Women in the Criminal Justice System

Women in the Criminal Justice System The Canadian criminal justice system, an outwardly fair system of integrity and justice, is a perfect example of a seemingly equal situation, which turns out to be anything but for women (Gunnison et al., 2016, p. 32). The policies and programs imposed in the criminal justice system affect men and women in extremely dissimilar manners. In particular, both men and women are subject to imprisonment, but little attention has been given to the various needs and problems of imprisoned women as opposed to those of men (PRI, 2012, p. 1). This omission is primarily due to the fact that women constitute a minority in most prison systems that are predominantly designed, organized and administered with the male population in mind (Gunnison et al., 2016, p. 26). As such, women in the criminal justice system face many problems; some resulting from their lives prior to imprisonment, others resulting from their imprisonment itself. In order to understand how gender relates to crime and the criminal justice system, it is crucial to examine the situation of incarcerated women (Williams, 2004, p.6). Therefore, in this critical book review, I will analyze aspects of George Carons, Mouse on a String at the Prison for Women, paying close attention to its strengths and weaknesses, and will consider any emerging themes and connections in relation to the relevant course material. Mouse on a String at the Prison for Women by George Caron is a personal narration of his time working as a warden at the Prison for Women (P4W) in Kingston, Ontario. As the youngest warden in Federal Corrections at the time, Caron gives an inside view of life behind the bars for female offenders during the 1980s through the use of anecdotes, history and recollection. In his book, Caron recalls prison life and justice, as well as the many individuals that were incarcerated at P4W, particularly focusing on an inmate nicknamed Mouse. This memoir is very thorough as it touches upon many aspects of prison life, including drugs, illicit weapons, relationships, violence and sex. Throughout, Caron portrays both the justices and injustices that are present inside the prison, from kind-hearted nurses that do more than expected to inmates abusing the criminal justice system to meet their needs. This book is truly fascinating and intriguing, partly due to the mystery surrounding female prisons, but mostly because of the greater themes that are entwined within the inmates stories. Several common themes that were portrayed include: loss of freedom, compromise, fear and injustice. These themes were clearly evident in the transformation of some of the inmates and their journey towards redemption. In particular, Mary Ann, affectionately referred to as Mouse, embodied most, if not all of these themes as she progressed from a shy and insecure woman inside the prison and emerged as a confident and educated woman on her return into the community. A prevalent concept discussed in the course and mentioned periodically by Carol is the issue of dealing with mentally ill inmates. He states that some inmates entered the prison system and came with deep-rooted psychological and mental health issues and the prison environment was the final depository of those with scarred human frailties . . . (Caron, 2009, p. 177). According to research, female inmates are at higher risk of harming themselves or attempting suicide in comparison to men in prison, due to the higher level of mental illness and the harmful impacts of isolation from the community (Williams, 2004, p.7). Moreover, studies indicate that since a large proportion of women have mental healthcare needs, diverting them to a suitable gender-appropriate treatment program would address their needs much more effectively than the harsh environment of prisons (PRI, 2012, p. 6). This may also explain some of the factors behind the suicide of Ashley Smith, who had mental health issues b ut was placed in solitary confinement (CBC News, 2013, p.1). This further relates to the conflicting dual mandates of corrections, where incarceration should both punish individuals and rehabilitate them. As discussed in class and based on supporting research, prison is not the proper environment for female inmates as they require specialized mental-health facilities and trained professional mental-health staff to adequately address their needs (Gunnison et al., 2016, p. 286). In addition, female Aboriginal offenders are a key course topic that is also discussed by Caron. He mentions how he was saddened to see so many Aboriginal women in prison with backgrounds of poverty, unemployment, poor health, and alcohol and drug abuse (Caron, 2009, p.15). Carons observations are supported by recent research which found that factors like education, unemployment and poor living conditions are directly associated with arrest and incarceration of Aboriginal women in Canada (Gunnison et al., 2016, p. 84). Studies of institutions across Canada found the Aboriginal group to be less educated, more dysfunctional and from more aberrant family backgrounds than the non-Aboriginal group. Moreover, according to the 2011 Statistics Canada data, 22.7% of Aboriginal people aged 25 years and over had not completed high school and that year, the unemployment rate among Aboriginal people was 13.9%, compared to 8.1% among non-Aboriginal people (Scott Smith, 2011, p.1- 2). The vast maj ority of inmates had dependents but no steady employment and considerable prior involvement with the criminal justice system. Furthermore, Wesley (2012) found that Aboriginal women reported more physical abuse and suicide attempts in their lives than non-native women (p. 3-4). Essentially, the needs of Aboriginal peoples, who are systematically overrepresented in all aspects of the criminal justice system, are not being adequately addressed in the traditional prison system (Wesley, 2012, p. 6). Supported by the Native womens suicide in P4W, female Aboriginal offenders needs were not met then and based on recent research, they are not being met now either (Caron, 2009, p.15). All texts carry perspectives and biases, so it is possible that the author of this book already had some preconceived notions about prison and unconsciously or consciously wrote those notions in his book (McCullagh, 2000, p. 39). The author is a young male with a native background and this can affect how he views prison and consequently how his story is written (Caron, 2009, p. 15). Some voices that are missing from the book are the