Abstract 2 Contents 3 Introduction 4 The Causes of the Global Financial Crisis 2008-2009

Management Influences on Turnover Intention of Software Developers Essay Example for Free

Management Influences on Turnover Intention of Software Developers Essay Introduction The Information Technology (IT) Age has created many opportunities for employment in the IT and IT services industry.   IT professionals are in demand all over the world.   Organizations worldwide invest money that go not only into salaries but for further training of IT professionals they hire. However, around the world, the demand, supply, selection, recruitment and particularly retention of IT professionals has threatened organizations that use, manage or deal in IT or IT services for the past few years (Parà © and Tremblay 2000; Ermel and Bohl 1997; Morello 1998; Guptill et al. 1999). This is why the departure of an IT professional from a company usually comes with disastrous effects to the organization.   When an IT professional resigns, the organization suffers loss of business process knowledge and acquired technical skills (Dorà © 2004). Since late 1996, the turnover for IT professionals has jumped from 15% to 20% annually, with only 8 of 10 IT positions being filled with qualified candidates (McNee et al. 1998).   With the annual turnover rate estimated at 20% or more (Alexander 1999; Kosseff 1999), job-hopping of IT professionals has been one of the biggest problems among managers and human resources (HR) experts (Parà © and Tremblay 2000). IT professionals seem to have a tendency to change their jobs faster than other employees when they feel dissatisfied with their current employer (Hacker 2003).   The estimated cost of replacing IT professionals range from 1.5 to 2.5 times of their annual salaries for the companies they resigned from (Kosseff 1999).   On the other hand, the cost of losing a qualified IT professional is actually 3 to 6 times more expensive than the cost of losing a manager (Kochanski and Ledford 2001). IT professionals, as also mentioned previously in this study, also tend to change jobs more quickly than other employees when they feel dissatisfied with in their current employment (Hacker 2003).   However, rational models of voluntary turnover cannot be used to explain the high turnover rates for IT professionals (Rouse 2001) since many IT professionals remain dissatisfied with their jobs even though they enjoy high financial rewards yet their creativity and expertise do not receive high respect from their peers, supervisors and companies as a whole (Fisher 2000). Furthermore, another explanation why IT professionals may resign more quickly when dissatisfied with their current employment is that â€Å"much of IT work is project oriented, the technical employee’s loyalty may be more to the project, and not necessarily to the employer† (Hacker, 2003, p. 15). These trends place intense pressure on both IT executives and HR managers.   High IT professional turnover translates to a threat not only to an organization’s IT department but to the business as a whole. Most importantly, high IT turnover poses a threat to the growth, competitive positioning and strength of the global economy (Parà © and Tremblay 2000). A dissertation by Dr. Timothy Lee Dorà © (2004) studied the relationships between job characteristics, job satisfaction and turnover intention among software developers.   These two factors – job characteristics and job satisfaction – are deemed to play crucial roles in understanding turnover intention not only among software developers but IT professionals as a whole. The current study aims to investigate the management influences on employee retention of IT professionals, focusing on job characteristics and job satisfaction, and their impact on turnover and retention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1.1.1  Ã‚  Ã‚   Scope and Limitations of the Study This research will study the impact of job characteristics and job satisfaction on the turnover intention of IT professionals.   Although this paper intends to replicate some of Dorà ©Ã¢â‚¬â„¢s findings, the study will not be limited to software developers only as this sector only constitutes a small sample of IT professionals as a whole. Specifically, the research study will focus on the turnover intention of IT professionals in___________. In studying the relationships between job characteristics, job satisfaction and turnover intention, this study is limited to the use of the following theoretical models and theories to support its conclusions: For the discussion on job characteristics, the research study will make use of the Job Characteristics Model developed by JR Hackman and GR Oldham (1975/1980) and the analysis on Model Employers by Minda Zetlin (2001). For the discussion on job satisfaction, as well as motivation, the paper will use the Motivator-Hygiene Theory by F. Herzberg (1968/2003) and the Synergistic Model by T.M. Amabile (1997). For the discussion on turnover, the study will use the Voluntary Turnover Model by R.M. Steers and R.T. Mowday (1987); the Rational Turnover Model by P.D. Rouse (2001); the Instinctual or â€Å"Unfolding† Model of Turnover by T.W. Lee, T.R. Mitchell, L. Wise and S. Fireman (1996); and the Conceptual Model for Investigating Turnover in IT, developed by J.B. Thatcher, L.P. Stepna and R.J. Boyle (2002-03) These models will be discussed in detail later in this chapter, as well as in Chapter 2 on Review of Related Literature. Chapter 2 Review of Related Literature This chapter will analyze the various literature which are related to this research paper. It will discuss the works of other analysts and researchers on theories/models that will be used to support this study, as well as pertinent literature on IT professionals’ turnover intentions. The chapter begins with a general discussion on motivational theories, cutlure, and leadership which are all critical factors that affect an employee’s intent to leave. The discussion them dovetails into a more specific presentation of the framework used in the current study. This chapter will also include a definition of terms incorporated into the discussion of related literature. 2.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Relationships between Job Characteristics, Job Satisfaction, and Turnover Intention In 2004, Timothy Lee Dorà © submitted a dissertation titled â€Å"The Relationships Between Job Characteristics, Job Satisfaction, and Turnover Intention Among Software Developers†.  Ã‚   According to Dorà ©, the factors leading to the turnover intention of software developers have been poorly understood.   His study was designed to further understand the relationships between job characteristics, job satisfaction, and turnover intention among software developers.   His study involved the use of 326 web surveys that contained questions relating to job characteristics, job satisfaction, turnover intention and demographic information. The results of Dorà ©Ã¢â‚¬â„¢s study showed that several factors can influence turnover intention, most significantly, job characteristics that may be influenced by management, such as training, autonomy, feedback, number of developers, task significance, and skill variety (Dorà © 2004).   In his study, Dorà © made use of two research questions and sixteen hypotheses to understand the job characteristics variables which contribute to the various dimensions of job satisfaction, and which of these job satisfaction dimensions, in turn, contribute to turnover intention. Dorà © made use of indirect effect tests, to determine if certain job characteristics could be linked to turnover intention through the job satisfaction scales he provided.   The results of his study indicated that ten of the indirect effects were statistically significant.   All ten of the statistically significant indirect effects were associated with only three of the seven job satisfaction scales: internal work motivation, general job satisfaction, and satisfaction with pay. The largest indirect effect, according to Dorà ©, was the effect of autonomy on turnover intention through general job satisfaction: higher levels of autonomy lead to lower levels of turnover intention by increasing general job satisfaction.  Ã‚   The next largest indirect effect was the effect of organizational training on turnover intention through general job satisfaction: organizational training decreased turnover intention through an increase in general job satisfaction.   The next three highest indirect effects in Dorà ©Ã¢â‚¬â„¢s findings were also between a job characteristic (feedback, skill, variety, and number of developers) and turnover intention through general job satisfaction (Dorà ©, 2004, p. 130). 2.2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Measuring Turnover Intentions Among IT Professionals Guy Parà © and Michel Tremblay, in contrast to Dorà ©Ã¢â‚¬â„¢s study, completed a research covering the turnover intention of not just software developers but IT professionals as a whole.   Their study, â€Å"The Measurement and Antecedents of Turnover Intentions among IT Professionals† (2000), submitted to Cirano research center, aimed to present and test an integrated model of turnover intentions that address the unique nature of the IT profession (Parà © and Tremblay, 2000, p. 3).   The authors identified a multidimensional set of HR practices that will most likely increase retention among IT employees.  Ã‚   They emphasized citizenship behaviors as well as two distinct types of organizational commitment as key antecedents of turnover intentions. The study involved the sending of questionnaires to 394 Quebec members of the Canadian Information Processing Society.  Ã‚   The study addressed four research questions: 1) What are the essential HR practices necessary to create an effective plan for retaining IT professionals? 2) What is the impact of compensation and negotiation conditions on the turnover intentions of IT personnel? 