Does Leadership Affect Employee Commitment Management Essay

Does Leadership Affect Employee Commitment Management Essay In this thesis, the influence of different leadership styles, on the commitment of employees will be researched. According to the literature, commercial performances of companies depend on the commitment of employees. (Bovenlander en Timmer, 2007). However there are different interpretations of commitment. According to Sheldon (1971, p.143) commitment appears when the identity of the person (is linked to organization. Hall et al., (1970 p. 176) commitment appears when the goals of the organization and those of the individual become increasingly integrated or congruent In general one can argue that when commitment of the employees towards the company is high, this will have a positive influence on the organization. In fact, managers or leaders have an influence on the commitment and motivation among their employees. Managers have a great influence on their staff. They have an influence on the commitment of employees to achieve the business objectives. Earlier research points out that HRM investments provide a good job experience and thus commitment of the employees (Steijn, 2003). Not only HRM managers, but also other managers must ensure the commitment of the employees. Avolio et al. (2004) argued that leaders can have a positive influence on work motivation. They also argued that this study is not completed yet. Future research also needs to collect ratings of leadership, empowerment, and outcomes from multiple sources over time to adequately test the mediating effects of psychological empowerment on the relationship between transformational leadership and organizational commitment. (Avolio et al., 2004 p. 964) A lot of research is done about commitment and leadership, but which way of leadership is the best way to create commitment among employees? This reason makes this field a very interesting field of research. This literature review focalizes on different leadership styles and their influence on commitment. This will be examined in this paper, by means of a literature review. This will result in a clear and proper insight in commitment, leadership and the connection between these two variables. Problem statement How does leadership influence the commitment of employees? Research Questions An answer on the problem statement will be given by the following sub questions: What are the different leaderships styles and what are the characteristics of these styles? What is commitment and how can commitment be measured? How can leaders improve the commitment of their employees? Methodology This literature review will be a exploratory research. This is done on a descriptive basis. The typical approach for this thesis will be to rely on available literature: existing theses and studies from well-known scientists. (Sekaran and Bougie, 2009) For this research it is necessary to investigate the following variables: commitment and the different leadership styles and his characteristics. The results of this research will be the basis for further empirical research. Further empirical research will consist about the link between the variables commitment and leadership. The scientific papers that will be discussed are located on websites or the Tilburg Universitys library. Structure To give an answer to the main question of this thesis, how does leadership influence the organization with respect to work motivation, you first need to find an answer on the two sub questions. To give an answer on the sub questions, it is necessary to investigate the variables leadership and motivation. Regarding motivation it is important to know all the factors that may have an influence on the work motivation of employees. Leadership will be examined using two different styles. Namely transactional and transformational leadership. After that it is possible to connect leadership with work motivation. This will be the last chapter of the this thesis and will give you a clear and proper answer on the main question. Chapter 1: Leadership In the following chapter different leadership styles will be analyzed. What are the different leaderships styles and what are the characteristics of these styles? This question is the main question that will be answered in this chapter. Although several approaches to leadership, the distinction made between transformational and transactional leadership is the most prominent in the literature (Keegan and Den Hartog, 2004). Firstly, the different leadership styles will be described. After that transformational and transactional leaders will be further explained. Finally, a short conclusion will be made. 1.1 Leadership styles In this paragraph will be analyzed which leadership styles are mainly used by prominent researchers. In the second part of this paragraph these leadership styles will be further analyzed. A distinction between transformational and transactional leadership will be made. In the past, there have been several studies on leadership. So did Alice H. Eagly, Mary C. Johannesen-Schmidt (2001) research about the difference between the leadership styles of men and women. Eagly and Johannesen-Schmidt (2001) argued that women face more barriers to become leaders than men do. They try to make a distinction between female and male managers using transactional, transformational and Laissez-Faires leadership. Researcher Weber (1947) described four different leadership styles. He was one of the first who made a distinction between transformational and transactional leadership. Also prominent researchers did further research with respect to transformational and transactional leadership. Bass (1985) and Burns (1978) developed new thoughts on transformational and transactional leadership. Therefore is chosen only to discuss transformational and transactional leadership in this literature review. In the next paragraph these two styles will be further analyzed. 