voices of the inmates, as their stories are simply told from the authors point of view. As such, it would be interesting to read some of the inmates own thoughts and beliefs regarding life inside P4W without the authors personal interpretation. Before reading this book, I already had prior experience volunteering with offenders and programs in prison. As such, it is possible that my pre-conceived notions and beliefs regarding incarceration may have impacted my interpretation of the book. Also, I grew up in a culture where it was very rare that a woman would commit an offence, much less be incarcerated. Therefore, I have a very different perspective of female criminality and incarceration than the author. As previously mentioned, this book is very interesting and I enjoyed reading it. I thought that an important component of the book is that the author did not avoid revealing tragic events that occurred and presented the reality of incarceration through the perspectives and stories of different inmates. This allowed a much more immersive and engaging experience for the reader. Some the parts that I disliked were the authors occasional crude description of the female inmates. This seemed to sexualize the inmates as there were repeated comments about attractiveness and breast size. For example, the author describes one of the inmates as a very attractive twenty-eight-year-old woman with long, blonde hair and large, firm breasts. She was a sexy woman who used her assets well (Caron, 2009, p. 60). Nevertheless, I would recommend the book to anyone interested in womens prisons, whether for educational purposes or casual reading, as it gives a good account about the P4W and life behind bars for female inmates. This book had several key strengths that made for a memorable reading. A particular strength is the depth of emotions that the reader is exposed to through the unique writing style of the author. The author wrote in such a way that the reader was emotionally invested in the inmates and could only anticipate what happens to them. For example, Mary Anns background story allowed the reader to have a glimpse into her past and circumstances that led to her criminality (Caron, 2009, p. 48-50). This allowed the reader to sympathize with Mary Ann and understand that while the criminal act itself is wrong, Mary Ann was only a confused and vulnerable woman at the time. This observation is important as it is very common that some matters are depicted as being solely black or white. However, after reading the personal story of Mary Ann, it allows for the possibility of a gray area different apart from the seemingly only two choices available. Moreover, throughout her story, the reader witnessed the immense growth that Mary Ann went through as she acknowledged her mistakes and sought for forgiveness. By the end of Mary Anns story, she had transformed from a mere statistic of female offending to a real individual in the eyes of the reader. Another strength of the book is the many facets of prison life that are mentioned. The author discusses both legal and illegal events that occur inside the prison, allowing for a more thorough understanding of the reality of prison. Some of the actions of the author may be considered as illegal and overstepping his bounds as warden, but the reader is able to clearly see why the actions may be morally appropriate, if not legally. For example, the author arranged for beer to be smuggled inside the prison in order to treat an inmate who was medically ill (Caron, 2009, p. 77). This was illegal as no alcohol was allowed inside the prison, but it allowed the reader to recognize that the prison staff truly wanted to help inmates despite the possibility of punishment. Despite its strengths, this book also had some weaknesses. A major weakness of it was the lack of discussion regarding the incidents that contributed to P4W being closed. During the time period of the book, there were many external complaints and reports written petitioning for the closure of P4W (Arbour, 1996, p. 31). However, despite the significance of these complaints, the author did not mention at all any problems that may warrant the closing of the prison. One would assume that something this important should have been discussed in length or at least mentioned in the book. In conclusion, Mouse on a String at the Prison for Women by George Caron is a fascinating account of life behind bars for female offenders at P4W. Discussing female criminality, one cannot stop mentioning their lives after being sentenced. Thus, it is important to look at incarcerated female offenders as a unique subset of the offending population and should be treated as such. This is why Carons memoir is important as it allows the reader to get a glimpse into how gender intersects with our understanding of crime and the criminal justice system. References Arbour, L. (1996). Commission of Inquiry into Certain Events at the Prison for Women in Kingston (Commission of Inquiry into Certain Events at the Prison for Women in Kingston (Canada), Solicitor General Canada). Ottawa, Ont.: Public Works and Government Services Canada. Caron, G. (2009). Mouse on a string at the Prison for Women. Renfrew, Ont.: General Store Pub. House. CBC News. (2013). Ashley Smith coroners jury rules prison death a homicide. CBC News. Retrieved March 21, 2017, from http://www.cbc.ca/news/canada/new-brunswick/ashley-smith-coroner-s-jury-rules-prison-death-a-homicide-1.2469527 Gunnison, E., Bernat, F. P., Goodstein, L. (2016). Women, crime, and justice: balancing the scales. Chichester, West Sussex, UK: John Wiley Sons. Mccullagh, C. B. (2000). Bias in Historical Description, Interpretation, and Explanation. History and Theory, 39(1), 39-66. Retrieved March 21, 2017, from http://thedailyjournalist.com/wp-content/uploads/2014/01/Bias.pdf PRI. (2012). Access to justice: discrimination against women in criminal justice systems. Penal Reform International. Retrieved March 20, 2017, from https://www.penalreform.org/resource/access-justice-discrimination-women-criminal-justice-systems/ Scott, K., Smith, K.. (2011). Aboriginal peoples. Retrieved March 21, 2017, from http://www.statcan.gc.ca/pub/11-402-x/2011000/chap/ap-pa/ap-pa-eng.htm Wesley, M. (2012). Marginalized: The Aboriginal Women s experience in Federal Corrections. Retrieved March 19, 2017, from https://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/mrgnlzd/mrgnlzd-eng.pdf Williams, L. M. (2004). Women, crime and the criminal justice system. New York, NY: Feminist Press at the City University of New York.