3) What is the effect of employee demographic characteristics on the turnover intentions of IT personnel? 4) Do organizational commitment and citizenship behaviors mediate the effects of HR practices, compensation and negotiation conditions as well as demographic characteristics on the turnover intentions of IT personnel? (Parà © and Tremblay, 2000, p. 4) Parà © and Tremblay provide that IT employees who are highly committed to their organization are less likely to leave than those who are relatively uncommitted.   They attach three distinct dimensions to organizational commitment: affective, continuance and normative commitment (Meyer and Allen 1997). 1)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Affective commitment – means an employee’s personal attachment and identification to the organization.   This results in a strong belief in an acceptance of the organization’s goals and values.   â€Å"Employees with a strong affective commitment continue employment with the organization because they want to do so† (Parà © and Tremblay, 2000, p. 5) 2)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Continuance commitment – is a tendency to engage in consistent lines of activity based on the individual’s recognition of the â€Å"costs† associated with discontinuing the activity.  Ã‚   â€Å"Employees whose primary link to the organization is based on continuance commitment remain because they need to do so.† (Parà © and Tremblay, 2000, p. 5) 3)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Normative commitment – provides that employees exhibit behaviors solely because they believe it is the right and moral thing to do. â€Å"Employees with a high level of normative commitment feel that they ought to remain with the organization.† (Parà © and Tremblay, 2000, p. 5) In their findings, Parà © and Tremblay provide that affective commitment and continuance commitment are negatively related to turnover intentions (Parà © and Tremblay, 2000, p. 6).   In addition to these two distinct types of commitment affecting turnover intention, their studies also points to the factor they call Organizational Citizenship Behavior or OCB. OCB is considered as a key element in organizational effectiveness.   OCB is defined as â€Å"an employee’s willingness to go above and beyond the prescribed roles which they have been assigned† (Parà © and Tremblay, 2000, p. 6, quoting from Organ 1990). Based on Parà © and Tremblay’s findings, the stronger the citizenship behavior of an IT employee, the more likely they are to stay in their company.   The IT professional’s affective commitment, or attachment to his or her organization, also decreases turnover intention. 2.3  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Characteristics Model Hackman and Oldham’s Job Characteristics Model, as earlier introduced in Chapter 1 of this research study, predicts what aspects of jobs reflect the level of job enrichment for employees, and how these relate to employees’ individual differences and to the work outcomes required. The model includes five core job characteristics that can be applied to any job: skill variety, task identity, task significance, task autonomy and feedback. Skill variety is defined as â€Å"the number of different skills required in the job† (Hackman and Oldham 1980; Pilon 1998). Task identity means â€Å"the completeness of the tasks done in the job† (Hackman and Oldham 1980; Pilon 1998). Task significance on the other hand is defined as â€Å"the importance of the job to the served population.† (Mohamed 2004). Autonomy means â€Å"the vertical expansion of responsibility, the amount of decision-making and independence allowed for employees.† (Mohamed 2004). And lastly, feedback means â€Å"the extent that the job itself provides information about employees’ performance† (Huber 2000). These characteristics – skill variety, task identity, task significance, autonomy, and feedback – are combined into a single predictive index which is called the Motivating Potential Score (Hackman and Oldham 1980). Figure 1. Job Characteristics Model Source: A.H. Mohamed (2004)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The five core job characteristics enumerated in the previous paragraph are in continuous interaction with individual differences that evoke three critical psychological states in an employee.   These three states are: 1) when the job is structured by skill variety, task identity and task significance this could lead employees to experience meaningfulness in their work. 2) The second state, task autonomy, which leads to feelings of responsibility for the outcomes of work. 3) The third and last state is feedback, which leads employees towards knowledge of the results of their work (Douthit 2000; Huber 2000).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These three critical psychological states lead to a set of affective and personal outcomes:   high internal work motivation, high growth satisfaction, high general satisfaction, high work effectiveness, and low rate of absenteeism (Mohamed 2004; Donovan and Radosevich 1998).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These affective and personal outcomes are the results of en employee’s job characteristics.   They are defined as follows: High internal work motivation – this is the degree to which an employee is willing to work and to consider the organizational objectives as part of his or her own goals (Mohamed 2004). High growth satisfaction – this is the achievement of the employee in overcoming challenges, succeeding and growing (Steers and Black 1994) High general satisfaction – this the feeling derived from the overall satisfaction with the work itself. â€Å"This type of satisfaction is reflected mainly in decreased rates of absenteeism among employees† (Steers and Black 1994; Omachonu et al 1999). High work effectiveness – this refers to both the quality and quantity aspects of work performance (Hackman and Oldham 1980). Low rate of absenteeism. The Job Characteristics Model, also includes three attributes that are identified as Moderators: knowledge and skills, context job satisfaction, and employee growth-need strength.   These attributes indicate which employee will respond positively to the Motivating Potential Score of their job and its outcomes (Hackman and Oldham 1980). An employee’s knowledge and skills are dependent on their educational qualifications which in turn will reflect their perceptions toward their work outcomes (Sabiston and Laschinger 1995).   On the other hand, an employee’s perception of his or her context job satisfaction involves factors like pay, supervision, colleagues, and job security.   All these affect the employee’s outcomes as well (Mohamed 2004).  Ã‚   Lastly, growth-need strength is the degree in which an employee seeks opportunities in his or her job for self-direction, learning and personal accomplishment.   These elements in turn affect the employee’s level of work internal motivation (Mohamed 2004). An example of a study which made effective use of Hackman and Oldham’s Job Characteristics Model is the one conducted by A.H. Mohamed (2004) called â€Å"Using the job characteristics model to compare patient care assignment methods of nurses† for the Faculty of Nursing, University of Alexandria in Egypt.  Ã‚   The population used were the nurses in the Alexandria Main University Hospital.   Mohamed made use of a Job Diagnostic Survey (also developed by Hackman and Oldham) to determine nurses’ perceptions towards the components of the Job Characteristics Model in relation to their performance in utilizing the case and functional methods of patient care assignment (Mohamed 2004). In his study, Mohamed concludes that the jobs of intensive care unit nurses result in different expectations based also on the different categories of nurses, based on skills and challenges inherent in the work they perform (Mohamed 2004). Generally speaking thus, studies like Mohamed shows that an employee’s personal and affective outcomes are a result of the employee’s job characteristics. 2.4  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Model Employers However, management also plays a crucial role in the retention and conversely turnover of IT professionals.  Ã‚   Since IT professionals still enjoy a wide selection of employers to choose from, employers constantly compete to attract the best IT professionals by becoming â€Å"model employers†.   In her 2001 article for Computer World, called â€Å"Model employers†, Minda Zetlin outlines the strategies that make certain companies â€Å"model employers†. By compiling its eight annual list of 100 Best Places to Work in IT, Computer World roughly sums up the model employers as offering not just top compensation, but also â€Å"opportunities for career growth, investment in training, diversity in the work place, work flexibility, and, ideally, a comfortable and fun place to spend their daytime hours† (Zetlin 2001).   Zetlin in her article outlines three common themes behind the success of these model IT employers: IT is central to the best employers’ success According to Zetlin, excellence in IT is a top corporate strategy.  Ã‚   Prioritizing IT should not be limited to companies that strictly provide IT or IT services.   Companies such as Avon, for instance, which ranks 4th in Computer World’s list of 100 best employers, may be perceived to operate on a relationship-based environment.  Ã‚   Yet to process its more than 60 million custom orders every year, the company relies heavily on IT to process its complex supply chain.   The fact that is it is actually a very transactional business, dependent on technology, makes IT one of its priorities (Zetlin 2001). Management takes an active interest in employers’ careers from the day they arrive This includes having development plan for employees as soon as they join the organization.   