Organizational Behavior - Marketing
Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:
Elisa is upset with her supervisor because she was denied her requested vacation days, which were given to another worker. She is experiencing a very low level of job satisfaction, but cannot afford to quit her job. Describe three negative, passive responses that Elisa might take due to her dissatisfaction. Imagine that her manager actively catches her in a manifestation of workplace deviance. Predict the outcome of Elisa's behavior.
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
S
o
u
rc
e
:
Ti
m
W
a
gn
e
r/
Z
U
M
A
P
R
E
S
S
/N
e
w
sc
o
m
Attitudes and
Job Satisfaction3
110
PATCHING TOGETHER A CAREER
In today’s temp economy, there are self-employed, part-time, contract, micro-entrepreneur, temporary, and freelance workers. One example is
Brad Stone of Bloomberg Businessweek, pictured here, who worked as a
micro- entrepreneur through task-brokerage firms TaskRabbit, Postmates,
and Cherry. These may seem like dream jobs–quick paychecks,
work-when-you-want-to hours, and ultra-flexibility. But how satis-
fied with their jobs are people who have these arrangements?
It depends on your expectations, it seems. Recent research
in Canada studied the concept of work congruence, or the
match between the number of hours a person wants to work
and the number of hours the person is offered work. The study
found that as work congruence increased, especially when the
number of hours increased for individuals who wanted more
hours, job satisfaction increased.
Finding a job where the hours fit your wishes seems like an
obvious key to a satisfying job, but it’s not the whole story. For
one thing, some contingent workers get enough hours, but in the
form of unpaid overtime—meaning extra time they put into the
job, but for which they receive no pay. Unpaid overtime is common
in many countries. According to a study of 4,530 workers in 735 workplaces
in Britain, part-timers—who were 27 percent of the workforce—worked almost
10 unpaid overtime hours per week, particularly in professional/ managerial
jobs. The study also found that part-timers who worked unpaid overtime were
more likely to lose their job satisfaction, be absent, and quit than full-time
workers who worked extra hours without additional pay.
3-1 Contrast the three components of an attitude.
3-2 Summarize the relationship between attitudes
and behavior.
3-3 Compare the major job attitudes.
3-4 Define job satisfaction.
3-5 Summarize the main causes of job satisfaction.
3-6 Identify three outcomes of job satisfaction.
3-7 Identify four employee responses to job
dissatisfaction.
Mana ementMyMyManagementManagement If your professor has chosen to assign this, go to the Assignments section
of mymanagementlab.com to complete the chapter warm up.
LE ARNING OBJEC T IVES
After studying this chapter, you should be able to:
112 PART 2 The Individual
In the United States, where contingent workers make up 20 percent
of the workforce, job satisfaction suffers from a lack of paid hours. Many
contingent workers say they cannot reliably find enough paid hours to
support themselves and they feel insecure as a result. Professor Arne
Kallenberg acknowledged, “Work has become much more insecure, much
more precarious.”
One large study in China found that job insecurity is strongly negatively
related to job satisfaction, meaning the more insecure you are about your
work situation, the less satisfied in your job you are likely to be. As a help,
the U.S. Affordable Care Act has provided a measure of security for millions
of people not covered by an employer’s medical insurance plan, and some
workforce brokerage-type firms like TaskRabbit are offering their “micro-en-
trepreneurs” benefits such as a guaranteed hourly wage. “If we want people
to feel comfortable moving from job to job in a very flexible, decentralized
economy, they need to have some basic protections that allow them to do
that,” said Jacob Hacker, a Yale political scientist.
While benefits are helpful, some scholars argue that for millions of con-
tingent workers, security, and thus job satisfaction, will come only from work
congruency—the availability of jobs and schedules that provide enough paid
hours to meet workers’ needs. Stone agrees. “My three-day haul won’t feed
my family,” he observed in counting his roughly $67/day earnings as a
micro-entrepreneur. Freelance worker Heather Burdette, who has been piec-
ing together a career since 2008, had to declare bankruptcy in 2005. “I’m
actually more secure right now,” she said, “because I understand that the
bottom can fall out at any time.”