1.1.1 Transactional leadership Transactional leadership occurs when the initiative of one person towards others to make contact for an exchange of something valuable. (Burns,1978) (Bass, 1985) (Kuhnert and Lewis, 1987) Bass (1990) made a distinction between four types of transactional leaders. Contingent reward: The manager gives rewards if employees perform well by giving pay increases and advancement. But he also gives penalties if they do not perform well. Management by exception (active): A transactional leader only takes action when things went wrong. He is constantly looking for deviant behavior and then he takes corrective action. (Bass,1990) Management by exception (passive): In this typology the manager intervenes only if the standards are not met. Laissez-Faire: Some researches argued that this is a separate leadership style (Eagly and Johannesen-Schmidt, 2001), but Bass (1990) argued that this is a part of transactional leadership. A Laissez-Faire manager constantly avoids decision making, he takes no responsibility. Bass (1990) find this kind of leadership ineffective and, in the long run, counterproductive. Also he found out that the effectiveness of this style depends on the control that the leader has on the rewards or penalties. 1.1.2 Transformational leadership Transformational leaders are charismatic leaders, that is why they inspire their employees. Employees wants to identify with this leaders. They give each employee personal attention and treat them individually. He intellectually stimulates his followers and gives advice and coaches them individually. He gains respect and trust. He tries to solve each problem carefully (Bass, 1990). This is a general description of a transformational leader. In a more recent attempt to define a transformational leader, Avolio, B.J., Bass, B.M., Jung, D.I. and Berson, Y. (2003) made a distinction between four different types of transformational leaders: Idealized influence: These leaders are admired, respected and trusted. Followers identify with and want to emulate their leaders. Among the things the leader does to earn credit with followers is to consider followers needs over his or her own needs. The leader shares risks with followers and is consistent in conduct with underlying ethics, principles and values. (Avolio et al., 2003) Inspirational motivation: Leaders behave in ways that motivate those around them by providing meaning and challenge to their followers work. Individual and team spirit is aroused. Enthusiasm and optimism are displayed. The leader encourages followers to envision attractive future states, which they can ultimately envision for themselves. (Avolio et al., 2003) Intellectual stimulation: Leaders stimulate their followers effort to be innovative and creative by questioning assumptions, reframing problems and approaching old situations in new ways. There is no ridicule or public criticism of individual members mistakes. New ideas and creative solutions to problems are solicited from followers, who are included in the process of addressing problems and finding solutions. (Avolio et al., 2003) Individualized consideration: Leaders pay attention to each individuals need for achievement and growth by acting as a coach or mentor. Followers are developed to successively higher levers of potential. New learning opportunities are created along with a supportive climate in which to grow. Individual differences in terms of needs and desires are recognized. (Avolio et al., 2003) 1.1.3 LMX Leadership In the available literature there is done a lot of research with regard to the relationship between LMX and commitment. Howell en Hall-Merenda (1999) argued that LMX and transformational leadership can be seen as complementary. The effects of transformational leadership and LMX on the commitment of employees are equal. Consequently, when the term transformational leadership is used in this review it is also applicable to LMX. For this reason, in this thesis only the term transformational leadership will be used. Furthermore in this paragraph, LMX leadership will be shortly explained. The theory of a LMX is based on the fact that not every employee receives the same treatment from his leader. Every leader develops his own unique relationship with every individual employee. (Liden Maslyn, 1998). Every relationship of leaders and subordinates has his own characteristics with respect to the interaction between the leader and the subordinate. There are four different components who describe the relationship between a leader and his subordinate. Affection, loyalty, task-related behavior and respect. Affection is related to the like-factor. Loyalty means that the employee and leader publicly support each others behavior and character. Task-related behavior is related to the performance in the organization. Finally, respect is related to respect for each others professional knowledge and skills. (Liden Maslyn, 1998). Every relationship can have each of the different components. But it is also possible that all of the components are applicable on the relation. Close rel ationships can be characterized with confidence, respect, mutual influence and likeability. These relationships, with a high LMX, are called in-group. Opposite relations, thus not a close relationship, is just a work relationship because of the contract that is signed. These relations, with a low LMX, are called out-group. (Dansereau, Graen, Haga, 1975). Thus, the theory of Leader-Member Exchange argued that every relationship between a leader and a subordinate is unique and develops in course of time. 1.4 Conclusion This paragraph is a short conclusion about leadership. In the foregoing paragraphs there is an overview of what types are mainly used and most successful. In this paragraph a comparison between transformational and transactional leadership will be made. There is much literature available about leadership. As mentioned above Howell en Hall-Merenda (1999) argued that LMX and transformational leadership can be seen as complementary. For this reason, only transformational leadership will be discussed in this thesis. However, there is no clear agreement with reference to transactional and transformational leadership. Bass (1985) suggested that the best way of leadership is a combination between these two styles. But actually all researchers agree with the fact that only transactional leadership is outdated. Managers who behave like transformational leaders are more likely to be seen by their colleagues and employees as satisfaction and effective leaders than are those who behave like transactional leaders (Bass,1990). As mentioned above transactional leaders can be effective in clarifying the expectations and organizational objectives, but in the long run its ineffective and counterproductive. Bass (1990) also argued that you need to operate as a transformational leader to improve the performance of employees. Several researchers pointed out that there is a positive relationship between transformational leadership and performance, reported in the literature. (Avolio et al., 2003). As mentioned above, in the introduction, commitment is one of the factors that has an influence on the performance. Chapter 2: Commitment This chapter will cover the concept of commitment. Mowday, Porter, and Dubin (1974) suggested that highly committed employees may perform better than less committed ones This further demonstrates that commitment needs to be investigated. In the first paragraph will be explained what commitment actually is according to several researchers. In the second paragraph, the question that will be answered is how commitment can be measured. Finally, a short conclusion about commitment will be given. 2.1 What is commitment? There is a great amount of research done about commitment. It is impossible to give one definition about commitment. Every researcher has his own approach towards commitment, they all have their own interpretation. In this research commitment will be described using uni-dimensional commitment and multi-dimensional commitment. 2.1.1 Uni-dimensional commitment One of the first researches from Mowday, R.T. , Steers, R.M. and Porter, L.W. (1979) argued that many of these definitions focus on commitment-related behaviors. For example when we talk about someone becoming bound by his actions or behaviors that exceed formal and/or normative expectations, we are in effect focusing on overt manifestations of commitment (Mowday et al., 1979). Several researchers described affective commitment in terms of an attitude, as mentioned in the introduction. The identity of the person (is linked) to the organization (Sheldon, 1971, p. 143) or when the goals of the organization and those of the individual become increasingly integrated or congruent ( Hall et al., 1970 p. 176) Cohen (2007) argued that affective commitment is highest and deepest form of the organizational commitment. Further on in this paper commitment will be measured, so only the definition of Porter will be discussed. According to Porter an employee is committed to an organization when he or she identifies themselves with the organization and he or she is involved in the organization. Mowday et al. ( 1979) defined three characteristics related to commitment: a strong belief in and acceptance of the organizations goals and values. a willingness to exert considerable effort on behalf of the organization. a strong desire to maintain membership in the organization. 2.1.2 Multi-dimensional commitment The description of uni-dimensional commitment is the classical approach of commitment and made years ago. More recent attempts to give a clear insight commitment points out that uni-dimensional commitment, as earlier described not covers the whole part of commitment. It only covers the part of affective commitment. (Hackett, Bycio Hausdorf, 1994) There are three distinct types of commitment (Meyer Allen, 1991) : Affective commitment Continuance commitment Normative commitment Affective commitment refers to the employees emotional attachment to, identification with, and involvement in the organization. If an employee has a strong affective commitment, he wants to continue his employment because he want it to do. (Meyer Allen, 1991). This is the part as mentioned above in affective commitment. Continuance commitment and normative commitment complete the multi-dimensional commitment. Continuance commitment refers to an awareness of the costs associated with leaving the organization. Employees who primary link to the organization is based on continuance commitment remain because they need to so. (Meyer Allen, 1991). Normative commitment reflects a feeling of obligation to continue employment. Employees with a high level of normative commitment feel that they ought to remain with the organization. (Meyer Allen, 1991) Thus, employees with a strong affective commitment remains with the organization because they want it. Employees with a strong continuance commitment wants to remain with the organization because they need it. And employees with a strong normative commitment remains with the organization because they ought it. Meyer Allen (1991) argued that affective, continuance and normative commitment will be seen as components and not as different types of commitment. Each component is influenced by his own antecedents. The rate of affective commitment is related with your personal characteristics and work experience. Continuance commitment is determined by personal characteristics, alternatives and investments. Thus, when a employee has no other alternatives for what he is doing now he will continue with the organization. Investments, also known as side bets, means everything that an individual invests in a relationship, such as efforts, time and money, that would be lost or decreased when the individual would end the relationship. The rate of normative commitment is related with the antecedents personal characteristics, socialization experience and organizational investments. Normative commitment develops as a result of socialization experience that gives morale pressure to remain with the organization. Organizational investments comes from the receiving of much advantage by the employee. The employee wants to pay it back (Bovenlander, 2007). In the appendix is shown a figure the relationships between the expected antecedents, forms of commitment and the expected results according to Meyer Allen. 2.2 How can commitment be measured? The main question of this paragraph is how commitment can be measured. Researchers did several approaches to measure commitment. There is a large amount of approaches to measure commitment, but in the foregoing paragraph commitment is defined as uni-dimensional commitment and multi-dimensional commitment. These two explanations will be used to measure commitment. To measure commitment, Mowday, Steers and Porter (1979) developed the Organizational Commitment Questionnarie (OCQ). This questionnaire consists of fifteen different statements, which try to measure the three commitment related characteristics as mentioned in the foregoing paragraph. In the appendix are the fifteen statements according to Mowday et al., (1979). More Meyer Allen argued that this approach to measure commitment only measures the part of affective commitment. To measure the three parts of commitment, affective commitment, continuance commitment and normative commitment, they developed the Three-Component Organizational Commitment Scale. This scale consists of several statements, each component of commitment can be measured by his own statements. Listed below are some examples of the Three-Component Organizational Commitment scale according to Meyer Allen in several studies. Affective Commitment I would be very happy to spend the rest of my career with this organization I really feel as if this organizations problems are my own Continuance Commitment Right now, staying with my organization is a matter of necessity as much as desire It would be very hard for me to leave my organization right now, even if I wanted to Normative Commitment I do not feel any obligation to remain with my current employer Even if it were to my advantage, I do not feel it would be right to leave my organization now The Three-Component Organizational Commitment Scale appears to be a reliable scale to measure affective, calculative and normative commitment. The model and the measurement instrument focus especially on the commitment of a whole organization. In a later stage this model is also translated towards other objects of commitment, such as the appeal to test the generalization of the model. How an employee behave on his work depends on the organizational commitment and the occupational level. The occupational level is the level of commitment with reference to the profession itself. The three components of commitment with the profession are associated with variables who measure the antecedents of commitment as mentioned above. Meanwhile it point out to be that a high organizational and occupational commitment lead to performance improvements and low staff turnover. (Meyer Allen, 1993) 2.3 Conclusion In this paragraph a short conclusion about commitment will be given. The most complete form to describe commitment is the Multi-Dimensional way. According to this description of Meyer Allen commitment consists of three components. The affective component, the continuance component and the normative component. In fact, employees with a strong affective commitment remains with the organization because they want it. Employees with a strong continuance commitment wants to remain with the organization because they need it. And employees with a strong normative commitment remains with the organization because they ought it. These components where influenced by the different antecedents as shown in the figure of paragraph 2.1. In an approach to measure affective commitment Mowday et al., (1979) developed a Organizational Commitment Questionnarie (OCQ). To measure affective, continuance and normative commitment, Meyer Allen developed the Three-Component Organizational Commitment Scale. It measures the three different components of the Multi-dimensional commitment. This model appears to be a reliable scale to measure commitment. A positive organizational and occupational commitment lead to performance improvements and low staff turnover. This could be a very interesting outcome for organizations and managers. Chapter 3: Commitment and leadership As mentioned in the introduction transformational leadership has a positive connection with organizational commitment. (Avolio et al., 2004). In the two foregoing chapters of this research leadership and commitment is discussed. In the first paragraph the connection between leadership and commitment will be described. Additionally will be explained what exactly this connection is and an answer on the main question of this research will be given: What is the influence of leadership on the commitment of employees? 3.1 Connection between leadership and commitment The following chapter will provide information about the link between commitment and leadership. First, shortly will be explained which connection there is between leadership and commitment according to the two foregoing chapters. Commitment is one of the factors that have an influence on the performance. And as mentioned in a foregoing chapter, several researches pointed out that there is a positive relationship between transformational leadership and performance, reported in the literature (Avolio et al., 2003, 2004). Bass (1990) also argued that you need to operate as a transformational leader to improve the performance of employees. Thus, the conclusion that transformational leadership has an influence on the organizational commitment can be made. Transactional leadership will not be discussed in this chapter, because researches cannot find a positive connection between transactional leadership and organizational commitment. As mentioned above transactional leadership is ineffective en counterproductive on the long run. 3.2 Transformational leadership and affective commitment Earlier research points out that it is mainly the part of affective commitment of an employee who is related to various organizational issues as leadership. (Purcell Hutchingson, 2007). As mentioned in the foregoing paragraph there is only a positive connection between transformational leadership and commitment. Thus, this review will only cover the part of transformational leadership and his connection with affective commitment. According to Truckenbrodt (2000) appears that a high quality of exchange between leader and employee lead to a high organizational commitment. And a low quality of exchange lead to a low organizational commitment. In practice, a high quality of exchange means that a leader gives an employee responsibility. A leader involves the employee in the decision making and gives him autonomy. Several researchers pointed out that a high quality relationship between a leader and an employee creates more commitment among the employees. (Gernster and Day, 1997) (Basu en Green, 1997) As mentioned earlier in this paragraph, there is a positive connection between affective commitment and transformational leadership. Which means that when a leader operate as a transformational leader and the quality of exchange is high, it creates high affective commitment among employees. The rate of affective commitment is related with personal and organizational factors and characteristics and work experience of an employee. So, now it is clear that there is a relation, and what that relation is. However, it is interesting to know how leaders can have an influence on this and so create a high quality of exchange. According to Shamir, House, Arthur (1993) transformational leaders are capable to have an influence on the organizational commitment of employees by promoting higher levels of intrinsic value associated with goal accomplishment, emphasizing the linkages between follower effort and goal achievement, and by creating a higher level of personal commitment on the part of the leader and followers to a common vision, mission, and organizational goals. But how can transformational achieve these goals. Avolio (1999) argued that transformational leaders influence followers organizational commitment by encouraging followers to think critically by using novel approaches, involving followers in decision-making processes, inspiring loyalty, while recognizing and appreciating the different needs of each follower to develop his or her personal potential. In summary, transformational leaders can have an influence on the affective part of commitment. They need to get their employees involved by the organization. There are different components that has an influence on the commitment. For example, the involvement of an employee in the decision-making is an important issue to create commitment among employees. 3.3 Psychological influence on commitment of employees Another issue that cannot be underestimate is the psychological influence that transformational leaders can have on organizational commitment. In this paragraph will be explained what several researches suggested about this subject. Transformational leaders can have an influence on several aspects such that employees are capable to get everything out of themselves (Lowe et al., 1996). Aspirations, identities, needs and preferences are some of these aspects that Lowe et al. (1996) argued about in his literature review. Transformational leaders are able to ensure that employees wants to identify with them. Transformational leaders have the potential to make clear towards their employees how essential a wealthy career and future is. That is how they can create committed and motivated employees, because their employees want to meet this expectations (Avolio et al., 2004). As mentioned earlier commitment is one of the factors that has an great influence on performance. Several researches pointed out that these leaders try to create a working climate which results in good performances. They try to do it with their enthusiasm, high moral standards, integrity, and optimism and provide meaning and challenge to their followers work, enhancing followers level of self-efficacy, confidence, meaning, and self-determination (Avolio et al., 2004). Leaders are constant seeking for different ways to let employees perform well. Transformational leaders wants give their subordinates new insight of getting things done. They try to intellectual stimulate them. (Bass Avolio, 1997). As mentioned earlier it is from great importance to give employees responsibility and getting them involved in the decision-making. The more committed an employee is, the better the performance. Hughes, Ginnett, Curphy (1999) argued that an intensive supervision by means of coaching, giving feedback and encouragement, ensure that the self-confidence of an employee in his performance increases. This occurs through a transformational leader, who try to have close ties with every employee, so that he or she knows exactly what is in the employees mind. Shamir (1995) suggested that physically close leaders have a greater opportunity to show individualized consideration, sensitivity to followers needs, and support for the development of employees. Transformational leaders, as mentioned above, who knows exactly what is in the mind of an employee, give intense supervision, give feedback and so on, are called close leaders. Leaders with a less close relationship, which are on distant of their employees are named, as the term suggest, distant leaders. Close leaders have a very positive effect on organizational issues as performance and commitment. Thus, when an employee believes that their leader involves them in the organization, due to the foregoing ways, they feel a high commitment towards the organization. 3.4 Conclusion In this paragraph a conclusion about the connection between commitment will be summarized. In fact, an answer on the main question of this research will be given. How does leadership influence the commitment of employees? Avolio et al. (2004), suggested that transformational leadership has a positive connection with organizational commitment. Commitment is one of the factors that have an influence on the performance. So commitment could be a very interesting organizational issue for transformational leaders. Earlier research points out that it is mainly the part of affective commitment of an employee who is related to various organizational issues as leadership. (Purcell Hutchingson, 2007). Thus, transformational leaders can have an influence on the affective commitment of employees. Several researchers pointed out that a high quality relationship between a leader and an employee creates more commitment among the employees. (Truckenbrodt, 2000) (Gernster and Day, 1997) (Basu and Green, 1997) An interesting question that now arises is, how transformational leaders can ens

Human Services Essay

The book, â€Å"Men are from Mars, Women are from Venus† by John Gray, generally, explores the claim that men and women are different and it is this difference that makes relationships fail and/or succeed. Using an allegorical backdrop, he presented his hypothesis by narrating how men originally was from Mars, where, they value success, titles and positions and how women originally was from Venus, where they value relationships, communication and empathy. At a particular point, lives on both planets became meaningless until a Martian glimpsed a Venetian and the Venetians felt loved and cherished, thus, they fitted the gap missing in their lives and opted to live on earth. This story was carefully enhanced as each personality is explored, taking into account their background, their reactions, feelings, expectations as well as coping mechanisms. I can see how positive Gray is, in pursuing his claim, presenting the facts, examples as well as possibilities of the situation. I can also say that most of his concepts are true – that women are indeed very â€Å"emotional† and that men are very â€Å"logical†. On the other hand, this will only be applicable for couples who are willing to make a relationship work. I do not think this will work effectively in a relationship where, let’s say, the man does not understand how a woman think or where a man does not know that women are like â€Å"tides†. I think in the end, women are still going to give – that they will still be â€Å"trapped† in such situation where they have no choice but to give and obliged to understand men. In a way, I don’t like the idea that men fill in the void the women feel when they encounter their down moments. I don’t like the idea that a Venetian is in need of a Martian. Perhaps, I’m just in a rebellious state that I feel that way but I never liked the idea that a woman can’t live without a man in her life. I believe that women are able and are very capable to sustain a living. Such that if a woman is being beaten by her husband, or if a woman is being abused, or if a man validates his vices as a coping mechanism when he is in his cave, the woman has every right to fight back or even leave her husband. She shouldn’t disregard her needs as a woman just because she is waiting for her husband to come out of his cave or have his rubber band pulled back. She shouldn’t let anybody step over her boundaries just because she is naturally, understanding. In the field of human services, the information about men and women will greatly help in dealing with people. It’s hard to separately discuss how acting out, catharsis and repression is related to concepts mentioned in the book so I will be citing possible examples instead. In cases of teenage drug abuse, it is important to trace how it started, or particularly, why it did. Getting these people to talk, be it a man or a woman is never easy. For one, their current coping mechanism may be a result of continuous nurturing of repressed emotions. While time is a big element in these types of situation, using Gray’s concepts teach us to allow them space until they are ready to discuss their issues. Force rarely works in these scenarios, nor is immediate rehabilitation. For youngsters, parents’ participation in this process is very crucial as children may have repressed emotions that need attention. Parents should be educated on â€Å"how to listen† while children will have to be â€Å"advised† on how to â€Å"accept† or â€Å"communicate. † For adults, one’s behavior or treatment greatly matters. Gray’s notes on how to motivate a man or a woman, or encourage them to talk will help in these types of scenarios. In child abuse or rape cases, they say it’s far easier to assign a woman to interview the victims. This is true, because women in general, know how to empathize with the victims as well as understand the situation. Men, normally, try to put on their â€Å"Mr. Fix It Personality† to help a victim feel better – which rarely works and usually pushes the victims into their own comfort zones – choosing not to talk, instead. Gray’s notes on how to make people talk starts from the very basic – being silent and being ready at any time to accommodate the victim. In dealing with the elderly or senior citizens, it will be very different. The provider has to understand that not only does gender matter here but also the psychosocial stage a person is in. Dealing with senior citizens do not constitute a relational aspect, some may even feel insulted if you try to look at it in that perspective. Gray’s ideas in considering the person’s culture (or background) and understanding the person’s individuality (gender and personality) will help in making such relationship fruitful and successful. Health services may seem very specific and require lesser attention or relational aspect. This is true. In a manner of speaking, health provided is based on the results of a test or exam conducted/surveyed on a specific community. On the other hand, some people may refuse to accept help or decline it outright; thinking that they don’t need it or their pride has been insulted. Thus, it is important for health providers to be relational, helping people understand the benefits of the help being provided so that it can be accepted more freely. Imagine, how you can convince a tribe or group to accept vaccine if they had been practicing herbal medicine all throughout their lives? Or how you can convince a community to take advantage of vaccines when their families have opted not to take them for the longest period of time? Although, I believe this is very rare, Gray’s concepts will help a person get acquainted with his/her patients by merely taking into account how men and women vary in reacting to various factors. Knowing that Gray focused on how to make relationships work, it becomes easier to apply his concepts to something general, such as human services – where people deal with other people. Gray’s concepts may even be applied or associated to a group, for Martians did belong to one culture and Venetians belong to another, and very likely, together they share or may have built a different culture too. With this in mind, relating to others will become an everyday adventure, rather than a routinary assumption and prediction of behaviors. It will constitute facts and bases on how personalities can be so similar, yet so different.

Globalization, Ethics and Islam Essay

Ian Markham in his book stated his view of religion and its value to human race. Just like the view of Said Nursi, his source of ideology, he firmly believed in world peace that is founded on deep religious ethics. For Markham, all religions of the world have responsibility and authority in keeping moral ethics alive in the society. This is contrary to the view of Alasdair MacIntyre who claimed that â€Å"there are adequate non-religious alternative foundations for ethics† (p. 66); Aristotle who said that moral assertion is â€Å"an intelligible framework† (p. 68); and other names in history like Kant, Hume. Globalization therefore, will make its sense in the absence of hate and war, and in upholding ethical values instituted in religious beliefs worldwide. Though he accepts justification for ethics of other religion, yet he believes that Islam faith could draw clearly the idea of ethical system. Religions of the world should establish its own paradigm of ethics for Markham puts it, â€Å"†¦ because moral factors should (and in practice – do) shape our public life† (p. 68). He further added, â€Å"The basic commitment to decency in our public discourse is a moral judgment that the public square needs. † Furthermore, Markham also believes that the place of religion is private and not public, which he meant that the State should not control the citizens’ beliefs and practices but the same should not allow any public expression of religious belief for â€Å"public disorder would ensue† (p. 67). Therefore, as Markham tried to explain, religion has greater responsibility in maintaining world peace if it holds to the principles of morality and ethicss; for only when faith made sense, ethical framework would not have any sense either. Comparative Analysis of Markham’s View and Thomas Michel’s on Issue of Ethics and Globalization Thomas Michel the advocate of Catholic faith believes that there are similarities in his view and that of Markham on issue of religion and world peace, which he called â€Å"the ethics of peace† (p. 37). He recognized the contribution of these two great persons to the topic. Pope John Paul II on World’s Day in 2002 delivered a message that proposed, â€Å"True peace must rest on †¦justice and forgiveness† (p. 37). Pope explained that peace in form of ‘cease-fire’ only amplify the issue; while peace may be attained by getting to the â€Å"heart of the conflict and try to heal human relations† (p. 38). He added, when there is oppression or injustice peace is impossible. The resolution for world peace according to Pope is justice in forms of moral virtue and legal guarantee; these, he believed are the elements of international system of relations among peoples – â€Å"full respect for rights and responsibilities† (p. 38). This concept is closely related with the idea presented by Markham in which, religion has to stand on idea of having moral and ethical standard established and practiced in the society. Markham clearly emphasized in his book that the world â€Å"needs deeply committed orthodox, exponents of each tradition to outline an ethical system that is both true to the beliefs and practices of that tradition† (p. 65). The Pope emphasized in the message the importance of justice and forgiveness as virtues people must embrace to have peace. Qur’an teaches about patience, which is a predominant virtue in that book. Yusuf 12 verse 90 of Qur’an says, â€Å"One who is mindful of God and patient indeed God will not forfeit the recompense due to those who do good. † Work Cited Markham, Ian S. and Ozdemir, Ibrahim. Globalization, Ethics and Islam: The Case of Bediuzzaman Said Nursi. Burlington, USA: Ashgate Publishing, Ltd. , 2005

Should You Ask a TA for a Recommendation Letter

Recommendation letters are an essential part of the graduate school application because they represent faculty evaluations of your competence and promise for graduate study. As applicants first consider the process of soliciting recommendation letters, many initially lament that they have no one to ask. Usually, this is not the case. Many applicants are simply overwhelmed and do not know who to ask. As they consider possibilities many applicants conclude that a teaching assistant knows them well enough to write a helpful recommendation letter. Is it a good idea to request a letter of recommendation for graduate school from a teaching assistant? The Teaching Assistant’s Role in the Classroom Frequently students take courses taught at least partially by teaching assistants. The exact duties of teaching assistants (TAs) vary by institution, department, and instructor. Some TAs grade essays. Others conduct labs and discussion sections of classes. Still, others work alongside faculty in course planning, preparing and delivering lectures, and creating and grading exams. Depending on the professor the TA may act much like an instructor with supervised control of the course. At many universities, students have lots of contact with TAs but not as much as faculty members. Because of this, many applicants feel that a TA knows them best and is able to write on their behalf. Is it a good idea to request a recommendation letter from a teaching assistant? Who to Ask for a Recommendation Your letter should come from professors who know you well and can attest to your abilities. Seek letters from professors who taught courses in which you excelled and those with whom you have worked. Most students have no difficulty identifying one or two faculty members who are well qualified to write on their behalf but the third letter is often very challenging. It may seem like the instructors you have the most experience with and who perhaps best understand your work are TAs. Should you ask for a recommendation letter from a TA? Generally, no. Teaching Assistants are Not Preferred Letter Writers Consider the purpose of the recommendation letter. Professors offer a perspective that graduate student teaching assistants cannot. They have taught a greater number of students for a greater number of years and with that experience, they are better able to judge applicants’ abilities and promise. Moreover, graduate programs want professors’ expertise. Graduate student teaching assistants do not have the perspective or the experience to judge potential or provide a recommendation as they are still students. They have not finished their Ph.D.s, are not professors nor do they have professional experience to be able to judge an undergraduate potential for success in graduate school. In addition, some faculty and admissions committees hold a negative view of recommendation letters from TAs. A recommendation letter from a teaching assistant might damage your application and reduce your odds of acceptance. Consider a Collaborative Letter While a letter from a TA is not helpful, a TA might provide information and details to inform a professor’s letter. The TA may know you better than a professor in charge of the course, but is the professors word that has more merit. Speak with the TA and the professor to request a letter signed by both. In many cases, the TA might provide the meat of your letter – the details, the examples, the explanation of personal qualities. The professor may then weigh in as the professor is in a better position to evaluate you and to compare you with current and prior students. If you seek a collaborative letter be sure to give information to both the TA and professor to ensure that both have the information they need to write a helpful letter of recommendation