Employees meet with their managers on a periodic basis for a formal review to assess their development plan and to evaluate its progress.  Ã‚   Orientation programs at the start of the employment are also part of this strategy.   Apart from orientation, Harley-Davidson, Inc. (ranked as No. 11) also provides for a yearly self-assessment for its employees against the established competencies for their jobs, with their supervisors doing the same (Zetlin 2001).   Such focus on career development per employee makes the employee feel that management takes an active interest in aligning its objectives with the employee’s personal goals. Model employers also provide for continuous interest on their employees’ careers throughout their employment with the company.   Knowledge mentoring programs and career mentoring programs, used by the State Farm Mutual Automobile Insurance Co. (ranked No. 13), for instance, allow employees to learn more skills and career guidance from their more experience colleagues, and help management to identify employees to fill leaderships positions in the short and long term (Zetlin 2001).   State Farm’s mentoring program is in fact so successful that it has extended the program to employees who haven’t even arrived yet – such as assigning mentors to college students who plan to join State Farm after they graduate. There are no walls between business and IT Unlike other organizations, model employers ensure that IT people and business people work side by side.   There is no division or competition.  Ã‚   IT professionals are given a better understanding that what they do helps the business succeed.   This understanding leads to career satisfaction for IT professionals.   Technology people know exactly how they contribute to the revenues of their business and how important they are in the business plan.   One advantage here is that a close relationship between IT and business allows people to switch between the two fields (Zetlin 2001).   Another strategies such as cross-functional work teams gives career development not just to IT professionals but to business people in the organization as well.  Ã‚   There are continuously different career tracks available.   An IT professional may opt to advance by taking on management roles within technology, or they may shift to business management positions (Zetlin 2001). 2.5  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Voluntary Intention Model   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   R.M. Steers and R.T. Mowday, in their study â€Å"Employee turnover and post-decision accommodation processes† (1981) analyzed turnover as rooted in voluntary intention.   Steers and Mowday viewed the interaction of intention to leave, and alternative job opportunities (ease of movement) as direct antecedents to turnover (Steers and Mowday 1981; Rouse 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As earlier discussed in Chapter 1 of this study, the direction of the process in Steers’ and Mowday’s Voluntary Intention Model starts with Job Expectations, then Affective Responses, then Turnover Intention, then finally,   Actual Turnover (see Section 1.2.1.1 of this paper).   However, these four elements were actually grouped together by Steers and Mowday under three steps. As can be seen in the Figure 3: Each step in Figure 3 contains two constructs.   The second construct (Job Attitudes) of Step 1 becomes the first construct of Step 2.   The second construct (Intent To Leave) of Step 2 becomes the first construct of Step 3. Step 1 of the Voluntary Intention Model involves the manner in which job expectations influence an employee’s attitudes regarding his or her job.   Attitudes are composed of job satisfaction, organizational commitment, and job involvement.   Job expectations in turn are influenced by three stimuli. The first stimuli focuses on individual characteristics such as occupation, age, tenure, family concerns, and personality form (Steers and Mowday 1981; Rouse 2001). The second stimuli involves information obtained during the recruitment process and at various assessments points throughout the employee’s career (Steers and Mowday 1981; Rouse 2001). For instance, studies have shown that job expectation levels are often high when the employee first accepts a new job (Porter and Steers 1973). At these particular periods, expectations are developed from both the employee and employer’s ends. In other words, a sort of unwritten social contract is deemed to be adopted by the two parties (Prouse 2001). Lastly, the third stimuli affecting job expectations are alternative job opportunities.   Studies have shown that the more alternatives there are confronting an employee, then the more negative the employee’s attitudes becomes concerning his or her current job (Pfeffer and Lawler 1979). Step 2 in the Voluntary Intention Model involves the Affective Responses that are elicited from Step 1.   These responses include the construct of job satisfaction, and how those responses influence the employee’s desire to leave the organization.   Factors that affect the employee’s decision to leave include non-work factors such as family, hobbies, religion and political influences (Cohen 1995). Steers and Mowday also identified the potential of employees to alter their actual job, in terms of pay, working hours, environment, etc., and thus change their attitudes regarding their jobs (Prouse 2001). Chapter 3 Methodology The aim of the research is to examine the relationships between job characteristic, job satisfaction and turnover intention among IT professionals in ______________.   The proposition is that job satisfaction and job characteristics as management influences have indirect impact to the levels of turnover intention among IT professionals.   The literature review indicates that there are different factors affecting IT professionals’ turnover intention.   This research is going to study the turnover intention of IT professionals in _____________. 3.1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research Questions The study will answer the following two research questions: Which job characteristic variable(s) causes the job satisfaction among IT professionals in ____________? What job satisfaction variable(s) cause the turnover intention among IT professionals in ____________?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In answering these two primary questions, the thesis will make use of the following framework:    Hypotheses Research Question 1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Which job characteristic variable(s) causes the job satisfaction among IT professionals in _______________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of job characteristics to job satisfiers.  Ã‚   The null hypotheses tested were: Job Characteristics à   Job Satisfactions H1: The level of IT training does not affect the various measures of job satisfaction. H2: The level of user contact does not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H3: The job-required skills do not affect the various measures of job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H4: The level of task significance does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H5: The amount of workload does not affect job satisfaction.   Ã‚  Ã‚  Ã‚  Ã‚   H6: The amount of feedback does not affect job satisfaction. Research Question 2   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"What job satisfaction variable(s) cause the turnover intention among IT professionals in ________________?†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first research question will analyze the standardized effect of the job satisfaction scales to turnover intention.  Ã‚   The null hypotheses tested were:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Job Satisfactions à   Turnover Intention   Ã‚  Ã‚  Ã‚  Ã‚   H7: The level of internal work motivation does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H8: The level of job security satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H9: The level of social job satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H10: The level of job growth satisfaction does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H11: The level of satisfaction with pay does not affect turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚   H12: The level of satisfaction with supervision does not affect turnover intention. Research Procedures   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3.3.1  Ã‚  Ã‚   Data Collection   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research is a process of studying and analyzing situational factors of a specific problem or issue in order to determine solutions of it (Cavana, Delahaye and Sekaran 2001). According to Cavana, Delahaye and Sekaran (2001), there are three research paradigms: positivist, interpretivist and critical research.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As the research hypotheses of this study try to explore the relationships between job characteristic, job satisfaction and turnover intention among the IT professionals in __________________, the positivist approach will be adopted and it will provide the framework upon which the methodology of this study can be used.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this study, the research problem requires primary data to specifically address the twelve hypotheses. An Internet questionnaire will be used as it is the most effective and appropriate data collection method. â€Å"Questionnaire† is defined as a â€Å"pre-formulated written set of questions to which respondents recorded their answers within closely defined alternatives† (Cavana, Delahaye and Sekaran, 2001). A well-designed questionnaire provides accurate and useable data for analysis in order to make a conclusion of accepting / rejecting a research hypothesis.  Ã‚   A copy of the questionnaire to be used is attached as Appendix A of this study.