Sources: N. Conway and J. Sturges, “Investigating Unpaid Overtime Working among the Part-
Time Workforce,” British Journal of Management 25 (2014): 755–71; B. Y. Lee, J. Wang, and
J. Weststar, “Work Hour Congruence: The Effect on Job Satisfaction and Absenteeism,” Inter-
national Journal of Human Resource Management 26, no. 5 (2015): 657–75; B. Stone, “My
Life as a Task Rabbit,” Bloomberg Businessweek (September 13, 2012), www.businessweek
.com/articles/2012-09-13/my-life-as-a-taskrabbit#p1; L. Weber, “For Digital Temps, a Safety
Net Emerges,” The Wall Street Journal, July 30, 2014, B7; and I. U. Zeytinoglu, M. Denton, S.
Davies, A. Baumann, J. Blythe, and L. Boos, “Retaining Nurses in their Employing Hospitals
and in the Profession: Effects of Job Preference, Unpaid Overtime, Importance of Earnings
and Stress,” Health Policy 79, no. 1 (2006): 57–72.
It’s almost a truism to say that a job that fits you is one that satisfies you. As the vignette shows, however, what makes a satisfying job is a bit more complex.
What factors besides work schedule compatibility and job security affect job
attitudes?1 Does having a satisfying job really matter? Before we tackle these
important questions, it’s important to define what we mean by attitudes gener-
ally, and job attitudes in particular.
Attitudes and Job Satisfaction CHAPTER 3 113
Attitudes
Attitudes are evaluative statements—either favorable or unfavorable—about ob-
jects, people, or events. They reflect how we feel about something. When you
say “I like my job,” you are expressing your attitude about your work.
Attitudes are complex. If you ask people about their attitude toward religion,
Lady Gaga, or an organization, you may get a simple response, but the underly-
ing reasons are probably complicated. To fully understand attitudes, we must
consider their fundamental properties or components.
Typically, researchers assume attitudes have three components: cognition,
affect, and behavior.2 The statement “My pay is low” is a cognitive component of
an attitude—a description of or belief in the way things are. It sets the stage for
the more critical part of an attitude—its affective component. Affect is the emo-
tional or feeling segment of an attitude reflected in the statement, “I am angry
over how little I’m paid.” Affect can lead to behavioral outcomes. The behavioral
component of an attitude describes an intention to behave a certain way toward
someone or something—as in, “I’m going to look for another job that pays better.”
Viewing attitudes as having three components—cognition, affect, and
behavior—helps understand their complexity and the potential relationship
between attitudes and behavior. For example, imagine you realized that someone
treated you unfairly. Aren’t you likely to have feelings about that, occurring virtually
instantaneously with the realization? Thus, cognition and affect are intertwined.
Exhibit 3-1 illustrates how the three components of an attitude are related.
In this example, an employee didn’t get a promotion he thought he deserved.
3-1 Contrast the three components of an attitude.
attitudes Evaluative statements or judg-
ments concerning objects, people, or events.
affective component The emotional or
feeling segment of an attitude.
WATCH IT!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com
to complete the video exercise titled Gawker Media: Attitudes and Job Satisfaction.
The Components of an AttitudeExhibit 3-1
Negative
attitude
toward
supervisor
Cognitive = evaluation
My supervisor gave a promotion
to a coworker who deserved it
less than I did. My supervisor is unfair.
Affective = feeling
I dislike my supervisor!
C
o
g
n
it
io
n
,
a
ff
e
ct
,
a
n
d
b
e
h
a
v
io
r
a
re
c
lo
se
ly
r
e
la
te
d
.
Behavioral = action
I’m looking for other work; I’ve
complained about my supervisor
to anyone who would listen.
behavioral component An intention to
behave in a certain way toward someone or
something.
cognitive component The opinion or
belief segment of an attitude.