Benefits of Flexible Working Hours

Benefits of Flexible Working Hours 6. Literature Review 6.1 Definitions Janssen and Nachreiner (2004) defined Flexible Working Hours as involving a continuous choice on behalf of employers, employees or both, regarding the amount (chronometry) and the temporal distribution (chronology) or working hours. â€Å"Arrangements that allow employees to have a more variable schedule as opposed to complying with the standard 8-hour workday† (Janssen and Nachreiner, 2004) According to the definition of Handbook on Alternative Work Schedules, Flexible hours are referred to as the times during the workday, workweek, or pay period within the tour of duty during which an employee covered by a flexible work schedule may choose to vary his or her times of arrival to and departure from the work site consistent with the duties and requirements of the position. Flexible working hours is also defined as a system of attendance whereby individual employees select their starting and finishing times from day to day, subject to the concurrence of the work unit in which they work and to specified conditions. A system in which employees can start or stop work at different hours of the morning or evening provided that they work a certain number of hours per day or week (http://www.hrdictionary.com/definition/flexible-working-hours.html). According to the definition of Technical staff, Southern Cross University, flexible working hours are work schedule in which employees can use their own discretion as to the time on the job as long as they complete the specified number of hours within a work period that is, one month, one week, or one day (Barker, 1999). It is a system of working a set number of hours with the starting and finishing times chosen within agreed limits by the employee (www.oxfordreference.com) Christensen and Staines (1990) defined this as an arrangement provides employees with some limited discretion as to the starting and stopping times for their work day, while requiring a standard number of hours to be worked within a given time period. Flexible working hours refers to the practice by employers of allowing employees to vary their attendance pattern. Variation is usually in terms of start and finish times, as well as hours per day. Flexible working hours are often referred to as flexi time. Employees working flexible hours are able to use flexi time credit to take time off without reducing other leave credits. Flexible working hours are usually subject to a number of operating rules (Transport strategy, Adecision makers guide book). ‘Flexible working hours are also defined as working time arrangements allowing a continuous choice regarding the duration and the temporal distribution of working time for both the employee and the employer (http://www.eurofound.europa.eu/ewco/2006/05/DE0605NU4.htm). A simple deviation from the standard working time is not seen as sufficient for a distinction. The definition intends to exclude shorter but regular working time arrangements such as part-time work or deviating but regular working hours such as shift work (http://www.eurofound.europa.eu/ewco/2006/05/DE0605NU04.htm). 6.2 Why flexible working hours are implemented? Flexible working conditions are becoming increasingly common within modern economies, and in many countries legislation has been introduced enabling certain groups of employees to request flexible working. For example, Scandinavian countries in particular grant extensive flexible working rights, such as parental leave, flexitime and other family friendly provisions to employees (Brandth, 2001). Flexible working arrangements are increasingly offered by organizations in order to remain competitive through the recruitment and retention of top performing employees. These arrangements aim to be a win/win situation for the organization, by way of increased productivity and loyalty, and for the employee through work life benefits. The introduction of flexible working allows employees to have greater control over their work life balance, and can act as an important tool in the organizations recruitment and retention process. Flexible working is one device that employers can use to attract a more diverse workforce, allowing them to compete in the war for talent( Management Brief Report). Some forms of flexible working schedules such as part-time work, compressed work weeks, annualized hours, and flexitime have a long history and have traditionally been introduced largely to meet employer needs for flexibility or to keep costs down, though they may also have met employee needs and demands (Dalton Mesch, 1990).These and other flexible arrangements are also introduced ostensibly to meet employee needs for flexibility to integrate work and family demands under the banner of so-called family-friendly employment policies (Harker, 1996; Lewis Cooper, 1995). Often a business case argument has been used to support the adoption of flexible work arrangements; that is, a focus on the cost benefits (Barnett Hall, 2001). Other contemporary drivers of change include increased emphasis on high-trust working practices and the thrust toward gender equity and greater opportunities for working at home because of new technology (Evans 2000). Nevertheless, despite much rhetoric about t he importance of challenging outmoded forms of work and the gradual association of flexible working arrangements with leading-edge employment practice (Friedman Greenhaus, 2000), the implementation of these policies remains patchy across organizations (Glass Estes, 1997). Since 2003 the right to request flexible working conditions has been granted to all UK employees with children aged less than six years or to those with caring responsibilities (BERR 2008). This right has recently been extended to employees with children aged up to 16 years (BERR, 2009). Many of these legislative changes have been explicitly or implicitly underpinned by the assumption that flexible working will have positive effects on employee adaptability, performance (Artazcoz 2005), work-life balance and health (MacEachen 2008). In a number of low and middle-income countries flexible working hours is a relatively new concept which tends to be restricted to large multi-national companies. Paul Ashton, mobility solutions support manager at Logsys, discusses the work anywhere, anytime, on any device implications of flexible working. Following the introduction of new UK legislation in April 2003 with regards to offering employees with young or disabled children flexible working options, there have been massive developments in the way in which organisations operate. Two years on, the ideas behind flexible working are still being discussed, experimented with and tentatively accepted throughout the UK. At the forefront of this movement is the objective of providing employees with a suitable work/life balance and key to its success is supporting this through achieving more profitable business practices. Flexible working is all about working in real time. It is about mobilizing work forces and giving individuals the freedom and ability to work any time, anywhere, using any device. It is about enterprise-wide access to information, applications and data and the ability to util ize these items as and when they are needed. For employees it means home working abilities and potentially improved work/life balance. It should also mean easier working, more effective methods and processes, and the ability to work smarter to achieve more. For employers it means maximizing efficiency to achieve more through the same resources. It means improved employee retention and improved services for customers- which in turn means increased competitiveness and greater profitability. 