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After gathering the data from questionnaires, the analysis of the data (including frequency distribution, correlation analysis and regression analysis) will be performed by a quantitative data analysis tool called SPSS (Statistical Package for the Social Sciences). SPSS predictive analytics advances in usability and data access, drawing reliable conclusions from the collected quantitative data (SPSS, Inc. 2002). In depth quantitative analysis of the data will be undertaken. Frequency Distribution, Correlation Analysis, and Regression Analysis will be used to analyze the collected data.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The population of this research is the _________ professionals in the country. The research is expected to have a 10% response rate (i.e. ____ questionnaires).   A reminder email will be sent to the students to ensure reaching the planned response rate. Participants are not inconvenienced or exposed unnecessarily to potential harm by recruiting more than is required. The research conducted by Dorà © in 2004 (which this paper intends to compare itself to) only received 326 responses which is less than 0.1% of the population.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An invitation email   will be sent to the administration managers of the participating institutions. Then the manager will forward the invitation email to all qualified IT professionals and invite them to fill in the Internet anonymous questionnaire within 10 business days. A reminder email will be sent by the manager on the 6th business day. The invitation email only contains a consent form   and a URL to the Internet anonymous questionnaire. Participation is entirely voluntary. The participant can withdraw at any time and there will be no disadvantage if the participant decides not to complete the survey.   At no time will any individual be identified in any reports resulting from this study. A copy of the consent form is attached with this application. Variables   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The variables which will used in this study can be categorized into two categories: job characteristics and job satisfaction.   The factors within each category are discussed as follows:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The following job characteristics for IT professionals were selected for this study, based also on previous usage in similar studies as indicated in the literature review: IT Training User Contact Job-required Skills Task Significance Workload Feedback   Ã‚  Ã‚  Ã‚  Ã‚   On the other hand, the job satisfaction scales include the following: Internal Work Motivation Job Security Satisfaction Social Job Satisfaction Job Growth Satisfaction Satisfaction with Pay Satisfaction with Supervision Data Analysis   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study will make use of descriptive and inferential analysis were used throughout the study.  Ã‚   Descriptive statistics (percentages, means, standard deviations, frequencies, and item means) were computed using the SPSS (SPSS, Inc., 2002).   This general-purpose analysis program will be used to characterize the sample in terms of demographic characteristics pertaining to gender, income, education, age, years as an IT professional, years in the current organization, and years in the current position.   SPSS will likewise used to analyze the correlation among job characteristics, the correlation between job satisfaction scales, the correlation between job satisfaction and job characteristics, and the correlation between job characteristics, job satisfaction, and turnover intention.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The primary inferential technique that will be used is bivariate correlation.   SPSS will   also be used to analyze the regression analysis for the data.   A 0.01 level of significance was adopted for testing significance.   The standardized effects of all the job characteristics for each job satisfier will also be computed.   The same method will be used to analyze the standardized effect of all the job satisfaction scales to turnover intention.   From these standardized effect analyses, the prediction of turnover intention by job satisfaction scales will be computed.    The job satisfaction scales which had a 0.60 level were considered significant to turnover intention.   The reliability coefficients ranging between 0.60 and 0.70 are deemed adequate for research purposes (Aiken, 2000, p.88).   For purposes of this study, the job satisfiers and job characteristics which have indirect effects of 0.60 above significance to turnover intention will be used.   The standardized effect of the significant job characteristic will be multiplied to the standardized effect of the particular job satisfier.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Each of the twelve hypotheses of this study will be tested in essentially six multiple regression analyses – one for each job satisfier as the constant, independent variable and its relation to each dependent variable represented by the job characteristics.   Otherwise stated, each job satisfier will represent a criterion variable and the six job characteristics will be considered predictors in each of the six regression analyses. References Alexander, S. M. (1999, November 1). The tricks for retaining talent. Crain’s Cleveland Business, T2-T3. Amabile, T. M. (1997). Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40, 39-58. Cavana, R. Y., Delahaye, B. L., and U. Sekaran. (2001). Applied Business Research: Qualitative and Quantitative Methods, John Wiley Sons Australia, Ltd., Milton. Cohen, A. (1995). An examination of the relationships between work commitment and nonwork domains. Human Relations, 48, 239-263. Donovan, J.J., and D.J. Radosevich, (1998). The moderating role of goal commitment on the goal difficulty–performance relationship: a meta-analytic review and critical re-analysis. Journal of applied psychology, 1998, 83:308–15. Dorà ©, Timothy Lee. (2004).   The Relationships Between Job Characteristics, Job Satisfaction, and Turnover Intention Among Software Developers. Graduate School of Argosy University-Orange County. Douthit, M.W., (2000). Job satisfaction returns to human and social capital. Journal of behavioral and applied management, 2000, 1(1):67. Fisher, A. (2000, December 18). Inspiring the burned-out computer programmer. Fortune, 334. Guptill, B. Stewart, B. Maroccio, L., Potter, K. and C. Claps (1999). 1998 IT Spending and Staffing Survey Results. Gartner Group Strategic Analysis Report, April 1st. Hacker, C.A. (2003, Spring). Turnover: A silent profit killer. Information Systems Management, 14-18. Hackman JR, and GR Oldham, (1980). Work design. Reading, Massachusetts, Addison–Wesley, 1980:114–21. Herzberg, F. (1968). Work and the nature of man. Cleveland: World. Herzberg, F. (2003, January). One more time: How do you motivate employees? Harvard Business Review, 87-96. Kochanski, J., and G. Ledford. (2001). ‘How to keep me’—Retaining technical professionals. Research Technology Management, 44(3), 31-38. Kosseff, J. (1999, September 6). Info-tech firms increase efforts to keep workers. Crain’s Detroit Business, p. 21. McNee, B. Morello T. Zidar, E. and C. Smith (1998). IT Staff Retention and Recruitment: Addressing a Critical Problem for the IS Organization. Gartner Group Strategic Analysis Report, September 28. Meyer, J.P., and N.J. Allen, (1997). Commitment in the Workplace, Sage Publications. Mohamed, A.H. (2004, May) Using the job characteristics model to compare patient care assignment methods of nurses, Vol. 10, No. 3, May 2004, p. 389-405.   Department of Nursing Administration, Faculty of Nursing, University of Alexandria, Alexandria, Egypt. Morello, D.T. (1998). IT retention and recruitment: What has a year brought? Gartner Group Monthly Research Review, September 01. Omachonu V.K., Swift, J.A., Ross, J.E., eds. Principles of total quality, 3rd ed. Florida, St. Lucie Press, 1999:335. Organ D.W., (1990). The motivational Basis of Organizational Citizenship Behavior  » In B.M. Parà ©, G. and Tremblay, M. (2000).   The Measurement and Antecedents of Turnover Intentions among IT Professionals.   Scientific Series.   Ciprano.   September 2000. Pfeffer, J., Lawler, J. (1979). The effects of jb alternatives, extrinsic rewards, and commitment on satisfaction with the organization: A field example of the insufficient justification paradigm . Berkeley: University of California. Pilon BA. Outcomes and surprises of work redesigning: how other leaders are coping with changes. Nursing Management, 1998, 29(8):44–5. Porter, L. W., and R.M. Steers. (1973). Organizational, work and personal factors in employee turnover and absenteeism. Psychological Bulletin, 80, 151-176. Rouse, P. D. (2001). Voluntary turnover related to information technology professionals: A review of rational and instinctual models. International Journal of Organizational Analysis, 9, 281-290. Sabiston J.A., and H.K. Laschinger (1995). Staff nurse work empowerment and perceived autonomy. Journal of nursing administration, 1995, 25(9):42–50. SPSS, Inc. (2002).   Statistical Package for the Social Sciences (Version 11.5) [Computer software].   Chicago, IL: SPSS, Inc. Steers, R. M., and R.T. Mowday. (1981). Employee turnover and post-decision accommodation processes. In L. Cummings B. Staw (Eds.), Research in Organizational Behavior (Vol. 3, pp. 235-281). Steers, R.M., and J.C. Black. Organizational behavior, 5th ed. New York, Harper Collins, 1994:95–101. Thatcher, J.B., Stepna, L.P. and R.J. Boyle (2002-03).   Turnover of information technology workers: Examining empirically the influence of attitudes, job characteristics, and external markets.   Journal of Management Information Systems, 19, 231-261. Zetlin, M. (2001, June 4). Model employers. Computerworld, 40-45.