114 PART 2 The Individual
His attitude toward his supervisor is illustrated as follows: The employee
thought he deserved the promotion (cognition), he strongly dislikes his super-
visor (affect), and he has complained and taken action (behavior). Although we
often think cognition causes affect, which then causes behavior, in reality these
components are difficult to separate.
In organizations, attitudes are important for their behavioral component.
If workers believe, for example, that managers, auditors, and engineers are in
a conspiracy to make employees work harder for less money, we should try to
understand how this attitude formed, how it impacts job behavior, and how it
might be changed.
Attitudes and Behavior
Early research on attitudes assumed they were causally related to behavior—that
is, the attitudes people hold determine what they do. However, one researcher—
Leon Festinger—argued that attitudes follow behavior. Other researchers have
agreed that attitudes predict future behavior.3
Did you ever notice how people change what they say so it doesn’t contradict
what they do? Perhaps a friend of yours consistently argued that her apartment
complex was better than yours until another friend in your complex asked her
to move in with him; once she moved to your complex, you noticed her attitude
toward her former apartment became more critical. Cases of attitude following
behavior illustrate the effects of cognitive dissonance,4 contradictions individu-
als might perceive between their attitudes and their behavior.
People seek consistency among their attitudes, and between their attitudes
and their behavior.5 Any form of inconsistency is uncomfortable, and individu-
als will therefore attempt to reduce it. People seek a stable state, which is a
minimum of dissonance. When there is a dissonance, people will alter either
the attitudes or the behavior, or they will develop a rationalization for the dis-
crepancy. Recent research found, for instance, that the attitudes of employees
who had emotionally challenging work events improved after they talked about
their experiences with coworkers. Social sharing helped these workers adjust
their attitudes to behavioral expectations.6
No individual can avoid dissonance. You know texting while walking is unsafe,
but you do it anyway and hope nothing bad happens. Or you give someone advice
you have trouble following yourself. The desire to reduce dissonance depends on
three factors, including the importance of the elements creating dissonance and
the degree of influence we believe we have over the elements. The third factor is
the rewards of dissonance; high rewards accompanying high dissonance tend to
reduce tension inherent in the dissonance (dissonance is less distressing if accom-
panied by something good, such as a higher pay raise than expected). Individuals
are more motivated to reduce dissonance when the attitudes are important or
when they believe the dissonance is due to something they can control.
The most powerful moderators of the attitudes relationship are the impor-
tance of the attitude, its correspondence to behavior, its accessibility, the presence
of social pressures, and whether a person has direct experience with the attitude.7
Important attitudes reflect our fundamental values, self-interest, or identifica-
tion with individuals or groups we value. These attitudes tend to show a strong
relationship to our behavior. However, discrepancies between attitudes and
behaviors tend to occur when social pressures to behave in certain ways hold
exceptional power, as in most organizations. You’re more likely to remember
attitudes you frequently express, and attitudes that our memories can easily
access are more likely to predict our behavior. The attitude–behavior relation-
ship is also likely to be much stronger if an attitude refers to something with
which we have direct personal experience.
3-2 Summarize the relationship between attitudes and
behavior.
cognitive dissonance Any incompatibil-
ity between two or more attitudes or between
behavior and attitudes.
Attitudes and Job Satisfaction CHAPTER 3 115
Westin Hotels strives for consistency
between employee attitudes and
behavior through a global wellness
program to help employees improve
their health. Shown here is Westin’s
executive chef, Frank Tujague,
whose cooking demonstrations give
employees direct experience with
healthy ingredients and cooking
techniques.
Source: Diane Bondareff/AP Images
Y
ou are peacefully at work in your cu-
bicle when your coworker invades
your space, sitting on your desk
and nearly overturning your coffee. As she
talks about the morning meeting, do you:
a) stop what you’re doing and listen; or
b) explain that you’re in the middle of a
project and ask to talk some other time?
