Why Everyone Should Play an Instrument Essay Example

Why Everyone Should Play an Instrument Essay Introduction So lets say you want to become rich, famous, and adored by a vast majority of the world. Youve got some options. You could write a great book. You could play the lead in an expensive movie. Or you could become a rock star. While its unlikely that youll ever do any of those things and become rich and famous, each of those things on their own adds an incredible amount of value to your life personally. Today, I want to tell you why everyone should learn to play an instrument if they want to better themselves. We will write a custom essay sample on Why Everyone Should Play an Instrument specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Why Everyone Should Play an Instrument specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Why Everyone Should Play an Instrument specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Body I. Playing an instrument improves your physical body Playing an instrument improves your physical control and well-being. Instruments require varying levels of both stamina and physical prowess to play. If youve ever been to a concert and watched the drummer, youve seen this in action by the end of the first two songs, most drummers are drenched in sweat. Researchers from the University of Chichester found that touring drummers burn an average of 300 calories per hour, and lose a quart of body fluids in that same timeframe. Drumming might be an extreme example, but playing any instrument while standing strains your whole body. Playing an instrument also improves your coordination. Drumming comes to mind as an extreme example of coordinating four limbs to operate independently at once, but even the piano takes a high level of hand-eye coordination to play well. Instruments train you to move smoothly, quickly, and precisely as you learn to keep rhythm while playing the correct notes. II. Playing an instrument improves your mind As physical as instrumental hand-eye coordination is, its also a mental exercise. Learning chords, rhythm patterns, and reading music enhance your mind. Playing an instrument can increase your memory, improve your organizational skills, and refine your math and reading abilities. As an example, lets say youre playing the guitar and learning how to play Crazy Train. First, you hav

The Science Behind Glow-in-the-Dark Products

The Science Behind Glow-in-the-Dark Products Glow-in-the-dark powders, glow sticks, ropes, etc., are all fun examples of products using luminescence, but do you know the science behind how it works? The Science Behind Glow-in-the-Dark Glow-in-the-dark falls under several different sciences including: Photoluminescence by definition is the emission of light from a molecule or atom that has absorbed electromagnetic energy. Examples include fluorescence and phosphorescence materials. The glow-in-the-dark plastic constellation kits that you stick on your wall or ceiling are an example of a photoluminescence-based product.Bioluminescence is the light emitted by living organisms using an internal chemical reaction (think deep sea creatures).Chemiluminescence is the emission of light without the emission of heat as the result of a chemical reaction (e.g., glowsticks),Radioluminescence is created by the bombardment of ionizing radiation. Chemiluminescence and photoluminescence are behind the majority of glow-in-the-dark products. According to Alfred University professors, the distinct difference between chemical luminescence and photoluminescence is that for light to work via chemical luminescence, a chemical reaction has to occur. However, during photoluminescence, light is released without a chemical reaction. The History of Glow-in-the-Dark Phosphorus and its various compounds are phosphorescents or materials that glow-in-the-dark. Before knowing about phosphorus, its glowing properties were reported in ancient writings. The oldest known written observations were made in China, dating back to 1000 BCE regarding fireflies and glow-worms. In 1602, Vincenzo Casciarolo discovered the phosphorus-glowing Bolognian Stones just outside of Bologna, Italy. This discovery started the first scientific study of photoluminescence. Phosphorus was first isolated in 1669 by German physician Hennig Brand. He was an alchemist who was attempting to change metals into gold when he isolated phosphorus. All photoluminescence glow-in-the-dark products contain phosphor. To make a glow-in-the-dark toy, toymakers use a phosphor that is energized by normal light and that has a very long persistence (the length of time it glows). Zinc Sulfide and Strontium Aluminate are the two most commonly used phosphors. Glowsticks Several patents were issued for Chemiluminescent Signal Devices during the early seventies that were used for naval signaling. Inventors Clarence Gilliam and Thomas Hall patented the first Chemical Lighting Device in October 1973 (Patent 3,764,796). However, it is not clear who patented the very first glowstick designed for play. In December 1977, a patent was issued for a Chemical Light Device to inventor Richard Taylor Van Zandt (U.S. Patent 4,064,428). Zandts design was the first to add a steel ball inside the plastic tube that when shook would break the glass ampoule and start the chemical reaction. Many toy glowsticks were built based on this design. Modern Glow-in-the-Dark Science Photoluminescence spectroscopy is a contactless, nondestructive method of probing the electronic structure of materials. This is from a patent-pending technology developed at Pacific Northwest National Laboratory that uses small organic molecule materials to create organic light-emitting devices (OLEDs) and other electronics. Scientists in Taiwan say they have bred three pigs that glow-in-the-dark.