A Look At British History History Essay

A Look At British History History Essay It was a turbulent century in British history. A brief study of the era of 1550 to 1650 clearly illustrates why. This was a period of invention, scientific advancement and astrological discoveries, yet it remained filled with supernatural notions, superstition, mythology and plain ignorance. During this era, Britain embarked on an age of great world exploration and mighty conquests while fighting bloody wars of religion, class and political dominance at home. This century was marked by a great rebirth of the arts in which intellectuals and artists flourished in Britain, yet it was also a time of strife, hardship, disease and hunger. It was during this chaotic era that Britain came to be known as the center of Western civilization under the humane and rational rule of Queen Elizabeth I (World). It was also during this time that the poet and playwright William Shakespeare lived, worked and wrote some of historys most remarkable literary works having been influenced by and having drawn upon the social thought, religious conviction and political landscape of this tumultuous era (World). Prior to and during the time of Queen Elizabeth and the time of the Renaissance, Britain was a breeding ground for religious and political unrest. Beginning in 1531, the countrys official religion changed five times in accordance with the choice of the King or Queen who was in power at the time (Elizabethan). Since most of the English common people believed that Kings and Queens were directly connected to God and must be obeyed at all times, the monarchs chosen religion was also followed by most of the monarchs subjects (Time). Britains official religion was Catholic until 1531, then it was Protestant until Queen Mary took the throne after which it became Catholic again and then back to Protestant during Queen Elizabeths reign (Time). Each change in power led to a change in the nations official religion which, in turn, led to persecution of the non-ruling religious group. The political thinking during this period was controlled by a small number of powerful ruling families and jealou sies and rivalries within these families made these political conflicts even more severe (Time). During this era, England was a leader in world exploration and soon became a major commercial power. It was also a time of advancements in technology and invention. All of the unrest and uncertainty, however, left the common people feeling discontent and afraid of the many changes that were happening to their nation. The era in British history between 1550 to 1650 during the time that Queen Elizabeth held the throne has been characterized by British people as one of the best epochs the country ever had (World). While it is true that during her time in power Queen Elizabeth calmed religious unrest, established Britain as a leading world power and ushered in the age of the Renaissance or rebirth of new ideas and new thinking, the life of ordinary citizen was harsh. The majority of the population, referred to as common people, lived short lives filled with hard labor, little food, no schooling, rampant disease, poverty, violence, crime, high infant mortality and inequality between men and women (Time). In cities, life was particularly filthy, brutal and short. There was no running water in homes and so most people were dirty and smelly. Human and animal waste was thrown out directly onto the streets (Time). These unclean conditions formed a breeding ground for the spread of diseases such as typhus, bubonic plague, tuberculosis and influenza (Time). Rogues and vagabonds roamed the roads begging and stealing (Time). Riots were common and could turn violent. Such harsh conditions at home were one of the reasons that many British common people chose to travel to the colonies in the New World in search of a better way of life. It is, therefore, no surprise that entertainment was extremely important to the common people. Even the poorest of the people enjoyed entertainment from acting troupes, dancing, jugglers, strolling players, and plays. Theatre was especially popular with the common people and it was inexpensive to attend (Tudor). It was during this time that open air playhouses first came to be in the cities of Britain, including the Rose, the Swan, and the Globe Theatre in London which was owned, in part, by Shakespeare (Tudor). William Shakespeare fed upon the atmosphere and the feelings occurring during this turbulent era of British history and he used them extensively in his plays and other literary works. One such example is a speech by a character named John of Guant in Shakespeares 1601 play, Richard II, expressing his love for England and his concerns about the countrys future (Time). All of the major events, people, places and problems of this era, including class structure, religious discont ent, fate, rebellion against authority and prominent figures of the time, influenced Shakespeare and provided inspiration and background for his literary works (Who). In his plays, Shakespeare chose to write about many of the periods topics of conversation and disagreement, including classical Greek and Roman tales, superstition, love, revenge and rebellion. The works of playwrights such as Shakespeare and Christopher Marlowe contributed to Londons eventual rise as a center of culture and art. Their contributions to this time period will forever mark the social, religious and political thinking of the time and illustrate the conflicts that made the era of 1550 to1650 one of the most turbulent eras in British history. Works Cited Elizabethan Period. ELIZABETHAN ERA. Web. 17 Nov. 2010. . Time Travellers Guide to Tudor England. Channel 4. Web. 17 Nov. 2010. . The Tudor Church. UK Travel and Heritage Britain Express UK Travel Guide. Web. 17 Nov. 2010. . Who Was around in 1550 to 1650 in Great Britain? WikiAnswers The QA Wiki. Web. 17 Nov. 2010. . World History of 1550 to 1650. 2020 Site Wedding Invitation Wording, Family Crests, Trees and Other Eclectic Information at 2020. Web. 17 Nov. 2010. .

Product Testing: Toxic And Tragic :: essays research papers

Product Testing: Toxic and Tragic by the PETA Organization This is an article written by one of the most passionate and reliable sources of animal rights, called PETA (People For the Ethical Treatment of Animals). I do not want to dumb down the information in this article, but I will try not to drone on. This article speaks of how people test cosmetics on animals, the ethics of it and alternatives to product testing on animals. First, there are test called â€Å"Eye Irritancy Tests†. These tests find out whether products used for or near the eyes will hurt one’s eyes. These animals, usually rabbits, are first locked into these headlocks where their heads protrude out and their bodies behind. Then, without using any form of anesthesia, the product, whether it be liquid or powder, is literally dropped in these rabbit’s eyes. They hold open the eyes of the rabbit with some sort of hook. Then they record the results of these tests such as: inflammation, bleeding and deterioration. The rabbits often break their necks trying to get free from these locks. Next their is an â€Å"Acute Toxicity Test†, performed on a group of test animals ranging in size. Usually what they will do is force a tube into the animal’s stomachs or cut a hole into their throats. Then they will force a substance in through those ways. Other options are that they could inject the fluid through the skin or a vein. These tests are to see how these fluids would effect humans. The scientists look for results like: bleeding, diaherra, convulsions and skin eruptions. There is also another test linked to this one called the â€Å"Lethal Dose Test†. These tests are unreliable. The article then tells of how these methods are legal, but very lethal for animals. In this section such controversies like how â€Å"the Food and Drug Administration (FDA) requires only that each ingredient in a cosmetics product be "adequately substantiated for safety" prior to marketing or that the product carry a warning label indicating that its safety has not been determined.† Which means these test results do not guarantee our safety. Testing on animals could be completely bogus for are we know. There are alternatives to animal testing. For seven years, the cruelty-free company petitioned the American Dental Association gave a seal of approval to Tom's of Maine toothpaste’s. Toothpaste companies (like Proctor and Gamble) were performing lethal tests on rats in order to be eligible for the ADA seal. The scientists would brush rat’s teeth for more than a month, then kill the animals and examine their teeth under a microscope.

The Flu Shot Should Not Be Mandatory Essay -- Influenza Vaccine Papers

Should the Flu Shot Be Mandatory? Vaccines have been proclaimed by many people as one of the miracles of modern medicine. Vaccines are credited with saving thousands of lives and wiping out many contagious diseases. Recently, there has been a tremendous debate whether annual influenza vaccines should be mandatory. Influenza vaccines should be voluntary because people have the right to examine data on vaccinations and make their own informed decisions. Although people should have the freedom to choose to be vaccinated, the public needs to be educated about the personal, economical, and social benefits of receiving the influenza vaccine. In addition, people who are at a high risk of contracting influenza as well as health care providers should be encouraged to receive an influenza vaccine in order to decrease the major health burden associated with the disease. Influenza, commonly known as the flu, is a viral infection of the respiratory system and it is characterized by abrupt onset of fever, sore throat, and nonproductive cough. Influenza is spread from person to person by inhalation of the droplets produced when a person infected with influenza coughs or sneezes. In addition, it can also be spread by contact with infected objects such as utensils. Current influenza vaccines are about 70% to 90% effective in preventing influenza in healthy adults. Since the vaccines are made of dead fragments of influenza viruses, they cannot cause influenza. The strains of influenza that circulate change every year and therefore, it is necessary to make a new influenza vaccine annually. After vaccination, the body's immune system produces antib... ...ld not be mandatory and should remain the choice of each individual. However, people at a high risk of influenza as well as health-care providers should consider receiving the vaccine. In addition, programs educating people about the benefits of influenza vaccination should become a priority among health officials. Ultimately, people should trust their own judgment when deciding whether influenza vaccines are right for them. --------------------------------------------------------------------- [1] Essen, G. A., "The Socio-Economic Impact of Influenza". http://www.eswi.org/Bulletin_October_1997.cfm [2] Frayha, Husn. "Influenza Vaccination: A Call for Action" http://www.kfshrc.edu.sa/annals/176/97-248R.html [3] "Influenza". http://www.caw.ca/whatwedo/health&safety/factsheet/hsfssubstanceno37.asp

Mary Shelleys Frankenstein :: English Literature:

Mary Shelley's Frankenstein looks at the consequences of mans attempts to meddle in the creation of life. In the 21st century, with its scientific and technological advancements does her story still have an important message for humankind? Steven Foster Mary Shelley's 'Frankenstein' looks at the consequences of mans attempts to meddle in the creation of life. In the 21st century, with its scientific and technological advancements does her story still have an important message for humankind? In Frankenstein Mary Shelley is trying to convey many messages, but the most important one of these is that it is not man's business to do the jobs of the gods which is why Victor Frankenstein tells his story in the first place. I believe that it is still worth hearing this message as we are doing the same thing again; we have the technology to create a human being from scratch and nearly enough to choose what it looks like. Only the other day for example on the news they were showing how scientists could choose the sex of a baby. Mary Shelley intended the book as a warning, the story was told within the book as a warning and it was as if Victor Frankenstein was telling the story to the people of the time. The reason she wrote the book in the form of a warning was because at the time many sudden advancements led people to believe that they would soon understand and be able to create life. This did not happen but in our time we are realistically close to being able to do these things so the warning is still relevant as it talks about issues that haven't happened yet. Most of the characters in the book are there to fulfill a purpose, Robert Walton is in the book so that Frankenstein can warn someone about the dangers of pursuing a dream and so he can tell the story "learn from me, if not by my precepts, then at least by my example, how dangerous is the acquirement of knowledge, and how much happier that man is who believes his native village to be the world, than he who aspires to become greater than his nature will allow". The monster is in the book to be the result of an experiment as in the above analogy would be the killer bees who were designed to create more honey than ordinary bees who then escaped and have wiped out all other types of bees, like the monster who was intended to be the first of a new race "A new species would bless me as their creator" This quote

Panera Bread Case

These locations enable them to service both the shopping customer base, but also the equines base co-located In these high traffic areas. Their vision is one that their customers will love freshness of their products and the tastiness of their offerings to the degree that they will be driven to visit their stores repeatedly and often. Pander believes that the values they provide their customers are: creating wholesome healthy foods, maintaining affordable prices, to always innovate, and respect for both customers and employees.Bread is a staple of life and Pander believes that by them enhancing the flavors menu offerings around bread, then they will increase their ease market for baked goods served by Pander outlets and franchises. As a customer of Pander, I can tell you that their product offerings are so flavors that they are a strength to their business. There are two areas where the slogan or vision appear to deviate from the text; 1) overly broad language; and 2) rather generic. That said, we are talking about bread; and bread is the single most important staple for human life, next to rice.It works. One of Pander's strategic objectives is to expand their product line, creating further distance between them and their rivals, and to increase heir sales In foreign markets. They will achieve that strategic objective as a result of continued Investment and focus In five key business areas: 1) the quality of their food, 2) their increased marketing expenditures, 3) the roller of their Napery loyalty program, 4) the growth of their catering business, and 5) the quality of their operations and their people.We believe that success in these five areas will place Pander at the top of the list of the very best companies in our industry; and are a direct result of continued Investment in the quality of our customers' experience to alp drive product differentiation and thus provide Pander a completive advantage among Its peers. The Investments that were made over the l ast three years have driven Pander's results in 2011 and they believe the investments that were made in 2011 position them well for the future. Item 2: The company financial objective is to have long-term operating earnings growth target of 12-17% per year.In 2011, Pander had a very good year. Their Earnings per Share (PEPS) grew 28%. This was their fourth consecutive year that their PEPS has rowan 24% or greater; which Is above the upper end of their long-term earnings growth target. Their performance in 2011 was driven both by their strong operating performance as well as their ability to generate PEPS growth through deployment of their excess capital. Earnings growth of approximately 20% was driven by core operations, which was above their long-term operating earnings growth target of 12-17%.Additionally, an Incremental 8% earnings growth was driven by the more their ability to grow their bakery-cafe sales. In 2011, their Company-owned bakery- cafe sales increased 4. % vs.. 2010, and rose to 12. 4% on a two-year basis. They also celebrated the opening of their 1,50th store, nationwide. This, coupled with their debt free position, they believe these results will put them among the very best in their industry and are a direct result of continued investment in the quality of their customers' experience to drive product differentiation and competitive advantage.The investments that they have made over the last few years drove their results in 2011 and they believe the investments that they made in 2011 position them well for the future. Item 3 & 4 NOT SHOWN Item 5: This is a good example of sales, earnings and balance sheet analysis. It is missing the same store analysis and franchise versus owned stores analysis The net income for Pander Bread has increased from the third quarter of 2011 to the third quarter of 2012 by 22% or $36. MM. The Administration expense is up $MM. This is something we will continue to manage along with their asset growth.Total assets a re up by $MM in 2011. Return on Equity was 20%, which is 3% above the high end of their range of 12-17%. The Return on Invested Capital (ROCCO) is 5. % which is up from 4. 8% from the previous year. Inventory turnover when compared to the industry is really tremendous. Their inventory turnover ratio was 95. 5 as compared to the industry 6. 5. The sales growth has grown from 2010 being 6. 29% quarterly to 15. 79% quarterly in 2012. This shows a very strong growth in sales year over year and ties well to their strategy of growing sales within their market areas. It shows a strong demand for their product.The balance sheet for Pander is solid, in that they have 1,027,322 in total assets and only 372,246 million in total liabilities. They are basically debt free. They are showing year over year improvement in assets, liabilities, stockholder equity, revenues, and both company operated and franchise stores as well as the number of company owned and franchised Pander's opening every year. Earnings per share have risen from 0. 98 to 1. 25 over the last 12 months. Although system statewide revenue has increased every year since 2002 their sales growth has been erratic. For 2006-2007 there was an 18. 17% growth in sales revenue.From 2007-2008 revenue slowed to 16. 34% growth, before falling all the way to 5. 45%. It should be noted between 2009-2010 sales growth picked up to 1 1. 8%, indicating a possible upward trajectory after faltering during the recession. This is evidence off well-run, well-managed company. From all indications, their strategy appears to be working in quarter over quarter sales improvements. Items 6 and 7: Pander Bread's Value Chain consists of Inbound Logistics – Pander Dough Supplier, Other Supplier Management, Manufacturing – Franchise and Store-owned Cafes, Catering, R&D – Product Research and Development and Marketing.Each franchisee purchases dough directly from Pander Bread. Pander has an interest in each of the franchi sed stores succeeding because the company received 4%-5% royalties from sales continually. This means that Pander, as the supplier, has an interest to keep prices of dough as low as possible to maintain viable franchise operations. Outbound logistics – each franchisee purchases dough directly from The fresh dough is sold to both company-owned and franchised bakery-cafes at a delivered cost not to exceed 27% of the retail value of the product.These costs margins are achieved by producing the dough at central locations while employing economies of scale. Pander provides comprehensive house training, market analysis, and bakery-cafe certification. This corporate level tactic impacts the company's franchised and company owned stores by enabling Pander to develop systems used by all the cafes thus applying operational economies of scale. Since each cafe-bakery does not have to develop its own operations structure this reduces costs for each store. All the cafes offered an assortme nt of 20-plus varieties of bread baked daily and as of 2006 at least 22 types of sandwiches.Each of these breads and indices were regularly reviewed by the Marketing group to determine whether the products matched regular customer needs, new consumer trends, and seasonal relevance. The complexity of the product line enables Pander to match menu items with a variety of customer needs. This process ensured that weak selling items would be removed thus limiting excess inventory. Pander's Marketing is using focus groups to determine customer food and drink preferences, and price points. This work is done by only a few individuals at the corporate level and scaled to the rest of he cafes.The existing company and franchise owned cafes would be able to take advantage of this market information and subsequently reduce costs associated with sales and marketing information. Involving Pander's research and development new menu items were rolled out in limited cafes and developed in test kitche ns prior to nationwide release. This process addressed two cost drivers. First, by employing economies of scale, individual cafes will not have to spend resources and capital investing in the development of new menu items.Second, through the expertise of he advanced research and development department Pander ensures both quality of product and process. This will result in less product waste and increased customer satisfaction and in turn lowered costs. Pander Bread utilizes both structural and execution cost drivers to lower costs on the value chain particularly in inbound logistics, operations, outbound logistics, sales and marketing, and research and development. Their cost reduction across their value chain gives Pander a strong competitive advantage. Pander pursues continuous quality improvements in separate ways.They are well known for their after sale service. They are known for contacting customers who leave complaints offering them anything from coupons to free meals when th eir service is not up to par. Their high customer retention rate lends one to believe that they are also making improvements based on customer reviews. Their emphasis on marketing allows them to introduce new products that succeed because they are attached to the brand. An example of this would be their recent success with parfaits. They have also redesigned their stores over the years to make them more aesthetically pleasing, further building their own brand.