Your answer may reflect your at-
titude toward office talk, but it should
be guided by whether your participation
is ethical. Sometimes, office conversa-
tions can help employees to process
information and find solutions to prob-
lems. Other times, office talk can be
damaging to everyone. Consider the
scenario from two perspectives: over-
sharing and venting.
More than 60 percent of 514 profes-
sional employees recently surveyed in-
dicated they encounter individuals who
frequently share too much about them-
selves. Some are self-centered, narcis-
sistic, and “think you want to know all
the details of their lives,” according to
psychologist Alan Hilfer.
Despite the drawbacks, oversharers
can be strong contributors. Billy Bauer,
director of marketing for manufacturer
Royce Leather, is an oversharer who
boasts about his latest sales—which
may push other employees to work
harder. Oversharers can also contribute
to teamwork when they share personal
stories related to organizational goals,
according to a Harvard Business Re-
view article.
Now let’s look at this the other
way. According to Yale Professor Amy
Wrzesniewski, organization-lovers are
often “the first people to become of-
fended” when they think the organiza-
tion is making wrong decisions. They
can become emotional, challenging,
and outspoken about their views. If
they are not heard, they can increase
their venting or withdraw.
Yet organization-lovers can be top-
performing employees: they are often
highly engaged, inspiring, and strong
team players who are more likely to
work harder than others. Venting their
frustrations helps restore a positive at-
titude to keep them high performing.
Research indicates that venting to co-
workers can also build camaraderie.
Since guidelines for acceptable
office conversation are almost non-
existent in the contemporary age of
openness, personalization, and trans-
parency, you must decide what kinds of
office talk are ethical and productive.
Knowing who is approaching you for
conversation, why they are approaching
you, what they may talk about, and how
you may keep the discussion produc-
tive and ethical can help you choose
whether to engage or excuse yourself.
Sources: S. Shellenbarger, “Office Over-
sharers: Don’t Tell Us about Last Night,”
The Wall Street Journal, June 25, 2014, D2;
A. S. McCance, C. D. Nye, L. Wang, K. S.
Jones, and C. Chiu, “Alleviating the Bur-
den of Emotional Labor: The Role of Social
Sharing,” Journal of Management (February
2013): 392–415; and S. Shellenbarger,
“When It Comes to Work, Can You Care too
Much?” The Wall Street Journal, April 30,
2014, D3.
Office Talk
An Ethical Choice
116 PART 2 The Individual
Job Attitudes
We have thousands of attitudes, but OB focuses on a very limited number that
form positive or negative evaluations employees hold about their work environ-
ments. Much of the research has looked at three attitudes: job satisfaction, job
involvement, and organizational commitment.8 Other important attitudes in-
clude perceived organizational support and employee engagement.
Job Satisfaction and Job Involvement
When people speak of employee attitudes, they usually mean job satisfaction,
a positive feeling about a job resulting from an evaluation of its character-
istics. A person with high job satisfaction holds positive feelings about the
work, while a person with low satisfaction holds negative feelings. Because OB
researchers give job satisfaction high importance, we’ll review this attitude in
detail later.
Related to job satisfaction is job involvement, the degree to which people
identify psychologically with their jobs and consider their perceived perfor-
mance levels important to their self-worth.9 Employees with high job involve-
ment strongly identify with and really care about the kind of work they do.
Another closely related concept is psychological empowerment, or employ-
ees’ beliefs in: the degree to which they influence their work environment,
their competencies, the meaningfulness of their job, and their perceived
autonomy.10
Research suggests that empowerment initiatives need to be tailored to
desired behavioral outcomes. Research in Singapore found that good leaders
empower their employees by fostering their self-perception of competence—
through involving them in decisions, making them feel their work is important,
and giving them discretion to “do their own thing.”11
Organizational Commitment
An employee with organizational commitment identifies with a particular orga-
nization and its goals and wishes to remain a member. Emotional attachment
to an organization and belief in its values is the “gold standard” for employee
commitment.12
Employees who are committed will be less likely to engage in work with-
drawal even if they are dissatisfied because they have a sense of organizational
loyalty or attachment.13 Even if employees are not currently happy with their
work, they are willing to make sacrifices for the organization if they are commit-
ted enough.