Suffolk University Admissions and Acceptance Rate

Suffolk University Admissions and Acceptance Rate With an acceptance rate of 84  percent, Suffolk University is largely accessible school. Students with solid grades and test scores within (or above) the ranges listed below have a good chance of being admitted each year. To apply, prospective students will need to submit an application, high school transcripts, letters of recommendation, and an essay/personal statement. If you have any questions about applying, be sure to contact the admissions office at Suffolk. Calculate your chances of getting in with this free tool from Cappex. Admissions Data (2016) Suffolk University Acceptance Rate: 84 percentGPA, SAT and ACT Graph for Suffolk AdmissionsTest Scores 25th / 75th PercentileSAT Critical Reading: 450 / 560SAT Math: 460 / 560SAT Writing: - / -What these SAT numbers meanACT Composite: 20  / 25What these ACT numbers mean Suffolk University Description Suffolk University is a  private university  located in Boston, Massachusetts. Originally founded as a law school, the university has expanded to include colleges of arts and sciences, business and art and design. The urban campus is right in the heart of downtown Boston on Beacon Hill. The university also has two satellite campuses in Cape Cod, Massachusetts, and Madrid, Spain. Suffolk has a student-faculty ratio  of 12 to 1 for its undergraduate school and 17 to 1 in the law school. Its academic offerings include 41 undergraduate majors and 20 graduate programs in addition to the law school’s Juris Doctor, Master of Laws and Doctor of Juridicial Science degrees. Other popular areas of study include marketing, finance and communication/journalism. Outside of academics, students are actively involved in campus life, participating in nearly 90 clubs and organizations. The Suffolk University Rams compete in the NCAA Division III Great Northeast Athletic Conference. Enrollment (2016) Total Enrollment: 7,461  (5,191 undergraduates)Gender Breakdown: 45  percent male / 55 percent female95  percent full-time Costs (2016 -17) Tuition and Fees: $35,578Books: $1,200 (why so much?)Room and Board: $14,730Other Expenses: $2,525Total Cost: $54,033 Suffolk University Financial Aid (2015 -16) Percentage of New Students Receiving Aid: 93  percentPercentage of New Students Receiving Types of AidGrants: 93 percentLoans: 60 percentAverage Amount of AidGrants: $18,575Loans: $9,127 Academic Programs Most Popular Majors:  Accounting, Business Administration, Crime and Justice, Finance, Marketing, Psychology, Public RelationsWhat major is right for you?  Sign up to take the free My Careers and Majors Quiz at Cappex. Graduation and Retention Rates First Year Student Retention (full-time students): 75  percent4-Year Graduation Rate: 45  percent6-Year Graduation Rate: 59  percent Intercollegiate Athletic Programs Mens Sports:  Baseball, Golf, Basketball, Hockey, Tennis, Cross Country, SoccerWomens Sports:  Soccer, Tennis, Softball, Volleyball, Basketball, Track and Field If You Like Suffolk University, You May Also Like These Schools: Bridgewater State University: Profile  Boston College: Profile | GPA-SAT-ACT GraphUMass - Amherst: Profile | GPA-SAT-ACT GraphMerrimack College: Profile  Roger Williams University: Profile | GPA-SAT-ACT GraphCurry College: Profile  New York University: Profile | GPA-SAT-ACT GraphHofstra University: Profile | GPA-SAT-ACT GraphEmerson College: Profile | GPA-SAT-ACT GraphNortheastern University: Profile | GPA-SAT-ACT GraphUniversity of Rhode Island: Profile | GPA-SAT-ACT GraphEndicott College: Profile | GPA-SAT-ACT Graph Data Source: National Center for Educational Statistics

History of Baseball in America Assignment Example | Topics and Well Written Essays - 500 words - 1