The Host Chapter 53: Condemned

The Seeker's host body was named Lacey; a dainty, soft, feminine name. Lacey. As inappropriate as the size, in my opinion. Like naming a pit bull Fluffy. Lacey was just as loud as the Seeker-and still a complainer. â€Å"You'll have to forgive me for going on and on,† she insisted, allowing us no other options. â€Å"I've been shouting away in there for years and never getting to speak for myself. I've got a lot to say all stored up.† How lucky for us. I could almost make myself glad that I was leaving. In answer to my earlier question to myself, no, the face was not less repugnant with a different awareness behind it. Because the awareness was not so very different, in the end. â€Å"That's why we don't like you,† she told me that first night, making no change from the present tense or the plural pronoun. â€Å"When she realized that you were hearing Melanie just the way she was hearing me, it made her frightened. She thought you might guess. I was her deep, dark secret.† A grating laugh. â€Å"She couldn't make me shut up. That's why she became a Seeker, because she was hoping to figure out some way to better deal with resistant hosts. And then she requested being assigned to you, so she could watch how you did it. She was jealous of you; isn't that pathetic? She wanted to be strong like you. It gave us a real kick when we thought Melanie had won. I guess that didn't happen, though. I guess you did. So why did you come here? Why are you helping the rebels?† I explained, unwillingly, that Melanie and I were friends. She didn't like that. â€Å"Why?† she demanded. â€Å"She's a good person.† â€Å"But why does she like you?† Same reason. â€Å"She says, for the same reason.† Lacey snorted. â€Å"Got her brainwashed, huh?† Wow, she's worse than the first one. Yes, I agreed. I can see why the Seeker was so obnoxious. Can you imagine having that in your head all the time? I wasn't the only thing Lacey objected to. â€Å"Do you have anywhere better to live than these caves? It's so dirty here. Isn't there a house somewhere, maybe? What do you mean we have to share rooms? Chore schedule? I don't understand. I have to work? I don't think you understand†¦Ã¢â‚¬  Jeb had given her the usual tour the next day, trying to explain, through clenched teeth, the way we all lived here. When they'd passed me-eating in the kitchen with Ian and Jamie-he threw me a look that clearly asked why I hadn't let Aaron shoot her while that was still an option. The tour was more crowded than mine. Everyone wanted to see the miracle for themselves. It didn't even seem to matter to most of them that she was†¦ difficult. She was welcome. More than welcome. Again, I felt a little of that bitter jealousy. But that was silly. She was human. She represented hope. She belonged here. She would be here long after I was gone. Lucky you, Mel whispered sarcastically. Talking to Ian and Jamie about what had happened was not as difficult and painful as I'd imagined. This was because they were, for different reasons, entirely clueless. Neither grasped that this new knowledge meant I would be leaving. With Jamie, I understood why. More than anyone else, he had accepted me and Mel as the package deal we were. He was able, with his young, open mind, to grasp the reality of our dual personalities. He treated us like two people rather than one. Mel was so real, so present to him. The same way she was to me. He didn't miss her, because he had her. He didn't see the necessity of our separation. I wasn't sure why Ian didn't understand. Was he too caught up in the potential? The changes this would mean for the human society here? They were all boggled by the idea that getting caught-the end-was no longer a finality. There was a way to come back. It seemed natural to him that I had acted to save the Seeker; it was consistent with his idea of my personality. Maybe that was as far as he'd considered it. Or maybe Ian just didn't have a chance to think it all through, to see the glaring eventuality, before he was distracted. Distracted and enraged. â€Å"I should have killed him years ago,† Ian ranted as we packed what we needed for our raid. My final raid; I tried not to dwell on that. â€Å"No, our mother should have drowned him at birth!† â€Å"He's your brother.† â€Å"I don't know why you keep saying that. Are you trying to make me feel worse?† Everyone was furious with Kyle. Jared's lips were welded into a tight line of rage, and Jeb stroked his gun more than usual. Jeb had been excited, planning to join us on this landmark raid, his first since I'd come to live here. He was particularly keen to see the shuttle field up close. But now, with Kyle putting us all in danger, he felt he had to stay behind just in case. Not getting his way put Jeb in a foul mood. â€Å"Stuck behind with that creature,† he muttered to himself, rubbing the rifle barrel again-he wasn't getting any happier about the new member of his community. â€Å"Missin' all the fun.† He spit on the floor. We all knew where Kyle was. As soon as he'd grasped how the Seeker-worm had magically transformed into the Lacey-human in the night, he'd slipped out the back. I'd been expecting him to lead the party demanding the Seeker's death (I kept the cryotank always cradled in my arms; I slept lightly, my hand touching its smooth surface), but he was nowhere to be found, and Jeb had quashed the resistance easily in his absence. Jared was the one to realize the jeep was gone. And Ian had been the one to link the two absences. â€Å"He's gone after Jodi,† Ian had groaned. â€Å"What else?† Hope and despair. I had given them one, Kyle the other. Would he betray them all before they could even make use of the hope? Jared and Jeb wanted to put off the raid until we knew if Kyle was successful-it would take him three days under the best circumstances, if his Jodi still lived in Oregon. If he could find her there. There was another place, another cave we could evacuate to. A much smaller place, with no water, so we couldn't hide there long. They'd debated whether they should move everyone now or wait. But I was in a hurry. I'd seen the way the others eyed the silver tank in my arms. I'd heard the whispers. The longer I kept the Seeker here, the better chance that someone would kill her. Having met Lacey, I'd begun to pity the Seeker. She deserved a mild, pleasant new life with the Flowers. Ironically enough, Ian was the one who took my side and helped hurry the raid along. He still didn't see where this would lead. But I was grateful that he helped me convince Jared there was time to make the raid and get back before a decision was made about Kyle. Grateful also that he was back to playing bodyguard. I knew I could trust Ian with the shiny cryotank more than anyone else. He was the only one I would let hold it when I needed my arms. He was the only one who could see, in the shape of that small container, a life to be protected. He could think of that shape as a friend, something that could be loved. He was the best ally of all. I was so grateful for Ian, and so grateful for the obliviousness that saved him, for the moment, from pain. We had to be fast, in case Kyle ruined everything. We went to Phoenix again, to one of the many communities that spun out from the hub. There was a big shuttle field to the southeast, in a town called Mesa, with several Healing facilities nearby. That was what I wanted-I would give them as much as I could before I left. If we took a Healer, then we might be able to preserve the Healer's memory in the host body. Someone who understood all the medicines and their uses. Someone who knew the best ways to get to unattended stashes. Doc would love that. I could imagine all the questions he'd be dying to ask. First the shuttle field. I was sad that Jeb was missing this, but he'd have so many other chances in the future. Though it was dark, a long line of small snub-nosed shuttles drifted in to land while others took flight in an endless stream. I drove the old van while the others rode in the back-Ian in charge of the tank, of course. I circled the field, staying clear of the busy local terminal. It was easy to spot the vast, sleek white vessels that left the planet. They did not depart with the frequency of the smaller ships. All I saw were docked, none preparing to leave immediately. â€Å"Everything's labeled,† I reported to the others, invisible in the dark back. â€Å"Now, this is important. Avoid ships to the Bats, and especially the See Weeds. The See Weeds are just one system over-it takes only a decade to make the round trip. That's much too short. The Flowers are the farthest, and the Dolphins, Bears, and Spiders all take at least a century to go one way. Only send tanks to those.† I drove slowly, close to the crafts. â€Å"This will be easy. They've got all kinds of delivery vehicles out here, and we blend in. Oh! I can see a tank truck-it's just like the one we saw them unloading at the hospital, Jared. There's a man looking over the stacks†¦ He's putting them onto a hover cart. He's going to load them†¦Ã¢â‚¬  I drove even slower, trying to get a good look. â€Å"Yes, onto this ship. Right into the open hatch. I'll circle back and make my move when he's in the ship.† I pulled past, examining the scene in my mirrors. There was a lit sign beside the tube that connected the head of the ship to the terminal. I smiled as I read the words backward. This ship was going to the Flowers. It was meant to be. I made a slow turn as the man disappeared into the hull of the ship. â€Å"Get ready,† I whispered as I pulled into the shadow made by the cylindrical wing of the next enormous ship over. I was only three or four yards from the tank truck. There were a few technicians working near the front of the Flower-bound vessel and others, farther away, out on the old runway. I would be just another figure in the night. I cut the engine and hopped down from the driver's seat, trying to look casual, like I was only doing my job. I went around to the back of the van and opened the door a crack. The tank was right at the edge, the light on top glowing dull red, signifying that it was occupied. I lifted it carefully and closed the door. I kept up an easy rolling pace as I walked to the open end of the truck. But my breathing sped up. This felt more dangerous than the hospital, and that worried me. Could I expect my humans to risk their lives this way? I'll be there. I'll do it myself, just like you would. On the off chance you get your way, that is. Thanks, Mel. I had to force myself not to keep glancing over my shoulder at the open hatch where the man had disappeared. I placed the tank gently atop the closest column in the truck. The addition, one among hundreds, was not noticeable. â€Å"Goodbye,† I whispered. â€Å"Better luck with your next host.