Perceived Organizational Support
Perceived organizational support (POS) is the degree to which employees
believe the organization values their contributions and cares about their well-
being. An excellent example is R&D engineer John Greene, whose POS is sky-
high because when he was diagnosed with leukemia, CEO Marc Benioff and 350
fellow Salesforce.com employees covered all his medical expenses and stayed
in touch with him throughout his recovery. No doubt stories like this are part
of the reason Salesforce.com was number 8 of Fortune’s 100 Best Companies to
Work For in 2015.14
People perceive their organizations as supportive when rewards are
deemed fair, when employees have a voice in decisions, and when they see
3-3 Compare the major job attitudes.
job satisfaction A positive feeling about
one’s job resulting from an evaluation of its
characteristics.
job involvement The degree to which
a person identifies with a job, actively
participates in it, and considers performance
important to self-worth.
psychological empowerment
Employees’ belief in the degree to which they
affect their work environment, their compe-
tence, the meaningfulness of their job, and
their perceived autonomy in their work.
organizational commitment The degree
to which an employee identifies with a par-
ticular organization and its goals and wishes
to maintain membership in the organization.
perceived organizational support
(POS) The degree to which employees be-
lieve an organization values their contribution
and cares about their well-being.
Attitudes and Job Satisfaction CHAPTER 3 117
their supervisors as supportive.15 POS is a predictor, but there are some cul-
tural influences. POS is important in countries where the power distance, the
degree to which people in a country accept that power in institutions and
organizations is distributed unequally, is lower. In low power-distance coun-
tries like the United States, people are more likely to view work as an exchange
than as a moral obligation, so employees look for reasons to feel supported
by their organizations. In high power-distance countries like China, employee
POS perceptions are not as deeply based on demonstrations of fairness, sup-
port, and encouragement.
Employee Engagement
Employee engagement is an individual’s involvement with, satisfaction with,
and enthusiasm for the work he or she does. To evaluate engagement, we
might ask employees whether they have access to resources and opportunities
to learn new skills, whether they feel their work is important and meaning-
ful, and whether interactions with coworkers and supervisors are rewarding.16
Highly engaged employees have a passion for their work and feel a deep con-
nection to their companies; disengaged employees have essentially checked
out, putting time but not energy or attention into their work. Engagement
becomes a real concern for most organizations because surveys indicate that
few employees—between 17 percent and 29 percent—are highly engaged by
their work.
Engagement levels determine many measurable outcomes. A study of
nearly 8,000 business units in 36 companies found that units whose employees
reported high-average levels of engagement achieved higher levels of customer
satisfaction, were more productive, brought in higher profits, and experienced
lower levels of turnover and accidents than at other business units.17 Molson
Coors, for example, found engaged employees were five times less likely to
have safety incidents, and when an accident did occur it was much less serious
and less costly for the engaged employee than for a disengaged one ($63 per
power distance The degree to which
people in a country accept that power in
institutions and organizations is distributed
unequally.
employee engagement An individual’s
involvement with, satisfaction with, and enthu-
siasm for the work he or she does.
Employees waving to guests at Hong
Kong Disneyland are committed to
the company and its goal of giving
visitors a magical and memorable
experience. Through careful hiring and
extensive training, Disney ensures
that employees identify with its priority
of pleasing customers by serving them
as special guests.
Source: Matt Stroshane/UPPA/ZUMAPRESS/Newscom
118 PART 2 The Individual
incident versus $392). Caterpillar set out to increase employee engagement and
recorded a resulting 80 percent drop in grievances and a 34 percent increase in
highly satisfied customers.18
Such promising findings have earned employee engagement a following in
many business organizations and management consulting firms. However, the
concept generates active debate about its usefulness, partly because of the dif-
ficulty of identifying what creates job engagement. The two top reasons for job
engagement that participants in one study gave recently were (1) having a good
manager they enjoy working for and (2) feeling appreciated by their supervisor.