History of Baseball in America - Assignment Example In the year 1942, he joined Brooklyn Dodgers and initiated a plan to transport a black player inside the team that would not only accelerate team’s performance but also delivers a socially aware message to the American society for its benefit. However, he was also skeptic that the inclusion of the black player will need to be more than a brilliant athlete with state wrong mental strength to restrain from being provoked by the unfriendliness and foul languages that might otherwise raise disagreements imposing negative effects on the team’s sustainability. After exploring many players from Negro leagues, Branch Ricky decided to involve Jackie Robinson in the year 1945. Jackie was an African American baseball player, who was then playing with Kansas City Monarchs, an important group in the Negro Leagues (The Library of Congress, n.d.). In that time many economic and other multifaceted problems forced and entertained the racial segregation in baseball. For instance, a number of major league teams used to give their stadiums on rent to the Negro Teams only when their own team was on a long journey; thus, hindering cross-communication between the two groups. Consequently, if integration would have been conducted in the sport, the Negro teams would have lost their best players and the Negro League would face difficulties to carry on as a result many of Negro players losing their source of revenue. Moreover, with such practices, the stadium owners would lose their rental profits (The Library of Congress, n.d.). Notably, the existence of these political and economic obstacles increased complexities in the integration process. To avoid these hazards, Branch Ricky proposed Jackie to be a part of a major league in March, 1945. In August, 1945, they met at Brooklyn Dodger’s office where Jackie was informed that Ricky would be starting a new team named Brown Dodgers. Subsequently, Jackie agreed to sign the bond with Brooklyn’s Triple-A minor league farm club, the Montreal Royals.

Variety Xian Experience Essay Example | Topics and Well Written Essays - 2250 words

Variety Xian Experience - Essay Example It is safe to state that faith is the bedrock of Christianity as a religion. "As a system of faith, Christianity manifests 'faith' in all the various meanings that this term has acquired in the history of religion: as loyalty to the divine, based on the prior loyalty of the divine to the world and to humanity; as the confidence that God is trustworthy in truth and love; as dependence on the Father of Jesus Christ, who is the source of all good in this life and in the life to come; as the commitment to direct thought and action in accordance with the divine word and will; and as the affirmation that certain events and declarations, as given by divine revelation, are a reliable index to that will and word. It is the last of those meanings that provides a basis for describing in an epitome what it is that Christianity believes, teaches, and confesses. It is all about having faith in God," (Pelikan 2005). Prayer is the door that opens unto a storehouse of treasures. Even Jesus Christ ope nly confessed that, "ask and it will be given you; seek and you find; knock and the door will be opened to you. For everyone who asks receives; he who seeks finds; and to him who knocks, the door will be opened," (cf. Matthew 7:7-8). Th... Confessions, II, 2). Therese Elizabeth enthused about the sweetness and the wonder of the divine guidance she received from God (cf. J.M.J.T, p.14). No better way to summarize the magnanimity of God's consolations towards mankind than in these words of Kempis: " Christ will come to you offering His consolation, if you prepare a fit dwelling place for Him in your heart, whose beauty and glory, wherein He takes delight, are all from within'. His peace great and His intimacy wonderful indeed," (cf. Imitation, II, p.208). Certainly, from these primary experiences, it could be noted that the individuals who have realized the importance of prayer naturally make it easier for people back then up until the present time to actually be able handle life challenges successfully. Being the main channel of communication between God and his faithful followers, prayer plays a great role on the process by which true Christian s are able to create a fine relationship between them and the God that they worship. It is undeniable that prayer indeed plays a huge role within the development of the belief and faith that Christians put upon God. SINCE earliest times men have felt the need to pray to God. Realizing their own insignificance and inability to reach him without help, they have invented numerous "aids" to prayer. Some persons use prayer books. They read prayers that have been written for various occasions, hoping that these will help them to gain God's favor. Others pray to saints, asking them to intercede with God in their behalf. Another common practice is that of memorizing prayers and using a rosary to keep track of how many times these are said. However, even some religious leaders in churches that use these aids consider them