6.3 Kinds of flexible hour work practice Flexible work arrangements can take on a variety of characteristics, ranging from staggered working hours to remote, off-site work areas. Within the Flexible work arrangements themselves, employers often provide additional flexibility (e.g., selecting the time of day when staggered working hours begin) and/or offer various options for Flexible work arrangements in order to provide even greater flexibility to their workforces (www.clc.executiveboard.com). Compressed working weeks â€Å"Any system of fixed working hours more than 8 hours in length which results in a work week of less than 5 full days of work a week† (Tepas,1985). This standard definition includes the most obvious examples with 9, 10 or12 hours a day, and a normal full-time working week of 36 to 42 hours. Twelve-hour shifts are particularly controversial. In recent years, as Hoekstra, Jansen Van Goudoever (1994) report for the Netherlands, â€Å"there has been increasing variety in working patterns. The compressed working week is one of the many possible arrangements for working hours. This increasing variety can be attributed to the desire for greater flexibility in working hours. Tepas (1985) have listed the potential advantages of the compressed workweek as follows: Increased possibility for multi-day off-the-job leisure and care activity A reduction in commuting problems and costs Fewer workdays with no loss of pay A regular, steady workweek Ease in covering all jobs at the required times More time for scheduling meetings or training sessions Increased opportunity for communication within the organization Increased opportunity for communication with other organizations Decrease in start-up and/or warm-up expenses Fewer supervisory personnel may be needed More efficient stock flow for assembly-line operations Less night work Increased production rates Improvement in the quantity or quality of services to the public Better opportunities to hire skilled workers in tight labour markets Flexi time Ronen (1981) described Flextime (also called flexible working hours) as a type of flexible work arrangement that allows employees to vary their work schedules, within certain ranges and dimensions, according to their differing needs (). Unlike other flexible work arrangements, flextime focuses exclusively on the work schedule and does not alter the location of work or the total number of hours worked. Although there is no truly standard work schedule, the traditional workday is defined as a forty-hour week, from 9:00 a.m. to 5:00 p.m., Monday through Friday (Catalyst, 1997). Flextime allows employees to break from the standard work schedule by starting the work day early and ending early, starting late and ending late, or taking breaks during the day and making up the time at the beginning or end of the day. Some flextime options allow employees to work extra hours on one day to make up for shortened hours on another day. Golembiewski and Proehl, (1978) and Christensen and Staines (1990) have been identified several key dimensions of flextime, such as core hours (the daily hours during which employees must be at work), bandwidth (the earliest and latest starting and stopping times to which employees can adjust their schedules) and schedule flexibility, which is the ability to change starting and stopping times from day to day and week to week without prior approval from supervisors. A study by Hill, Hawkins, Ferris and Weitzman (2001) found that perceived flexibility in the timing and location of work was positively related to work-family balance, and that the greater the extent of such flexibility, the more the employees were able to work a greater number of hours without harming their work-family balance. Another study found a direct effect of flextime on work-family conflict (Shinn, Wong, Simko, Ortiz-Torres, 1989). Several studies have found that flextime is related to outcomes indicative of work-family conflict. For example, Ralston (1989) found that employees were better able to juggle work and family demands after flextime was implemented and Bohen Viveros-Long (1981) found that flextime reduced stress among parents. Thomas Ganster (1995) found that flextime was directly related to perceived control over work and family, and it was indirectly related to work-family conflict. Annual-hours contracts annual-hours contracts are contracts of employment where the total hours to be worked in a twelve-month period are specified, rather than the weekly hours. This provides employers with the flexibility to devise a shift system to ensure continuous operations. Traditionally annualized hours were adopted in the manufacturing sector, but increasingly it is a popular system for organizing work time in the service sector, especially where twenty-four-hour, seven-day-week services are provided (http://www.jrank.org/business/pages/39/annual-hours-contracts). Job Share Job sharing is an arrangement where two or more employees share the duties and responsibilities of a single full time job. Each job sharer has broadly the same responsibilities, although their contractual terms and conditions of employment may differ. Job-sharing is common now across a range of occupations, including professions such as GPs, accountants and managers. This is an option that women may prefer as a way of returning to work after maternity leave. The employer benefits as it retains valuable skills within the organization, encourages retention and often results in greater productivity (www.clc.executiveboard.com). Self rostering â€Å"Flexible rostering is where each rostering period is planned individually (typically 4 -6 weeks at a time). Shifts are allocated on the basis of manning requirements which reflect anticipated demand patterns, as well as myriad other rostering parameters, including staffs preferences for off-duty† (Silvestro Silvestro, 2000). Thornthwaite Sheldon (2004) described that employee self-rostering systems enable individual employees to tailor working hours to maximize their compatibility with domestic responsibilities. Such rosters would allow employees to choose to work mornings, afternoons or school hours only, or some combination of different hours each day. Self-rostering means that a group of employees make work schedules by themselves. This is based on a company time frame determined by the employer in which the quantitative and qualitative demands have to be met. By designing the work schedules, the employees determine their own starting and ending time duration of their services and are supposed to create a dialogue to synchronize the individual wishes with the requirements set by the employer (Zeggenschap, 2008). Part time work Employees with a part-time work arrangement typically follow one of the following schedules: Work a reduced number of hours per day, five days per week Work eight hours per day, less than five days per week Employers are increasingly providing part-time employees with many of the same benefits provided to full-time workers particularly smaller employers that want to attract candidates but do not need many full-time workers. As with flextime, some states mandate that part-time work be available for women returning to work after a pregnancy (www.clc.executiveboard.com). 6.4 Benefits of flexible hours working arrangement. Both employees and employers alike can benefit through the utilization of flexible work practices. Flexible work arrangements can help to improve recruitment and retention, assist in managing workloads and in boosting employee satisfaction. The Department of Trade and Industry (DTI), U.K. guidelines for employers and employees state that flexible working opportunities benefit everyone: employers, employees and their families (www.dti.gov.uk, Flexible Working). For individuals, the opportunity to work flexibly can greatly improve the ability to balance home and work responsibilities. The DTI guidelines provide examples of the following flexible working schemes: Annualized hours describes working time organized on the basis of the number of hours to be worked over a year rather than a week; usually to fit in with peaks and troughs of work. Pay will depend on the hours worked each pay period. Compressed hours allow individuals to work their total number of agreed hours over a shorter period. For example, employees might work their full weekly hours over four, rather than five, days. They would be paid for a full-time job but would not receive overtime payments for any agreed extra hours worked during a day. Flexi time gives employees choice about their actual working hours, usually outside certain agreed core times. Individuals are paid for the hours that they work. Home-working doesnt have to be on a full-time basis and it may suit an employee to divide their time between home and office. Individuals are paid according to the hours that they work. Employers are required to carry out a risk assessment of the activities undertaken by home-workers, identifying any hazards and deciding whether enough steps have been taken to prevent harm to them or anyone else who may be affected by the work. Job-sharing typically involves two people employed on a part-time basis while working together to cover a full-time job. Both receive pay for the hours they work. Shift working gives employers the scope to have their business open for longer periods than an eight-hour day. Agreed flexible working arrangements may lead to a shift premium payment not being required. Staggered hours allow employees to start and finish their day at different times. Pay depends on hours worked in total rather than the time at which they were worked. Term-time working allows employees to take unpaid leave of absence during the school holidays. Bond et al, (2005) The Families and Work Institute report, When Work Works, states that employees who are provided with flexibility in their work are more likely to: Be engaged in their jobs and committed to helping their company succeed; Intend to remain with their current employer; and, Feel satisfied with their jobs. The positive work-life balance effects of flexible working are probably the best known and most frequently cited advantages. Aiming for a greater balance between demands from within and outside the workplace is often the driver for individuals to seek such arrangements. The interplay between employee wellbeing, work-life balance and performance brings into play factors such as organizational commitment, enthusiasm, energy and satisfaction. Flexible working arrangements, such as flexitime and teleworking, are becoming more common in industrialized countries but the impacts of such flexibility on employee health and wellbeing are largely unknown. Several studies have highlighted the beneficial effects of employee-negotiated flexible working on health and wellbeing, such as reduced stress and stress-related illnesses, reduced sickness absence and improved work-life balance, including time spent with children and marital satisfaction (MacEachen 2008). Kerry et al (2010) examined the health and wellbeing effects of flexible working arrangements which favour the worker as well as those dictated by the employer (for example, fixed-term contracts or mandatory overtime). The findings of this review tentatively suggest that flexible working interventions that increase worker control and choice (such as self-scheduling or gradual/partial retirement) are likely to have a positive effect on health outcomes, including improvements in physical health (reduced systolic blood pressure and heart rate), mental health (e.g. reduced psychological stress) and general health (e.g. tiredness and sleep quality) measures. Importantly, interventions which increased worker flexibility were not associated with any adverse health effects in the short term. In contrast, interventions that were motivated or dictated by organizational interests, such as fixed-term contract and involuntary part-time employment, found equivocal or negative health effects. Kandolin (1996) reported significant reductions in tiredness during the night shift when comparing intervention and control group participants. Smith (1998) demonstrated improvements in mental health, sleep quality on day shift, sleep duration on night shift and alertness during night shift in the intervention group compared with the comparison group. Viitasalo (2008) found statistically significant decreases in systolic blood pressure and heart rate for workers with flexible scheduling compared with those in the control group. A study which was performed by Cranfield University, found that the intuitive expectation that the employee who is better able to integrate work and non-work will experience enhanced wellbeing. Indirectly, this positive association impacts on performance, with employees in a sense ‘repaying their organization with improved levels of motivation and drive. Some employees who had become accustomed to working flexibly expressed unwillingness to move back to a more traditional pattern, linking their flexible arrangement to reduced pressure and stress. There was abundant evidence of individuals adapting their working arrangement over time to meet both changing job demands and evolving demands from the home, and great value was placed on the personal control to meet needs from both domains which was afforded by their flexible working pattern. So flexibility is highly valued, but does not remain static over time (www.workingfamilies.org.uk). Stress is linked to wellbeing and work-life balance, and here the picture is less clear. Flexible working could be seen as a positive measure which helped reduce workplace stress through reducing hours, cutting down on commuting time and minimizing work overload. However, it could also be a source of stress, if a reduction in hours meant that employees struggled to achieve objectives which had not been appropriately reduced to match such a change. This reinforces the message that flexible working needs to be well designed to succeed, particularly in the case of reduced hours work where the required tasks of the role should reflect the hours available (www.workingfamilies.org.uk). This study at Cranfield University also focused on the impact on employees performance related to the flexible working schedule. It has found that individuals and their managers felt positive 61% and 45% respectively. A similar number of managers 43% felt that there was no impact either way from flexible working. Only a small proportion of respondents indicated that flexible working had a negative impact on the quantity of work of either the flexible workers themselves or their co-workers. Flexible work allows people to make changes to the hours or times they work, and where they work. It helps people organize their careers to accommodate other commitments, and to manage transitions in and out of the workforce. For flexible work to be described as â€Å"quality†, these changes must not adversely affect income, career progression, availability of scheduled leave or access to desirable employment for those who take it up. For an arrangement to be considered truly flexible it must provide the employee with the means to manage his or her work while managing other commitments, and without adversely affecting the business. In addition, â€Å"quality flexible work† provides benefits for both employees and employers. Benefits for employees may include increased opportunities for families to spend â€Å"quality time† together and greater ease for family members to combine paid work and family responsibilities, while benefits for employers include addressing skills shortages and increased staff retention and loyalty (Fursman, 2009). Employee driven flexibility is widely regarded as a measure that can reduce work-life balance conflict. For example, in New Zealand, research by the Department of Labour (2008) found that employees who reported a particular FWA was available to them were more likely to rate their work-life balance highly. This is supported by research by the Families Commission showing that 88% of survey respondents who had a lot of flexibility were satisfied with their work-life balance, compared to 52% of respondents who had little or no flexibility (Families Commission, 2008). Statistics New Zealand data also shows that among employed people; those that did not have flexible hours in their main job were more likely to be dissatisfied or very dissatisfied with their work-life balance (Statistics New Zealand, 2008). Similarly in Australia, a 2008 survey found that employees without FWAs were more likely to experience work-life balance conflict (Pocock et al, 2009). Fursman and Zodgekar (2009) studied the Impacts of Flexible Working Arrangements on New Zealand Families. The findings of this research suggest that many family members have access to flexible work arrangements, and that such arrangements provide significant benefits for them and their families, including less stress and pressure and more opportunities to spend time together. Flexible work arrangements can also allow family members to meet their care responsibilities while maintaining their participation in the paid workforce. The arrangements wanted and needed by families changed as their families changed; for example, as children reached school age, or older family members became increasingly more dependent. A range of studies associate flexible work arrangements with positive outcomes for employees. This includes a positive impact on employees perceptions of job quality (Kelliher Anderson, 2008), increased job satisfaction and reduced leaving intentions (Forsyth and Polser-Debruyne, 2007), enabling families to spend more time together, and reducing stress and pressure (Families Commission, 2008). Gill et al(2007) studied the incidence and impact of flexible working arrangements in smaller businesses. In this study, positive impacts of flexible work arrangements in recruitment and retention, enhanced employee relations, commitment and loyalty are found, together with disadvantages of operational problems and administrative burdens. William et al (1981) have found that the flexi time did not support the traditional flexi time consequences for work satisfaction or leisure satisfaction. However, employees working under a flexi time schedule reported certain other improvements, including easier travel and parking, a smaller amount of interrole conflict, a greater feeling of being in control in the work setting; and more opportunity for leisure activities. 6.5 Limitations of implementation of flexible working hours Hayman (2009) has revealed that the attitudes and expectations of co-workers and employers intermingled with issues about fairness, managerial support, feelings of guilt, and career impacts are particular barriers to flexibility. And also he found that the availability of flexible work options alone may not be enough to influence work-life balance outcomes for employees and that perceived usability is critical. A UK study by Waumsley and Houston (2009) also found that perceptions play a significant role with study participants perceiving that flexible working is detrimental to work performance and career progression. This was despite participants recognizing that flexible working delivers work-life balance benefits. Organizational policies on flexible work cannot be fully effective without real support and commitment from management in implementing and applying these policies. Managers need to encourage and actively support the use of flexible arrangements, and organizations need to actively support managers in making flexible working arrangements part of the normal operating environment. Managers need to be provided with appropriate resources, training and time to appropriately assess all requests for changes in work arrangements. Some adjustments to work organization may be necessary, such as scheduling meetings when all staff can attend (Equal Opportunity for Women in the WorkplaceAgency;http://www.eowa.gov.au/Pay_Equity/Files/Recommendations). Organizations also need to ensure that all employees who are using flexible work arrangements are accepted and respected as valued and committed employees. Such employees should be included in all training and professional development opportunities and given the opportunity for promotion on the same basis as all other employees. A critical part of a flexible work culture is ensuring that employees understand and work within an environment of mutual trust and obligation. Employees must have a strong commitment to the success of any flexible work arrangement. Employees on flexible work arrangements must maintain work and performance standards and ongoing communication between employees and their supervisors is essential. Employee engagement in the success of flexible work arrangements will maximize benefits for both the organization and the employee (Equal Opportunity for Women in the WorkplaceAgency;http://www.eowa.gov.au/Pay_Equity/Files/Recommendations) Research by the Families Commission; found that a perception of unsupportive workplace cultures; a perceived impact on career progression and reduction in income; and a perception that flexibility was only available to highly valued employees were among the barriers experienced by employees (Families Commission, 2008). It also found that flexibility could also lead to guilt about taking time off and employees working harder and doing longer hours than might ordinarily be the case (Families Commission, 2008). A recent smaller study of firms in the New Zealand accounting sector noted the impact of traditional values and culture within the sector that work against flexibility (Ministry of Womens Affairs, 2010). This includes a culture of long hours and at partnership level, a perception that being a partner and caring for children were mutually exclusive (Ministry of Womens Affairs, 2010). Work-life balance issues including Flexible Working Arrangements have a significant gender dimension (Fursman, 2008). Fursmans 2008 review of literature usefully summarizes some of the key issues emerging as including: The significance of gender differences in the industries and occupations that women and men work in, with different occupations affording different opportunities to access Flexible Working Arrangements. A range of literature discusses gender differences in decision-making about career choices with women more likely to make decisions based on accommodating family needs. Differences in the availability of Flexible Working Arrangements, both in the UK and New Zealand, with women more likely to request arrangements affecting their total number of hours worked where as men were more likely to request forms of flexibility that had no effect on income and earnings. Research revealing differences between men and womens perceptions of work with women more likely to place weight on putting family needs before work (Fursman, 2008). Social policy journal of New Zealand mentioned about a research showed that there were a number of barriers preventing the take-up of flexible working arrangements, with many of these resulting from employee perceptions that using flexible work arrangements would not be supported by their employers. The lack of available arrangements in particular workplaces was an obvious barrier; however, other barriers centered on negative employer attitudes, both perceived and actual, to requests for flexible work. Employees reported that they did not use flexible work arrangements because doing so would have a negative impact on career progression and negative financial consequences (parti

Creating a Star Wars Lightsaber is not Possible Today :: physics science star wars weapon sword

The lightsaber is a weapon used in the Star Wars Galaxy. It is basically a saber/sword-like weapon that comprises of a hilt that contains a crystal which is used to focus beams of plasma into a tangible blade which has a finite length and is capable of cutting through a myriad of different materials. Its capacity to cut through material as well as the length of the actual blade of plasma can be altered and reconfigured to each individual's personal liking. The saber is powered through an internal rechargeable battery. No two lightsabers are alike because each individual build his own lightsaber(s) to his or her own liking. There are several parts to a lightsaber: * Handgrip * Activation Plate * Safety Switch * Emitter Matrix * Lens Assembly * Power Cell * Power Conduit * Recharge Socket Originally, lightsabers were built using crystals harvested manually an individually from the planets of Ruusan and Ilum. In the current universe however, processes for synthesizing crystals have become fairly common and several lightsabers are built using these synthetic crystals. The crystal is wired to the conduit and power cell such that the user can alter the length, width and intensity of the emitted blade. When the fully constructed lightsaber is activated, the internal power cell generates photo-electric energy by which the plasma blade is focused through the crystal. a non-thermal beam of plasma is packed tightly and focused through anywhere from 1 to 3 crystals with multiple facets. The formed beam is positively charged and is attracted back to the emitting hilt by way of negatively-charged high energy flux apertures. A power cell superconductor is then used to recycle individually emitted plasma packets into one long beam which continues to self regenerate during the time duration over which the lightsaber remains activated. The blade is tangible and because both blades on two dueling sabers are positively charged, the blades are capable of repelling one another. Ordinarily, the emission of the plasma blade for long durations of time would drain the power cell on the saber fairly quickly as was the case with older sabers from several millenia back in the past. However, through use of The Force, a Jedi is capable of combining all of the elements of his saber into one hightly efficient weapon such that the only major power drain occurs from the blade coming in contact with another material.