† I walked back to the van as slowly as I could stand to. It was silent in the van as I reversed out from under the big ship. I started back the way we'd come, my heart hammering too fast. In my mirrors, the hatch remained empty. I didn't see the man emerge before the ship was out of sight. Ian climbed into the passenger seat. â€Å"Doesn't look too hard.† â€Å"It was very good luck with the timing. You might have to wait longer for an opportunity next time.† Ian reached over to take my hand. â€Å"You're the good-luck charm.† I didn't answer. â€Å"Do you feel better now that she's safe?† â€Å"Yes.† I saw his head turn sharply as he heard the unexpected sound of a lie in my voice. I didn't meet his gaze. â€Å"Let's go catch some Healers,† I muttered. Ian was silent and thoughtful as we drove the short distance to the small Healing facility. I'd thought the second task would be the challenge, the danger. The plan was that I would-if the conditions and numbers were right-try to lead a Healer or two out of the facility under the pretext that I had an injured friend in my van. An old trick, but one that would work only too well on the unsuspecting, trusting Healers. As it turned out, I didn't even have to go in. I pulled into the lot just as two middle-aged Healers, a man and a woman wearing purple scrubs, were getting into a car. Their shift over, they were heading home. The car was around the corner from the entrance. No one else was in sight. Ian nodded tensely. I stopped the van right behind their car. They looked up, surprised. I opened my door and slid out. My voice was thick with tears, my face twisted with remorse, and that helped to fool them. â€Å"My friend is in the back-I don't know what's wrong with him.† They responded with the instant concern I knew they would show. I hurried to open the back doors for them, and they followed right behind. Ian went around the other side. Jared was ready with the chloroform. I didn't watch. It took just seconds. Jared hauled the unconscious bodies into the back, and Ian slammed the doors shut. Ian stared at my tear-swollen eyes for just a second, then took the driver's seat. I rode shotgun. He held my hand again. â€Å"Sorry, Wanda. I know this is hard for you.† â€Å"Yes.† He had no idea how hard, and for how many different reasons. He squeezed my fingers. â€Å"But that went well, at least. You make an excellent charm.† Too well. Both missions had gone too perfectly, too fast. Fate was rushing me. He drove back toward the freeway. After a few minutes, I saw a bright, familiar sign in the distance. I took a deep breath and wiped my eyes clear. â€Å"Ian, could you do me a favor?† â€Å"Anything you want.† â€Å"I want fast food.† He laughed. â€Å"No problem.† We switched seats in the parking lot, and I drove up to the ordering box. â€Å"What do you want?† I asked Ian. â€Å"Nothing. I'm getting a kick out of watching you do something for yourself. This has to be a first.† I didn't smile at his joke. To me, this was sort of a last meal-the final gift to the condemned. I wouldn't leave the caves again. â€Å"Jared, how about you?† â€Å"Two of whatever you're having.† So I ordered three cheeseburgers, three bags of fries, and three strawberry shakes. After I got my food, Ian and I switched again so I could eat while he drove. â€Å"Eew,† he said, watching me dip a french fry into the shake. â€Å"You should try it. It's good.† I offered him a well-coated fry. He shrugged and took it. He popped it into his mouth and chewed. â€Å"Interesting.† I laughed. â€Å"Melanie thinks it's gross, too.† That's why I'd cultivated the habit in the beginning. It was funny now to think how I'd gone out of my way to annoy her. I wasn't really hungry. I'd just wanted some of the flavors I particularly remembered, one more time. Ian finished off half my burger when I was full. We made it home without incident. We saw no sign of the Seekers' surveillance. Perhaps they'd accepted the coincidence. Maybe they thought it inevitable-wander the desert alone long enough, and something bad would happen to you. We'd had a saying like that on the Mists Planet: Cross too many ice fields alone, and wind up a claw beast's meal. That was a rough translation. It sounded better in Bear. There was a large reception waiting for us. I smiled halfheartedly at my friends: Trudy, Geoffrey, Heath, and Heidi. My true friends were dwindling. No Walter, no Wes. I didn't know where Lily was. This made me sad. Maybe I didn't want to live on this sad planet with so much death. Maybe nothingness was better. It also made me sad, petty as it was, to see Lucina standing beside Lacey, with Reid and Violetta on the other side. They were talking animatedly, asking questions, it looked like. Lacey was holding Freedom on her hip. He didn't look especially thrilled about this, but he was happy enough being part of the adults' conversation that he didn't squirm down. I'd never been allowed near the child, but Lacey was already one of them. Trusted. We went straight to the south tunnel, Jared and Ian laboring under the weight of the Healers. Ian had the heavier one, the man, and sweat ran down his fair face. Jeb shooed the others back at the tunnel entrance and then followed us. Doc was waiting for us in the hospital, rubbing his hands together absently, as if washing them. Time continued to speed up. The brighter lamp was lit. The Healers were given No Pain and laid out facedown on the cots. Jared showed Ian how to activate the tanks. They held them ready, Ian wincing at the stunning cold. Doc stood over the female, scalpel in hand and medicines laid out in a row. â€Å"Wanda?† he asked. My heart squeezed inward painfully. â€Å"Do you swear, Doc? All of my terms? Do you promise me on your own life?† â€Å"I do. I will meet all of your terms, Wanda. I swear it.† â€Å"Jared?† â€Å"Yes. Absolutely no killing, ever.† â€Å"Ian?† â€Å"I'll protect them with my own life, Wanda.† â€Å"Jeb?† â€Å"It's my house. Anyone who can't abide by this agreement will have to get out.† I nodded, tears in my eyes. â€Å"Okay, then. Let's get it over with.† Doc, excited again, cut into the Healer until he could see the silver gleam. He set the scalpel quickly aside. â€Å"Now what?† I put my hand on his. â€Å"Trace up the back ridge. Can you feel that? Feel the shape of the segments. They get smaller toward the anterior section. Okay, at the end you should feel three small†¦ stubby things. Do you feel what I'm talking about?† â€Å"Yes,† he breathed. â€Å"Good. Those are the anterior antennae. Start there. Now, very gently, roll your finger under the body. Find the line of attachments. They'll feel tight, like wires.† He nodded. I guided him a third of the way down, told him how to count if he wasn't sure. We didn't have time for counting with all the blood flowing free. I was sure the Healer's body, if she came around, would be able to help us-there must be something for that. I helped him find the biggest nodule. â€Å"Now, rub softly in toward the body. Knead it lightly.† Doc's voice went up in pitch, turned a little panicky. â€Å"It's moving.† â€Å"That's good-it means you're doing it right. Give it time to retract. Wait till it rolls up a bit, then take it into your hand.† â€Å"Okay.† His voice shook. I reached toward Ian. â€Å"Give me your hand.† I felt Ian's hand wind around mine. I turned it over, curled his hand into a cup, and pulled it close to Doc's operation site. â€Å"Give the soul to Ian-gently, please.† Ian would be the perfect assistant. When I was gone, who else would take such care with my little relatives? Doc passed the soul into Ian's waiting hand, then turned at once to heal the human body. Ian stared at the silver ribbon in his hand, his face full of wonder rather than revulsion. It felt warmer inside my chest while I watched his reaction. â€Å"It's pretty,† he whispered, surprised. No matter how he felt about me, he'd been conditioned to expect a parasite, a centipede, a monster. Cleaning up severed bodies had not prepared him for the beauty here. â€Å"I think so, too. Let it slide into your tank.† Ian held the soul cupped in his hand for one more second, as if memorizing the sight and feel. Then, with delicate care, he let it glide into the cold. Jared showed him how to latch the lid. A weight fell off my shoulders. It was done. It was too late to change my mind. This didn't feel as horrible as I'd anticipated, because I felt sure these four humans would care for the souls just as I would. When I was gone. â€Å"Look out!† Jeb suddenly shouted. The gun came up in his hands, pointed past us. We whirled toward the danger, and Jared's tank fell to the floor as he jumped toward the male Healer, who was on his knees on the cot, staring at us in shock. Ian had the presence of mind to hold on to his tank. â€Å"Chloroform,† Jared shouted as he tackled the Healer, pinning him back down to the cot. But it was too late. The Healer stared straight at me, his face childlike in his bewilderment. I knew why his eyes were on me-the lantern's rays danced off both his eyes and mine, making diamond patterns on the wall. â€Å"Why?† he asked me. Then his face went blank, and his body slumped, unresisting, to the cot. Two trails of blood flowed from his nostrils. â€Å"No!† I screamed, lurching to his inert form, knowing it was far too late. â€Å"No!†