The Value of Hrm to Business Organisations Essay Example for Free

The Value of Hrm to Business Organisations Essay The value of HRM to business organisations Section 1: Literature Review The approach to the employment of people experienced a major shift from traditional personnel management towards human resource management (HRM) in 1980s, when the deflation and recession crashed into the infrastructure of employment. After that shift, the employees were more likely assumed as valuable assets and a key source of competitive advantage (Marchington and Wilkinson, 2002), and the effective management of ‘resourceful humans’ tended to be seen as a crucial approach to improve organizational performance through ‘the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques’ (Storey, 2007, p. 7). As an integral and prominent part of HRM, the pay and reward management also has undergone many considerable changes over the past two decades driven by the shift of organizational management as mentioned above. More recently, the notion that equilibrium pay level results from Adam Smith’s â€Å"invisible hand† – market forces – can hardly explain the pay and reward system of HRM, which involves far-researching aims (Gilman, 2009). Lawler’s ‘new pay’ began to attach much importance to the understanding of the organization’s goals, values and culture and the challenges of a global economy when formulating pay strategy (Armstrong, 2002). And its model suggested that the reward strategy should consist of three key elements: the organization’s core value, structural issues and process, whose consistency would be the key factor of effectiveness of the reward system (Lawler, 1995). More frequently, the reward system is now linked to business strategy through motiving people to behave in expected ways. As Gomez-Mejia (1993, cited in Kessler, 2007) stated that the new approach to pay is more about achieving business objectives, rather than the issues of internal equity and external equity. However, the reward system as a strategic tool in practice is quite doubtful. Many studies showed the indeterminate results from such system like PRP in  terms of performance (Gilman, 2009). And Lewis (2006) also pointed out the limitations of assumptions in Lawler’s model. What’s more, the pay design is fraught with difficulties in changing people’s behavior for organizational goals. For example, the business objectives may contradict on each other in pay policy (Marchington and Wilkinson, 1998). Additionally, it was argued that the business strategy should not be primacy over internal and external equity. As Kessler (2007) suggested that the employees are more likely to feel good and act in ways to progress business objectives if they are paid fairly. And he also pointed out that business strategy and equity may be well related, rather than being alternatives. In the light of these statements, various types of payment scheme are developed such as Payment by Results, Performance Related Pay, Total Reward and Skills-based Pay. And each of them involves a range of principles like internal and external equity, working time, outcome, skills and competencies, effectiveness, experience. The combinations of different principles vary from organizational objectives, cultures and features. Thus there is unlikely to be an all-fit system for every organization. This paper will then focus on the Performance Related Pay (PRP) and the organizations with PRP system. Performance-related Pay (PRP) appears in organizations during 1980s as a result of motivating people to improve their work performance and developing a culture which performance plays a determinant role. First-generation system implemented in the 1980s did not acquire desirable results. Some organizations are carrying out second-generation system to avoid previous mistakes. Others are trying the pay relevant to competence or contribution (Armstrong, 2002). Nowadays, PRP is introduced continuously in two-thirds of organizations (Marchington and Wilkinson, 2002). ‘Performance-related Pay (PRP) provides individuals with financial rewards in the form of increases to basic pay or cash bonuses which are linked to an assessment of performance, usually in relation to agreed objectives’ (Armstrong, 2002, p. 286). According to Armstrong (2002), Performance-related Pay provides the following  potential advantages: Firstly, it incents individuals and thereby enhances personal and organizational performance. Secondly, it can be used as a lever for change. Thirdly, it conveys an idea that performance plays a significant role in general or specific fields. Also, it connects incentive programmes with the fulfillment of certain results which contribute to realize organizational goals. Additionally, it is beneficial for organization to recruit and retain people with monetary incentives. Finally, it satisfies a fundamental human need to acquire rewards for fulfillment. However, there are some problems about PRP. If employees agree about the principle and practice of PRP, then they will do better jobs and organization will acquire beneficial outcomes. Inversely, if they do not agree about either the principle or practice of PRP, they will not be motivated effectively for better work performance and organization will get bad outcomes (Lewis, 1998, cited in Marchington and Wilkinson, 2002). According to a research made by Marsden and Richardson (1994, cited in Marchington and Wilkinson, 2002), PRP may cause jealousy among employees. Unfairness exists in distribution of performance payments which is the major reason for the non-efficiency of motivation. The amount of money is also a significant element for successful introducing PRP. If it is not large enough, then it is hard to trigger a change in work performance. As Lawler (1990, cited in Marchington and Wilkinson, 2002, p. 501) suggested that variable pay less than 10 per cent of base salary would be not attractive in PRP scheme. An organization introduces and develops a PRP programme generally involving these main stages: setting objectives for rewarding employees according to their performance; analyzing the circumstances of organization, including its culture and the type of employees; determining who should be participated in line managers, team leaders, employees and trade unions; considering methods of performance appraisal; carrying out the plan and assessing