What To Do About Ethnic Cleans Essay -- essays research papers

WHAT TO DO ABOUT ETHNIC CLEANSING? BACKGROUND PAPER   Ã‚  Ã‚  Ã‚  Ã‚  In 1994, unrest swept through the Maryland-sized African nation of Rwanda. Thousands of Hutu extremists launched a massive assault on the Tutsi, who traditionally make up Rwanda's upper class, killing hundreds of thousands of innocent people (Night Rider – 'most days';). The United States immediately responded to this slaughter by turning the other way, denying that a problem existed until years after the genocide had ceased. In 1999, ethnic cleansing (hostility between ethnic groups) broke out in Kosovo in a less severe form. This time, instead of being killed, the Kosovars were driven out of their homes and neighborhoods. This time, United States and NATO forces immediately confronted the problem by launching a substantial air war on the area. Clearly, the doctrine for ethnic cleansing is widely varied, and merits further discussion.   Ã‚  Ã‚  Ã‚  Ã‚  Ethnic cleansing is a 'phrase for an attempt to purge an area of an unwanted ethnic group. It can include deportation, intimidation, and acts of genocide or mass murder.'; (Encarta, 'Ethnic cleansing';). It occurs most frequently in third world countries. Whenever it arises, it is followed by a host of moral questions. Do we just stay out completely and allow the country to deal with its own problems? Or, if we decide to take action, do we merely send medical aid or help militarily? Should we send in the army? Or is an air war the only acceptable option? It all comes down to an ethical issue, with one group insisting that preventing the loss of lives is paramount. The other side states that ethnic cleansing is caused by a fundamental disagreement between two ethnic groups, so unless we allow the groups to resolve their own issues, they can never be content and productive.   Ã‚  Ã‚  Ã‚  Ã‚  Whenever any human rights issue breaks out, there are differing opinions on the appropriate course of action. The difference in the case of ethnic cleansing is that this issue is much more critical than almost any other human rights issue. In the case of ethnic cleansing, the United States' approach to intervention could determine the fates of thousands of people. In cases of extreme ethnic cleansing, intervention can take place on an international level, with many nations cooperating in an attempt to br... ... not affect its neighbors adversely. This middle ground supports certain parts of both sides. It believes that while the country should be allowed to conduct its own internal affairs as it sees fit, as soon as the conflict oversteps the nation's borders, we must intervene to prevent the trouble from spreading as it did during the holocaust.   Ã‚  Ã‚  Ã‚  Ã‚  At the present moment, the pro-action side is most influential in determining strategies for dealing with ethnic cleansing. This is illustrated by the Kosovo conflict. Only a few years previously, the anti-action approach was in favor; no outside intervention occurred during the Rwandan genocide. No predictions forecast an end to the issues of ethnic cleansing. As long as distinction can be made between groups, that distinction will be made, and as long as that distinction is made, there will be a few warmongers who will take advantage and cause bloodshed. Although the madness of a few people will not always spread, once in a while it will go out of control, leading to a massive genocide such as in Germany and Rwanda. And when there is another massive wholesale destruction, what will the world powers do about it?

Employee Rights In The Workplace :: Argumentative Persuasive Essays Work

  Ã‚  Ã‚  Ã‚  Ã‚  Employee Rights violated in the workplace have caused major lawsuits. Many employees' information is not safeguarded; a lot of information is open to the public. There are a lot of web sites where anyone can access and get information some of these sites are: www.anywho.com, www.zabasearch.com, and www.accurateinformationsystem.com. These are some of the sites that are open to the public. Anyone can go onto these sites to find your personal information. Although the sites are very useful for job employment it should be limited who can access this information.   Ã‚  Ã‚  Ã‚  Ã‚  For a little money, say $25, one can obtain someone's Social Security number, previous addresses and possibly their driving record. "Most people don't realize how much information about them is out there," says Deirdra Mulligan, staffs counsel at the Center for Democracy and Technology. This statement is very true; some can provide detailed financial histories, including information about bank accounts and credit card balances and loans. This information needs to be safeguarded from the public, it is important to have this useful information for a job but, What about when in it not involving your employment? Technology has advanced from the 1980?s and even 1990?s it is scary knowing that it is not hard for hackers and stalkers to get information.   Ã‚  Ã‚  Ã‚  Ã‚  There are also a few ways to prevent this information from getting out by following some of the suggested steps: 1.  Ã‚  Ã‚  Ã‚  Ã‚  Filling out surveys 2.  Ã‚  Ã‚  Ã‚  Ã‚  Credit checks (applying for credit cards) 3.  Ã‚  Ã‚  Ã‚  Ã‚  Registering with a club 4.  Ã‚  Ã‚  Ã‚  Ã‚  Locking your work cabinets when leaving the area 5.  Ã‚  Ã‚  Ã‚  Ã‚  Locking your computer when not working   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   All of these suggested steps are very useful. One of the laws that are important in the healthcare workplace is HIPAA (Heath Insurance Portability and Accountability Act of 1996). This law to was invented to improve portability and continuity of health insurance coverage in the group and individual markets, to combat waste, fraud, and abuse in health insurance and health care delivery, to promote the use of medical savings accounts, to improve access to long-term care services and coverage, to simplify the administration of health insurance, and for other purposes. Patients realized that they need to know that they are protected under healthcare. Although we have this law it is still not protected among the employees in the workplace. Majority of the employees in the workplace tend to translate a lot of other employees information through word of mouth. Disciplinary action should be given when spreading information about another employee.