However, most of their other reasons didn’t relate to the job engagement con-
struct.19 Another study in Australia found that emotional intelligence is linked
to employee engagement.20 Other research suggested that engagement fluctu-
ates partially due to daily challenges and demands.21
One review of the job engagement literature concluded, “The meaning of
employee engagement is ambiguous among both academic researchers and
among practitioners who use it in conversations with clients.” Another reviewer
called engagement “an umbrella term for whatever one wants it to be.”22
Research has set out to identify the dimensions of employee engagement, but
the debate is far from settled. For now, we can see that job engagement, in its
various incarnations, yields important organizational outcomes.
Are These Job Attitudes Really All That Distinct?
You might wonder whether job attitudes are really distinct. If people feel deeply
engaged by their jobs (high job involvement), isn’t it probable they like it, too
(high job satisfaction)? Won’t people who think their organization is supportive
(high perceived organizational support) also feel committed to it (strong orga-
nizational commitment)? Evidence suggests these attitudes are highly related,
perhaps to a confusing degree.
There is some distinctiveness among attitudes, but they overlap greatly for
various reasons, including the employee’s personality. Generally, if you know
someone’s level of job satisfaction, you know most of what you need to know
about how that person sees the organization. Next, we will consider the implica-
tions of job satisfaction and then job dissatisfaction.
Job Satisfaction
We have already discussed job satisfaction briefly. Now let’s dissect the concept
more carefully. How do we measure job satisfaction? What causes an employee
to have a high level of job satisfaction? How do satisfied employees affect an or-
ganization? Before you answer, a look at the list of worst jobs for job satisfaction
(Exhibit 3-2) may give you some indications. You may be surprised that they are
not all low-paid jobs.
Measuring Job Satisfaction
Our definition of job satisfaction—a positive feeling about a job resulting from
an evaluation of its characteristics—is broad. Yet that breadth is appropriate.
A job is more than just shuffling papers, writing programming code, waiting
on customers, or driving a truck. Jobs require interacting with coworkers and
bosses, following organizational rules and policies, determining the power
structure, meeting performance standards, living with less-than-ideal working
conditions, adapting to new technology, and so forth. An employee’s assessment
3-4 Define job satisfaction.
Attitudes and Job Satisfaction CHAPTER 3 119
of satisfaction with the job is thus a complex summation of many discrete ele-
ments. How, then, do we measure it?
Two approaches are popular. The single global rating is a response to
one question, such as “All things considered, how satisfied are you with your
job?” Respondents circle a number between 1 and 5 on a scale from “highly
satisfied” to “highly dissatisfied.” The second method, the summation of job
facets, is more sophisticated. It identifies key elements in a job such as the
type of work, skills needed, supervision, present pay, promotion opportuni-
ties, culture, and relationships with coworkers. Respondents rate these on a
standardized scale, and researchers add the ratings to create an overall job
satisfaction score.
Is one of these approaches superior? Intuitively, summing up responses to
a number of job factors seems likely to achieve a more accurate evaluation of
job satisfaction. Research, however, doesn’t support the intuition.23 This is one
of those rare instances in which simplicity seems to work as well as complexity,
making one method essentially as valid as the other. Both methods can be help-
ful. The single global rating method isn’t very time consuming, while the sum-
mation of job facets helps managers zero in on problems and deal with them
faster and more accurately.
How Satisfied Are People in Their Jobs?
Are most people satisfied with their jobs? You may want to consider the OB Poll
before you answer. Job satisfaction levels can remain quite consistent over time.