its effects. PRP should be schemed and conducted with great care and organizations have to be flexible to adjust the plan timely for constantly changing environment and the feedback from staff (Armstrong,  2002). The following part will describe two organizations conducting PRP scheme. Section 2: Case Study Description In this section, two pieces of empirical researches are introduced for the further analysis in next section. The first case of Finbank is regarded as an unsuccessful case of PRP system. And the second case of NHS has been chosen for two reasons: Firstly, though NHS is not exactly a business organization, the PRP of NHS was set by commercial-oriented objectives (Bach, 1994, cited in Dowling and Richardson). Therefore NHS still bears mush resemblance of business organizations in respect of PRP. Secondly, few empirical researches showed the positive result of PRP in the four journals. Thus the case of PRP in NHS is introduced here for its commercial-oriented objectives and relatively successful results. 2.1 The case of Finbank’s reward strategy for managers  (Summarized from Lewis, P. (2000) Exploring Lawler’s new pay theory through the case of Finbank’s reward strategy for managers. Personnel Review, 29(1), pp. 10-32.) The article explains consequences and effectiveness of introducing PRP in Finbank, by using Lawler’s model, where Lawler argues that three principal elements of reward system – core vale, process and structure – need to be consistent for the effectiveness of the system. The interviews of managers and personnel staff were conducted to explore their views on the reasons why the bank adopted PRP, and the extent to which it was successful. Finbank introduced the new reward system with the business objectives of ‘driving up income and driving down costs’, where the incremental system never worked and any increase in salary depended on performance. This shift was expected to create a â€Å"performance culture†, while the process of implementation was more likely to result in a reduction of trust between Finbank and its managers. Consequently, PRP in Finbank was regarded as the main measure of cost control, not incentive mechanism for better performance. The research showed that the low level of communication was the one of main features in Finbank’s PRP and reduced the effectiveness of the whole system. A lack of participation and involvement in objectives setting and performance appraisal resulted in low acceptance of the new system, and low levels of openness in performance feedback and reward criteria also declined the credibility of PRP process. In conclusion, a fundamental inconsistency between the process and the values in Lawler’s model was argued for the deficiencies of PRP system. While, more limitations of a simple top-down process assumption, an assumption of causal link between reward strategy and employees’ behavior, deterministic assumption in Lawler’s model were tested by the Finbank case. 2.2 The case of PRP system for managers in the NHS  (Summarized from Dowling, B. and Richardson, R. (1997) Evaluating performance-related pay for managers in the National Health Service. The International Journal of Human Resource Management, 8(3), pp. 348-366.) This paper assesses the use of PRP (performance-related pay) for NHS (National Health Service) managers and explains the limited success drawbacks in the scheme’s design and administration. In addition, some refinements and implications of the scheme are also concluded. In the first section, the author gives a brief introduction of NHS scheme. The three key elements of the scheme include the setting of objectives, the appraisal of the degree that these objectives being achieved and the increased payment linked to the assessment. As for the evaluation criterion of the scheme, the author took various factors into consideration, such as its impact on manager’s motivation. However, evaluating a single policy innovation can be rather difficult as long as the circumstances maintain uncertain. To make subjective judgments of the extent the scheme succeeds, some explanatory theoretical framework based on scheme’s three key elements is also launched, including structured interviews and questionnaires for gathering data from managers. According to the respondents, the scheme exerts limited positive effects on managers’ motivation and colleagues’ co-operation, and no evident corresponding negative consequences are indicated. The difference in the results may be explained in the following two reasons: the better implement and the mature design. The author tries to figure out why the scheme motivates only a certain group of people by examining the raw data and using formal multivariate analysis on further study of the scheme’s three elements. Considering both the qualitative and quantitative material involved, the initial examination of the raw data suggests that the three elements of the scheme have different degrees of success. Respondents were most satisfied with many of the objective-setting process elements which may result from improved motivation levels; however, respondents expressed more insistent reservations on the of the performance-judging process elements; in terms of the rewarding element, even few respondents believed the scheme’s financial provisions themselves act as an incentive. So this could be another problem of implementation which hinders the success that the scheme supposed to have. Section 3: Analysis and Conclusions 3.1 Analysis of the case of Finbank As mentioned in the section 2, the research of Finbank’s reward strategy followed the analytical structure of Lawer’s model, where the effectiveness of the reward strategy depended on the consistencies between three crucial elements: the organization’s core values, process of implementation and the structure of pay. In this section, the element of process will be focused and used as analytical framework. 3.1.1 Setting objectives In the major background of recession and deflation of the 1980s, it seems reasonable to set the business objectives as ‘driving up income and driving down costs’ in the condition where PRP was introduced to Finbank with the closure of branches and the consequent loss of jobs. According to author’s research, most managers interviewed regarded cost reduction as a major motive for the introduction of PRP, which led to reduction of trust between  the Finbank and its managers. This negative effect of PRP results from the fact that the business objectives may be contradictive on each other in pay policy (Marchington and Wilkinson, 1998). For ‘driving up income’, the bank want to create the managers behaviors and attitudes meeting with customers’ needs. Whereas for ‘driving down cost’, salary cost the major cost in the financial industry would be cut producing negative attitudes. For sure, the motivational effects of PRP were seriously restricted by the objective of cost reduction. 3.1.2 Measuring performance As Beer and Walton (1984) suggested, the acceptance could be improved by the involvement and participation in decision making and administration of reward system, but such participation was rare for the time-consuming. The research also showed the low acceptance and credibility of performance appraisal with the lack of such participation in Finbank. And the author argued that the criteria of appraisal encouraged managers to focus on â€Å"hard† financial and short-term targets rather than â€Å"soft† and long-term ones like developmental relationships with staff and customers, which managers thought were more important. It sounds reasonable, but more cautious consideration should be taken in this issue. For the â€Å"soft† performance cannot be reliably tested and easier for managers to argue. And such is human nature, that the â€Å"hard† criteria of PRP can hardly meet pleasantness of â€Å"risk-averse† employees, who were used to enjoy the securi ty and predictability of the automatic annual increase in the incremental system. 3.1.3 Performance feedback and translating performance into reward The research showed that there was little feedback on performance received by managers. Furthermore, there were no clear criteria about how to translate a certain performance into reward. These two processes have key functions in changing employees’ behaviors, where Finbank seemed to be a failure. Furthermore, a lack of openness in performance feedback process and reward criteria led to the low trust and credibility in the whole PRP process, which seriously had negative impact on the effectiveness of the system. Personally, the lack of money available to drive the PRP and the cost-control objective appeared to be the main reasons for these results. 3.1.4 Major value of PRP in Finbank PRP was a powerful symbol of â€Å"performance culture† at Finbank, which emphasized individual performance rather than the length of the service. This major shift of culture would definitely change employees’ attitudes and behaviors. Though it seems that the change was not positive and the motivational effects of PRP was a failure in this case, the PRP was still an integral and crucial part of business strategy of Finbank, which drove Finbank from poor commercial performance in 1980s to a recovery in profits in 1900s. On the credit side, PRP of Finbank indeed achieved one of the most importance objectives driving down the cost, which practically is the obvious and vital value of PRP in Finbank, though it is theoretically not the major function of PRP. 3.2 Analysis of the case of NHS The analysis from the research suggests the PRP scheme in NHS is comparatively successful. Although Marsden and Richardson (1994, cited by Dowling and Richardson, 1997) state PRP not only has positive influence, it also has many serious drawbacks; Thompson(1993, cited by Dowling and Richardson, 1997) argues PRP may demotivate employees rather than incenting them; Cannell and Wood(1992, cited by Dowling and Richardson, 1997) question the role of monetary incentives in motivation, because they believe people who work for Health Service are not for money; according to the questionnaire, 29 per cent managers motivated by the scheme and the majority of them thought they work harder than before. From this point, in my opinion, the PRP in NHS is working, but with limited effectiveness. The PRP scheme in NHS has three elements: setting objectives, judging performance and the according rewards. Goal setting plays an essential role in PRP scheme. The best objectives are challenging but reasonable with agreed deadlines, otherwise, it may challenge managers instead of motivating them. Besides, making objectives clearly and acquiring feedback and support from immediate superior also exert an impact on the effectiveness of objectiveness. While the process of goal-setting in NHS is relatively success, because the majority of mangers thought objectives fit above characteristics and enhance their motivation and work behavior. For judging performance, to a certain extent, it reduces the effectiveness of PRP in NHS. As mentioned in the material, 67 per cent managers thought it is subjective to evaluate work performance to determine the awards. It is hard to keep fairness in judgment which is from the ideas of assessors. To conduct PRP scheme, it is necessary to remain objectives in performance appraisal with agreed criteria. As mentioned in section 1, the amount of money is also an important element for successful introducing PRP. If it is not large enough, then it is hard to trigger a change in work performance. NHS managers appear to do not pay attention to this point. From the research, it can be found the monetary incentives were thought to be sardonic which was too little to act as a motivator. Probably, the limited cash environment may be a reason for it. The feeling of not reflecting personal fulfillments and subjective judgments make the rewards highly critical. After analyzing main elements of the scheme, some aspects of it should be improved by policy makers. Firstly, people challenged by their objectives may be motivated to work harder. Therefore, objectives set should make people feel reasonable. This demands managers acquire appropriate feedback and support from their immediate superiors timely. Additionally, the process of performance appraisal should be operated with fairness. Otherwise, it may destroy the sense of challenge and cut down PRP’s effectiveness of motivation. Secondly, the scheme’s financial aspects are the other important part. The scheme should make the clarity to managers of the relation between effort and rewards, which is beneficial for strengthening the reliability and predictability of PRP scheme. Thereby, it heightens the motivational and behavioral effects of PRP scheme. (2922)

Natorp on Social Education: A Paideia for all Ages :: Teaching Education Philosophy

Natorp on Social Education: A Paideia for all Ages ABSTRACT: In Man and his Circumstances: Ortega as Educator, Robert McClintock says that American educators have forgotten about the influence of Natorp. This essay proposes to discuss Natorp's Platonic and Neo-Kantian view of the human being and of knowledge as a foundation to all education. It will examine the influence of Friedrich Schleiermacher, the distinguished German philosopher, and of the great Swiss educator, Johann Heinrich Pestalozzi, on Natorp's ideas. In Natorp's view of Socialpadagogik (Social Education), it is not possible to have any positive social or political change without great alterations in educational philosophy. The work of the American educator, Robert Hutchins, will be discussed and defended as an exemplary attempt in the practice of higher education of these ideals. Although Hutchin's programs were adapted for only a short time by the University of Chicago and by a few small liberal arts colleges, his influence, as well as that of American disciples of Na torp and Pestalozzi, still has lasting value, since it is based on the idea that we are all souls in development. Paul Natorp's several important works on the philosophy of education, such as Pestalozzi: Sein Leben und seine Ideen, (1) are grounded in his Neo-Kantian epistemology. The post 1900 Natorp expanded his theory of knowledge from the purely Neo-Kantian idea that the Ding an Sich and the noumenal world were not only unknowable but also could not even be posited as existing. He expanded it to include the idea that the Ding an Sich is the "X" at the borders of the known which always moves into the unknown. As Natorp puts it in his own words, "Erkenntnis ist nicht stillstand, sondern ewiger Fortgang." (2) (Knowlege is not standing still, but is eternal movement.) Our experience builds on itself. Each individual must be treated as a living soul constantly building on experience in life (Erlebnis). Science is not the only criterion for knowledge, but the philosophical examination of the growth or degradation of the soul becomes the standard. In this sense, Natorp is a Neo-Platonist, because h e does not see limits to the possibilities of the soul. However, he never actually speaks of metempsychosis. This idea is noumenal. Finally, Natorp's view of religion is essential here. Religion is also not knowledge, but it is a repository of the rules of moral behavior which should, nevertheless, be determined by reason.