Western Civilization before the Thirty Year War

Roman Emperor, Father of Europe, or the Chief Bishop Larry Ray December 15, 2013 Charlemagne was one of the greatest European rulers of medieval times. He was both part warrior and part scholar. He was also know to many as Charles the Great or Just Charles in his inner circle. He lived from 747 to 814. Charlemagne was a Frank. Franks' were German tribes who controlled the area of northwestern Europe that is now western Germany and northern France.Not much is known about Charlemagne's childhood, however her grew up to be a very religious righteous man. He boasted with Christian spirit and it is with that spirit that he wanted to rule. He believed in education and in virtuous work. Even his own children would be tasked with menial work. Charlemagne was known for his â€Å"greatness of spirit† and steadfast determination. L His autobiographer, Inward wrote many times of the fact that Charlemagne recognized and lived by traditional Roman Virtues. He single handedly battled to exte nd the area on all sides of his kingdom.Eventually he went from being King of the Franks to Emperor of the West. However, â€Å"According to this title, Charlemagne as not the Roman emperor crowned by the pope but rather God's emperor, who governed the Roman Empire along with his many other duties. † 2 By the time Charlemagne had died, his Freakish Empire was as big as the Byzantine Empire. 3 Charlemagne was a lover of the Liberal Arts. He was never satisfied with his own language so he went on to learn several others, most of all Latin. He could understand Greek but he never learned to speak it well.In the Kings spare time he studied rhetoric, astronomy, and dialectics. It wasn't until later in his life that he started to write in Journals documenting his wisdom and ideas about religion and owe the stars and the planets existed. In one of the most accomplished endeavors that Charlemagne took on, was the education of children. He was truly a visionary of his time. He himself was quite educated verbally and in reading but he never mastered the art of writing. He thought that every child should have a chance to go to school, even commoners.He felt with education that he could lead his people to eternal salvation. What better way to spread the word of God, and then teach it along side general education? In Charlemagne's conquests there were several newly conquered lands and or people hat needed saving, so he took upon himself to build school and fill them with the most educated of educators. He vowed to have the teachers teach grammar, psalms, math, and reading. Charlemagne would offer free schooling to anyone ages six years and up that would offer there children to the Church, attaching them to the monastic life permanently.He would task the nuns and monks to educate these children with little or no down time. If the child successfully completed the first series of education they would then be allowed to continue in his educational program, which would in clude subjects such as, geometry, music, astronomy, and math. 4 The end result of Charlemagne's school curriculum well surpassed anything he could have imagined. â€Å"It led too kind of literacy renaissance†. Scholars from all over Europe would come and teach different subject.These scholars from Italy, Spain, Ireland, and England influenced the regions culture not only raising questions about religion and social issues but they also influenced the way Charlemagne's own children were being raised. Charlemagne married at his mother's request the daughter of Desirous, the King of the Lombardi. However it is said she was sent away a year later because she could not have children. 6 He later took a Sabina woman as his partner and had four sons and five daughters. Charlemagne was unlike other rules with children.His autobiographer would often say that he bonded with his children, always making time for them. He would eat dinner with them, and he never would travel without them. T hey were educated Just as other children, first in the Liberal Arts, with emphasis in math and grammar and then on to the higher level, which included music and geometry. After a certain age the boys were taught how to ride horses ND carry a sword. The girls were taught how to work wool, so they would value hard work. 7 He never did marry off any of his daughters.It is speculated that he was too worried about having to give up land by the request of their suitors, so he never strove to marry them off. Each went on to have several illegitimate children. 8 One thing is for sure; Charlemagne was a visionary and a skilled warrior. He knew that education was the key and he also knew it should be available to anyone who wanted it. His successors would continue on his legacy of learning by educating their officials and by spreading the word of God throughout the lands.

General Categories of Sexual Harassment

As more and more women have entered the workforce in the last several decades, there has been a heightened awareness of the problem of sexual harassment. The recent spate of successful employee litigation in this area, combined with tan extension of an employer†s liability for acts of its supervisors and often its rank-and-file employees, has created an area of serious concern to employers. This is particularly so given the heightened awareness to the issue inherent in the U.S. Supreme Court confirmation hearing of Justice Clarence Thomas. It is important for supervisor and manager to be familiar with the laws of sexual harassment. Their knowledge and actions will not only legally bind the company, but may also make themselves personally liable for violation the law. The Equal Employment Opportunity Commission (EEOC), which enforces federal prohibition against sexual harassment, defines sexual harassment as â€Å"unwelcome sexual advances, request for sexual favors, and other verbal or physical conduct of a sexual nature.† The California Fair Employment and Housing Commission (FEHC), which enforces state law, further defines sexual harassment to include: Verbal harassment, such as epithets, derogatory comments or slurs; Physical harassment, such as assault or physical interference with movement or work; and Visual harassment, such as derogatory cartoons, drawings or posters. Two General Categories of Sexual Harassment Over the years, the courts have separated sexual harassment into tow main categories: 1. â€Å"Quid pro quo† occurs when a supervisor or manager conditions an employment benefit or continuing employment on the employees acquiescence in the form of sexual behavior. 2. â€Å"Hostile† or â€Å"offensive† work environment sexual harassment. No employment benefits need be lost or gained, and this type of harassment may be engaged in not only by management, but also by coworkers or persons who are not even employed by the employer. An offensive work environment occurs where sexual jokes, suggestive remarks, cartoons, physical interference with movement such as blocking or following, and sexually derogatory comments create an offensive working environment. In determining when conduct is unwelcome, it†s important to determine is whether the victim indicated by his/her conduct that the sexual advance or conduct were unwelcome, not whether any participation was voluntary. The victim†s conduct may be totally passive, such as not laughing at sexual jokes. In determining whether a work environment is hostile, the conduct must be sufficiently severe and pervasive so as to alter the condition of the employee†s employment. Trivial or merely annoying conduct is not enough. A pattern of offensive conduct is generally required also. Unless severe, a single incident or isolated incident of sexual conduct or remarks will not be sufficient to show environmental harassment. Finally, the conduct will be evaluated from the objective viewpoint of a reasonable person facing the same conditions. The victim†s perspective will be used, not community standards or stereotypes of acceptable behavior. In California, an employer is strictly liable for the sexual harassing conduct of managers and supervisors in both the â€Å"quid pro quo† and â€Å"hostile environment† situation on the common law theory that holds an employer liable for injuries committed by employees during the course of their employment. The assumption is made that if the manager/supervisor did it, then the manager/supervisor knew about it, and therefore the company knew about it. The employer is liable for harassment of an employee by a co-worker and possibly even of non-employees, if the employer knew, or should have known, of such conduct and failed to take immediate and appropriate action. Sexual harassment also may occur where employment benefits are granted because of one employee†s submission to a supervisor†s request for sexual favors, but where other employees equally or better qualified to receive the benefits are denied them. If the employer did not know of the conduct, the FEHC will consider that the employer had notice unless the employer can establish that it took reasonable steps to prevent the harassment from occurring. Such reasonable steps may include having a sexual harassment policy in place, as well as providing sexual harassment training to supervisors and managers. Supervisors, managers, and employees must know and follow the company†s policy against sexual harassment. If a violation of company policy is found, a prompt and effective remedy should be provided to the complaining employee and disciplinary action taken against the harasser. The company can only determine whether company policy was violated. Supervisors and mangers should avoid making any statements or conclusions that illegal sexual harassment has taken place.