For instance, U.S. average job satisfaction levels were consistently high from
1972 to 2006.24 However, economic conditions tend to influence job satisfac-
tion rates. In late 2007, the economic contraction precipitated a drop-off in job
satisfaction; the lowest point was in 2010, when 42.6 percent of U.S. workers re-
ported satisfaction with their jobs.25 Approximately 47.7 percent of U.S. workers
reported satisfaction with their jobs in 2014,26 but the rebound was still far off
Full-year income
$39,000
$45,000
$23,000
$37,000
$42,000
$55,000
$23,000
$29,000
$37,000
$24,300
0 10,000 20,000 30,000 40,000 50,000 60,000
Corrections officer
Firefighter
Garbage collector
Flight attendant
Head cook
Broadcaster
Taxi driver
Enlisted military
Newspaper
reporter
Lumberjack
Worst Jobs of 2013 for Job Satisfaction*Exhibit 3-2
*Based on physical demands, work environment, income, stress, and hiring outlook.
Source: CareerCast.com (2014), http://www.careercast.com/jobs-rated/worst-jobs-2014.
120 PART 2 The Individual
the 1987 level of 61.1 percent.27 Job satisfaction rates tend to vary in different
cultures worldwide, and of course there are always competing measurements
that offer alternative viewpoints.
The facets of job satisfaction levels can vary widely. As shown in Exhibit 3-3,
people have typically been more satisfied with their jobs overall, the work itself,
and their supervisors and coworkers than they have been with their pay and
promotion opportunities.
Average Job …
CATEGORIES
Economics
Nursing
Applied Sciences
Psychology
Science
Management
Computer Science
Human Resource Management
Accounting
Information Systems
English
Anatomy
Operations Management
Sociology
Literature
Education
Business & Finance
Marketing
Engineering
Statistics
Biology
Political Science
Reading
History
Financial markets
Philosophy
Mathematics
Law
Criminal
Architecture and Design
Government
Social Science
World history
Chemistry
Humanities
Business Finance
Writing
Programming
Telecommunications Engineering
Geography
Physics
Spanish
ach
e. Embedded Entrepreneurship
f. Three Social Entrepreneurship Models
g. Social-Founder Identity
h. Micros-enterprise Development
Outcomes
Subset 2. Indigenous Entrepreneurship Approaches (Outside of Canada)
a. Indigenous Australian Entrepreneurs Exami
Calculus
(people influence of
others) processes that you perceived occurs in this specific Institution Select one of the forms of stratification highlighted (focus on inter the intersectionalities
of these three) to reflect and analyze the potential ways these (
American history
Pharmacology
Ancient history
. Also
Numerical analysis
Environmental science
Electrical Engineering
Precalculus
Physiology
Civil Engineering
Electronic Engineering
ness Horizons
Algebra
Geology
Physical chemistry
nt
When considering both O
lassrooms
Civil
Probability
ions
Identify a specific consumer product that you or your family have used for quite some time. This might be a branded smartphone (if you have used several versions over the years)
or the court to consider in its deliberations. Locard’s exchange principle argues that during the commission of a crime
Chemical Engineering
Ecology
aragraphs (meaning 25 sentences or more). Your assignment may be more than 5 paragraphs but not less.
INSTRUCTIONS:
To access the FNU Online Library for journals and articles you can go the FNU library link here:
https://www.fnu.edu/library/
In order to
n that draws upon the theoretical reading to explain and contextualize the design choices. Be sure to directly quote or paraphrase the reading
ce to the vaccine. Your campaign must educate and inform the audience on the benefits but also create for safe and open dialogue. A key metric of your campaign will be the direct increase in numbers.
Key outcomes: The approach that you take must be clear
Mechanical Engineering
Organic chemistry
Geometry
nment
Topic
You will need to pick one topic for your project (5 pts)
Literature search
You will need to perform a literature search for your topic
Geophysics
you been involved with a company doing a redesign of business processes
Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience
od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages).
Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in
in body of the report
Conclusions
References (8 References Minimum)
*** Words count = 2000 words.
*** In-Text Citations and References using Harvard style.
*** In Task section I’ve chose (Economic issues in overseas contracting)"
Electromagnetism
w or quality improvement; it was just all part of good nursing care. The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases
e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management. Include speaker notes... .....Describe three different models of case management.
visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
g
One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident