Radio Frequency Identification :: Technology, Electromagnetic Radio Waves

RADIO FREQUENCY IDENTIFICATION Introduction RFID is a technology which enables detecting and identifying objects using electromagnetic radio waves. This is processed through exchange of information between a reader and a tag being attached to the object that includes the data associated with the object. This can be used to detect and classify vehicles, animals, patients, shipment goods and airline baggage. [1] RFID technology involves two main components, they are transponders which are also known as tags or labels, contain the relevant information about the object and other the interrogators, also known as readers or transceivers, that extract the data from the tags. These tags can be passive or active tags. Passive tags use the energy from the EM radiation of the reader for its processing, where as active tags receive power from an internal battery for its processing and communication with the reader. An integrated electronic circuit is embedded in tags for storage and processing operations and an antenna that transmits and receives the RF signal. [2] Figure : components of RFID Source : http://www.docstoc.com/docs/17328767/Draft-SP800-98 The tags used in RFID are enabled with read-write operations, with a large storage capacity. Data can be modified any number of times. Tag and reader act as two way radio communication in which each antenna carries the modulation and demodulation of RF signals, with operation frequency ranges from low frequency to UHF. As radio waves are used, RFID does not require line of sight for communication and the operating distance between the reader and tag varies according to the frequency range from few centimetres to few meters. [3] [1] http://en.wikipedia.org/wiki/Radio-frequency_identification [2] [3] http://www.docstoc.com/docs/17328767/Draft-SP800-98 History The start of RFID took place in 1915, by the British with a system called IFF, which means Identification Friend or Foe. In 1940, during Second World War, the first installation of IFF transponder was in a German aircraft named FUG. [4] Leon Theremin, in 1945 invented a device which retransmits an incident radio wave and audio information. This passive device which was activated from an external source became the forerunner for RFID technology. [5] The concept of RFID came into existence in 1973 when Mario Cardullo invented a passive transponder which emits information when activated by an interrogating signal and consisted a 16bit memory unit for storage purposes. [6] In 1973, at the Los Alamos National Laboratory, Steven Depp, Alfred Koelle, and Robert Freyman developed the RFID tag system that uses 12bit tags, operating at 915 MHz. [7] After many years of research RFID tags came out with active tags that eliminated the use of external power source.

Grapes of Wrath and Migration Experience Essay

The novel, â€Å"The Grapes of Wrath† by John Steinbeck, takes you on a chronicle of one family’s migration, from Oklahoma to California as a result of exodus. The family is forced to migrate west in search of a livelihood during the great depression of the 1930’s. The structure of the chapters in this book alternate between narrating the journey of the Joad family with descriptions of the westward movement of migrant farmers in the 1930s as they flee drought and industry. Steinbeck, a native of California, draws from first hand experiences to guide the reader not only along the journey of one family in particular, the Joad’s but, to also expose the desperate conditions of migrant farming-families faced during the great depression in America. The Joad family was a part of a migration of people called â€Å"okies† which were farmers from the southwest that migrated westward in search of opportunity. The Okies were farmers whose topsoil blew away due to dust storms and were forced to migrate along Route 66 to California in search of work. The Okies were resented for migrating in large numbers to areas in the West where work was already hard to find and the sudden multitude of workers caused wages to be lowered. The Joad’s reside in Oklahoma, referred to as the â€Å"Dust Bowl† of the U. S . because of its lack of rain. The Joads’ were sharecroppers evicted from their homes because they failed to pay the bank their loan payments to the Shawnee Land and Cattle Company. The entire area was being evicted by the land owners, forcing sharecroppers’ to leave all that they have ever know and cared for behind in search of a sustained life elsewhere. The novel opens up by introducing the main characters and painting a picture of a dried up withering Oklahoma farming region. Released from an Oklahoma state prison after serving four years of a manslaughter conviction, Tom Joad makes his way back to his family’s farm amid the desolation of the Dust Bowl. He meets Jim Casy, a former preacher and the man who baptized Tom as a child. Tom gives the old preacher a drink from his flask of liquor, and Casy tells Tom how he decided to stop preaching. He admits that he had a habit of taking girls â€Å"out in the grass† after prayer meetings and tells Tom that he was conflicted for some time, not knowing how to reconcile his sexual appetite with his responsibility for these young women’s souls. Eventually, however, he came to the decision that â€Å"there ain’t no sin and there ain’t no virtue. There’s just stuff people do. It’s all part of the same thing. † No longer convinced that human pleasures run counter to a divine plan, Casy believes that the human spirit is the Holy Spirit. Jim accompanies Tom to his family’s farm; when they find it deserted, fronted by withered crops, they find Muley in that house. Muley is an old family friend that stayed behinde while his family leaves for California to tend to his rightful land. He explains haltingly that a large company has bought all the land in the area and evicted the tenant farmers in order to cut labor costs. The three men proceed forward traveling to Tom’s Uncle John’s house, where they find the Joads preparing for a long trip to California in search of work. The entire family has gone to work picking cotton in hopes of earning enough money to buy a car and make the journey to California. Large California landowners have poster announcement for employment throughout western Oklahoma, and Ma and Pa Joad have decided to move their family their; evicted from their farm by the bank that owned it, they feel as though they have no choice. Once Tom has been reunited with his family, in the following chapters, the narrator assumes the voice of generic tenant farmers, expressing what their possessions and memories of their homes mean to them. The farmers are forced to pawn most of their belongings, both to raise money for the trip and simply because they cannot take them on the road. Steinbeck makes it apparent during this section of the novel that he believes that the economic system makes everyone a victim—rich and poor, privileged and disenfranchised. All are caught â€Å"in something larger than themselves. † This is used to give reference to the bigger picture of society and how situations dictate undesired behavior. In a sense it was a way of taking some hatred off the people hired to kick people off their lands because these people too lost their livelihood. When the time comes to leave, Muley Graves bids the family good-bye, but Grampa suddenly wants to stay. He claims that he aims to live off the land like Muley and continues to protest loudly until the Joads lace his coffee with sleeping medicine. Once the old man is asleep, the family loads him onto the truck and begins the long journey west. When the families leave the farms, the land if left vacant, and is worked by people with no connection to the land. This is used to drive home a theme of man and his relationship to the land as a symbol of ownership. Such a separation between work and life causes men to lose wonder for their work and for the land. As the Joads make their way down highway 66, it is described as being backed-up and filled with broken down poor farmers getting ripped off by auto repair shops selling parts. Steinbeck suggests that the hardships the families face stem from more than harsh weather conditions or simple misfortune. Human beings, acting with calculated greed, are responsible for much of their sorrow. Such selfishness separates people from one another, disabling the kind of unity and brotherhood that Casy deems holy. It creates an ugly animosity that pits man against man, as is clear in Chapter 12, when a gas station attendant suggests that California is becoming overcrowded with migrants†. Steinbeck uses Pa Joad to embody the desire to be connected with the land, this is displayed by his willingness to stay back from his family to tend and live off his native soils. Conversely Jim Casy represents the focus of the family and it’s the most important aspect is to stay together. Ma Joad also represents the glu holding the family together and the backbone of the family unit. The family reaches Oklahoma City, while here they suffer the loss of their dog, and Grandpa Joad, and are forced to give them informal funerals due to a lack of money. After suffering such a major loss, the family picks up new passenger the Wilson’s a family they met broke- down on the side of the road. A few days down the road the family gets told by a car salesman that implications of open jobs in California are false. This brings a large sense of worry among the family because there survival depends on the opportunities waiting in California. At this point of the novel the many amilies traveling along the road have come together as one family creating a sense of comfort and belonging. The people have created rules and enforcement of law; this is a drastic change in identity and life. They are no longer farmers but migrant men. The family reaches California, marking a major shift in the journey. Once in California, the family is warned by Ma that the family is falling apart, as a result of the passing Grandma and the separation from the Wilson’s. Coming after two sets of dire warnings from ruined migrant workers, Granma’s death bodes especially ill for the Joads. They now seem fated to live out the cautionary tales of the men they have met in Chapters 16 and 18, who now seem like predictors of the future. Before the Joads even set foot on its soil, California proves to be a land of vicious hostility rather than of opportunity. The unwelcoming attitudes of the police officers and border guards seem to testify to the harsh reception that awaits the family. Once in California the family is forced to move north by authority, which do not take a liking for the okies. The family reaches a camp where they stay for a little while. This camp was a squatter settlement of okies with no food or work to speak of. This is an unsettling feeling for the Joads and a sense of anguish settles over the family. A man come into the came looking for people to work, but he does not have the proper papers and will not disclose the wages to the workers. This creates skepticism by for the okies and a scuffle breaks out. Which results in Jim Casy taking the blame for Tom knocking out a police officer. The men take Jim Casy away and the Joads flee in search of safety and work. The family finds work in a peach orchard where they get paid 5 cents a basket. That evening, Al goes looking for girls, and Tom, curious about the trouble on the roadside, goes to investigate. Guards turn him away at the orchard gate, but Tom sneaks under the gate and starts down the road. He comes upon a tent and discovers that one of the men inside is Jim Casy. Jim tells Tom about his experience in prison and reports that he now works to organize the migrant farmers. He explains that the owner of the peach orchards cut wages to two-and-a-half cents a box, so the men went on strike. Now the owner has hired a new group of men in hopes of breaking the strike. Casy predicts that by tomorrow, even the strike-breakers will be making only two-and-a-half cents per box. Tom and Casy see flashlight beams, and two policemen approach them, recognizing Casy as the workers’ leader and referring to him as a communist. As Casy protests that the men are only helping to starve children, one of them crushes his skull with a pick handle. Tom flies into a rage and wields the pick handle on Casy’s murderer, killing him before receiving a blow to his own head. He manages to run away and makes it back to his family. In the morning, when they discover his wounds and hear his story, Tom offers to leave so as not to bring any trouble to them. Ma, however, insists that he stay. They leave the peach farm and head off to find work picking cotton. Tom hides in a culvert close to the plantation—his crushed nose and bruised face would bring suspicion upon him—and the family sneaks food to him. Word gets out that Tom is a murder and is forced to leave his family. Before he leave he has a hear to heart with his mother, he speaks of Jim Casy and his way of spirituality for the greater good. As Tom leaves his family to fight for social justice, he completes the transformation that began several chapters earlier. Initially lacking the patience and energy to consider the future at all, he marches off to lead the struggle toward making that future a kinder and gentler one. The Joads are left to work on the farm but, then there is a six day flood that wipes away the families cars and settlement. This forces the family to set off on foot for higher ground. Al decides to stay with the Wainwrights and Agnes. Traveling on foot, the remaining Joads spot a barn and head toward it. There, they find a dying man and small boy. The boy tells them that his father has not eaten for six days, having given all available food to his son. The man’s health has deteriorated to such an extent that he cannot digest solid food; he needs soup or milk. Ma looks to Rose of Sharon, and the girl at once understands her unstated thoughts. Rose of Sharon asks everyone to leave the barn and, once alone, she approaches the starving man. Despite his protests, she holds him close and suckles him. This is the closing of the book, which for me is an amazing ending. It was symbol of family and the fight for the greater good of the common people. Analysis In the Grapes of Wrath, we are taken along side a family of okies, who are forced to migrate west. Through this journey we can use the insights of the suffering the migrants went though to better understand the immigrant experience. Throughout history outsiders have driven people off their native land. They fall victim to the physical and environmental forces that drive them off the land. Immigrants or in this case migrant workers are labeled as trash and are used as capital gain and cheap labor. This is due a lack of options and the people are forced to work for unfair pay and to be treated unjust. The Dust bowl was an ecological and human disaster in the Southwestern Great Plains regions of the United States in the 1930’s. The areas affected were Oklahoma, Texas, New Mexico, and Colorado. The poor handling of the land and years of drought caused this great disaster (Jones â€Å"History†). During this time the â€Å"Okies†Ã¢â‚¬â€œa name given to the migrants that traveled from Oklahoma, Texas, Kansas, or anywhere in the Southwest or the northern plains to California–encountered many hardships. These hardships are brilliantly shown in John Steinbeck’s The Grapes of Wrath. Scholars agree, â€Å"The most important fact about the dust storms was not scientific but human: their tragic effect upon people seeking livelihood on the stricken Midwestern farms† (French 4). Steinbeck believed society was inhumane to the Okies and through his novel we can account for how the Okies were treated. By looking at Steinbeck’s own personal background and information from historical commentaries we are better able to grasp his reasoning for writing the novel because he understood what it was like to grow up as a farmer, and an outsider. More importantly, however, we are able to share in his compassion for the Okies. To fully understand Steinbeck’s reasoning for writing the novel it is important to look at his family and where he grew up. John Ernst Steinbeck was born on February 27, 1902, in Salinas California. His parents were middle-class people who played many roles in the community and cultural life. His father worked as a manager of a flourmill, and his mother taught in a one-room rural school (Swisher 13). Steinbeck’s compassion for the Okies is clearly seen in passages like, this: â€Å"The Okies are resourceful, and intelligent Americans who have gone through the hell of the drought, have seen their lands wither and die and the topsoil blow away: and this, to a man who has owned his land, is a curious and terrible pain† (French 56). The encounters Steinbeck had with the Okies inspired him to write The Grapes of Wrath (Swisher 20). The Okies were not only exposed to greed but also to the terrible feeling of an empty, deprived stomach. Steinbeck remarks, â€Å"And in the South he [a homeless, hungry man] saw the golden oranges hanging on trees, the little golden oranges on the dark green trees; and guards with shotguns patrolling the lines so a man might not pick an orange for a thin child, oranges to be dumped if the price was low† (318). In conclusion Steinbeck wants his readers to feel the pain of the Okies. They were discriminated against because of a circumstance (The Dust bowl) they had no control over. Steinbeck can relate to this inhumane treatment because he too had suffered teasing and hatred based solely on his physical characteristics. Nature handed the Okies and Steinbeck a bad hand and he wanted society to grasp the reality of human unkindness. Steinbeck writes, † If you [land owners] could separate causes (hunger in a stomach, hunger in a single soul, hunger for joy and security) from results (growing labor unity, striking at new taxes, widening government), if you could know that Paine, Marx, Jefferson, Lenin, were results, not causes, you might survive. But that you can not know. For the quality of owning freezes you forever into I, and cuts you off forever from the we† (Steinbeck 206). So we can use Steinbeck’s life experiences and historical references to use the Joads journey west to better understand the immigrant experience.

Herzberg’s Motivation-Hygiene Theory and Job Satisfaction in the Malaysian Retail Sector

Asian Academy of Management Journal, Vol. 16, No. 1, 73–94, January 2011 HERZBERG'S MOTIVATION-HYGIENE THEORY AND JOB SATISFACTION IN THE MALAYSIAN RETAIL SECTOR: THE MEDIATING EFFECT OF LOVE OF MONEY Tan Teck-Hong* and Amna Waheed Sunway University, School of Business 5, Jalan Universiti, Bandar Sunway 46150 Petaling Jaya, Selangor, Malaysia * Corresponding author: [email  protected] edu. my ABSTRACT This paper examines what motivates employees in the retail industry , and examines their level of job satisfaction, using Herzberg's hygiene factors and motivators.In this study, convenience sampling was used to select sales personnel from women's clothing stores in Bandar Sunway shopping mall in the state of Selangor. The results show that hygiene factors were the dominant motivators of sales personnel job satisfaction. Working conditions were the most significant in motivating sales personnel. Recognition was second, followed by company policy and salary. There is a need to d elve more deeply into why salespeople place such a high importance on money.Further analysis was performed to assess how much the love of money mediates the relationship between salary and job satisfaction. Based on the general test for mediation, the love of money could explain the relationship between salary and job satisfaction. The main implication of this study is that sales personnel who value money highly are satisfied with their salary and job when they receive a raise. Keywords: Herzberg's motivation-hygiene; job satisfaction; love of money, mediator, pay satisfaction, retailing, MalaysiaINTRODUCTION This paper explores the effect of motivational variables on the job satisfaction of salespeople in the Malaysian retail sector. Retail is crucial to the economies of most countries, mainly because of its large scale at all levels; local, national and even international. The retailing sector in Malaysia has undergone continuous and significant change over the last few decades. N ew facilities ranging from superstores to retail warehouses have widened the retail landscape (Market Research, 2009).Retail has become one of the most dynamic sectors of the Malaysian economy because it is not only employs 20% of Malaysia's entire population, but is also the second largest contributor to the national GDP,  © Asian Academy of Management and Penerbit Universiti Sains Malaysia, 2011 Tan Teck-Hong and Amna Waheed contributing about US$ 35 billion in 2009, with a projection of US$ 58 billion in 2014 (PwC, 2009). Tourism contributes greatly to Malaysia's retail sales growth, as shopping revenue, which totalled US$ 4. 6 billion in 2008 (Market Research, 2009), is the second highest component of the country's tourism revenue.Thus, the retail industry is considered to be a significant contributor to the growth, economy and stability of Malaysia. The retail industry is subject to various problems and challenges. First, intense competition has resulted in price wars between foreign and local retailers. The majority of modern retail operations are foreign-owned and located in urban areas, whereas local stores dominate outside urban areas. Foreign retailers in Malaysia include Daily Farm (Giant), Tesco, Jaya Jusco, and Carrefour. As reported by Bailey (2009), Giant has the greatest market share with 8%, follow by Tesco (4%), Jusco (3%) and Carrefour (2%).Most local retailers are not geared to meet the challenges of globalization and do not have sufficient knowledge to compete with foreign retailers. Second, consumers these days prefer spacious shopping areas, attractive and trendy products, and ample parking space; preferences that are a major concern of many local retail stores as they attempt to combat competition. Third, consumer demands and shopping patterns are changing. Retailers are struggling to change their marketing strategy to suit consumer preferences. Malaysian shoppers have become more knowledgeable and discerning, and are ot easily influe nced by advertisements and promotions. In addition to being price- and quality-conscious, and they also care about the service they receive in stores. According to ACNielsen (2006), 75% of customer purchase decisions are influenced by the service the customer receives. With the expansion of the retail industry, the issue of how retailers strive to capture and retain their best staff becomes relevant. The effort and contribution of employees is a key competitive advantage and is crucial to the success of the firm (Bent ; Freathy, 1997).In any institution, be it in the retail industry or any other industry, it is important for management to increase workers' productivity by allowing workers to achieve their maximum potential. Keeping sales people inspired is one of the most difficult tasks faced by retail organizations. In the retail sector, employees have a direct impact on the customer, and the employee-customer relationship is an important consideration in a company's success. Sale speople deal directly with customers, so salespeople's attitudes, behaviour, and how they treat customers will determine whether customers will be loyal to a particular retailer.Companies spend millions of dollars every year recruiting, training and compensating their sales personnel in an effort to inspire them to perform well and thus increase company profits (Susan, 2003). An unmotivated workforce could lead to high sales force supervision costs, high absenteeism, and high turnover rates. In Malaysia, sales jobs are far from 74 The mediating effect of love of money exciting, and the majority of retailers employ a large number of poorly paid parttime staff, which may contribute to low morale and high turnover.Organizations, regardless of their size, are facing retention challenges (Ramlall, 2004). Sempane (2002) mentioned that voluntary turnover is a major problem f or companies in Malaysia and that job-hopping has become a part of the country's culture. This paper explores what m otivates sales personnel in the retail industry, and explores their level of job satisfaction, using Herzberg's motivation-hygiene factor theory. Senior managers may benefit from the results of this research because they could alter their reward system to better motivate their staff, which could lead to higher job atisfaction and better performance. Based on previous research, salary seems to be very important to salespeople. However, it is reasonable to believe that the results of such findings by various scholars may be overstated. Therefore, further analysis has been conducted to examine whether there is a mediating variable affecting the relationship between salary and job satisfaction. As pointed out by Tang, Luna-Arocas, Sutarso and Tang (2004), one such mediating variable is the love of money. LITERATURE REVIEW Herzberg's Motivation-Hygiene Theory of MotivationAs pointed by Vroom (1964), the word â€Å"motivation† is derived from the Latin word movere, which means â₠¬Å"to move†. Motivation is an internal force, dependent on the needs that drive a person to achieve. Schulze and Steyn (2003) affirmed that in order to understand people's behaviour at work, managers or supervisors must be aware of the concept of needs or motives, which will help â€Å"move† their employees to act. According to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals.Theories of motivation can be used to explain the behaviour and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on the assumption that people have individual needs, which motivate their actions. Theorists such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. In contrast to content theories, process theories identify relationship s among variables which make up motivation and involve works from Heider (1958), Vroom (1964), Adams (1965), Locke (1976) and Lawler (1973).The main focus of this paper, however, is on Herzberg's theory of motivation. 75 Tan Teck-Hong and Amna Waheed Herzberg's motivation-hygiene theory, also known as the two-factor theory, has received widespread attention as having a practical approach toward motivating employees. In 1959, Herzberg published his analysis of the feelings of 200 engineers and accountants from over nine companies in the United States. These professionals were asked to describe experiences in which they felt either extremely bad or exceptionally good about their jobs and to rate their feelings on these experiences.Responses about good feelings are generally related to job content (motivators), whereas responses about bad feelings are associated with job context (hygiene factor). Motivators involve factors built into the job itself, such as achievement, recognition, re sponsibility and advancement. Hygiene factors are extrinsic to the job, such as interpersonal relationships, salary, supervision and company policy (Herzberg, 1966). In the retail setting, Winer and Schiff (1980) have conducted studies using Herzberg's two-factor theory. They found that â€Å"achievement† was the highest rated motivator.Likewise, â€Å"making more money† received the second-highest rating in the study, followed by â€Å"chances of promotion† and â€Å"recognition†. In contrast, Lucas (1985) discovered that the â€Å"supervisor-employee relationship† was a significant factor influencing worker satisfaction in a study of U. S. retail stores, and two hygiene factors were reported as significant, namely â€Å"company policy† and â€Å"relationship with peers†. Herzberg perceived motivational and hygiene factors to be separated into two dimensions affecting separate aspects of job satisfaction.This belief differed from the traditional approach of viewing job satisfaction and dissatisfaction as opposite ends of the same continuum (Herzberg, 1966). Hygiene factors prevent dissatisfaction but they do not lead to satisfaction. They are necessary only to avoid bad feelings at work. On the other hand, motivators are the real factors that motivate employees at work. The two-factor theory was tested by many other researchers, who showed very different results. Some research has shown that some of the factors declared by Herzberg (1966) as hygiene factors are actually motivators.The results of Herzberg's theory can vary if the test is conducted in different industries. The differences are due to the intensity of the labour requirement and the duration of employment (Nave, 1968). Extensive commentary has emerged about how to distinguish between hygiene factors and motivators. While some factors have proved to fall clearly in one of the two categories, other factors, particularly salary, have proven to be ambig uous as to whether they are motivators or a hygiene factors. 76 The mediating effect of love of money Job SatisfactionJob satisfaction is important to an organization's success. Much research has been conducted into ways of improving job satisfaction of workers in various sectors of the Malaysian economy, including the academic sector (Wong ; Teoh, 2009; Noordin ; Jusoff, 2009), the hotel sector (Abd. Patah, Radzi, Abdullah, Adzmy, Adli Zain, ; Derani, 2009), the government sector (Yahaya, A. , Yahaya, N. , Arshad, ; Ismail, 2009), the non-profit sector (Ismail ; Zakaria, 2009), the naval sector (Mohd. Bokti ; Abu Talib, 2009), and the automobile manufacturing sector (Santhapparaj, Srinivasan, ; Koh, 2005).There has been relatively little research into the determinants of job satisfaction in the retail sector using Herzberg's two-factor theory. Therefore, this paper endeavours to address this literature gap. Previous studies generally found that job satisfaction is associated with s alary, occupational stress, empowerment, company and administrative policy, achievement, personal growth, relationship with others, and the overall working condition. It has been argued that an increase in job satisfaction increases worker productivity (Wright ; Cropanzano, 1997; Shikdar ; Das, 2003).As mentioned by Dunnette, Campbell and Hakel (1967) and Robbins (2001), job satisfaction is an emotional state in which a person perceives various features of his/her work or the work environment. Therefore, job satisfaction has a major effect on people's lives. Locke (1976) indicated that job satisfaction most commonly affects a person's physical health, mental health and social life. Moreover, Rain, Lane and Steiner (1991) wrote that job satisfaction is connected to life satisfaction, whereby people who are satisfied with their jobs will tend to be happy with their lives as well, and vice versa.Coster (1992) supported the view that work can have on people's lives. Furthermore, Breed a nd Breda (1997) indicated that job satisfaction may affect absenteeism, complaints, and labour unrest. Therefore, it is understood that satisfied workers will be much more productive and be retained within the organisation for a longer period, in contrast to displeased workers who will be less useful and who will have a greater tendency to quit their jobs (Crossman, 2003). More importantly, satisfied workers not only perform better but also provide better service to customers, which could result in improving customer satisfaction.According to Dawson (2005), employee satisfaction is associated with positive employee behaviour. It is undeniable that satisfied workers generate customers who are satisfied and loyal. It is assumed that motivation and satisfaction are very similar and that, in many cases, they are considered to be synonymous terms. According to Hersey and Blanchard (1988), motivation and satisfaction are quite different from each another in terms of reward and performance . The authors pointed out that motivation is influenced by forward-looking perceptions about the relationship 77 Tan Teck-Hong and Amna Waheed etween performance and rewards, whereas satisfaction involves how people feel about the rewards they have received. In other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). Huselid (1995) believes that if workers are not motivated, turnover will increase and employees will become frustrated and unproductive. Various other researchers who have investigated motivation and job satisfaction support this statement (Maidani, 1991; Tietjen ; Myers, 1998; Robbins, 2001; Parsons ; Broadbridge, 2006).Under Herzberg's (1966) theory, workers who are satisfied with both motivation and hygiene factors would be top performers, and those who are dissatisfied with both factors would be poor performers. Christopher (2005) found no support for this, and his research concluded that Herzberg's results prove accurate only under his original methodology. Theories of worker motivation address a model connecting job satisfaction, motivation and performance. Considerable importance is attached to these concepts, and there is a need for clarification on how satisfaction and motivation differ from each other.Job satisfaction is an emotional response accompanying actions or thoughts relating to work, whereas motivation is the process that activates behaviour. As satisfaction is an attitude, it is possible for a worker to be satisfied with his job but not be motivated. Hence, motivation and satisfaction are not synonymous with each other. It is vital to clarify the distinction between the concepts so that it is easier to understand that motivation leads to satisfaction, which ultimately leads to enhanced performance.The Role of Salary, the Love of Money, and Pay Satisfaction It is undeniable that sales managers always use high salary to attract, retain and motivate wor kers. Robbins (2001) pointed out that money can be considered as â€Å"scorecard† through which workers can assess how much an organization values them. However, there have been quite a few nonconformist views on the role of salary. Kochan (2002) argued that money results only in temporary obedience from workers and that money does not transform workers' attitude and behaviour in the long term.He pointed out that money only motivates workers to seek further rewards and that, in the process, can undermine workers' intrinsic interest in their jobs. Money may or may not motivate people. According to the contingency view, workers from different countries, age groups, income levels, career stages, and cultural backgrounds may rank the desire for money differently. As mentioned by Furnham (1994), the desire for money is rated higher by young workers in Far East and Middle East as compared with those in North America and South 78 The mediating effect of love of moneyAmerica. Based o n a study of 1,000 employees, Kovach (1987) showed that younger workers with low incomes are more concerned about money, whereas older workers with high incomes and management positions are motivated more by job security, interesting work and recognition. Under Maslow's hierarchy of needs theory, salary is associated with the lowerlevel needs, such as physical and security needs. Maslow (1954) stat ed that once the lower-order needs are met, higher-order needs will become most important. Thus, additional salary increases do not motivate employees any further.To improve job satisfaction and performance level of workers, managers must work on motivators by providing opportunities for career advancement and development, as workers value motivators more than hygiene factors (Ramlall, 2004). As indicated in most of the literature, salary plays an important role in motivating salespeople. However, the strength of the relationship between salary and job satisfaction may be influenced by a mediator. The mediator may serve to clarify and explain how and why such relationships occur. The concept of love of money was introduced by Tang et al. 2004), who argued that the love of money reflects an employee's wants and values, and stated that someone who values money highly will be satisfied with his salary and ultimately his job when he receives a desired raise. Sloan (2002) mentioned that a person never has enough money and wants to have more money as having money is considered to be the most important goal in life. According to Lawler (1973), employees' pay satisfaction usually influences their job satisfaction. Tang et al. (2004) found that pay satisfaction is a part of job satisfaction, which could lead to higher worker productivity.Workers are inspired to achieve more and to give full effort only if they are satisfied with their pay. Lawler (1973) reported that absenteeism can result when pay dissatisfaction is present. According to Mani (2002), workers who were absent from their works frequently were not satisfied with their pay, whereas 69% who were absent once or more in six months were not satisfied with their pay. Based on the discussion above, there are two research questions for this paper. The first research question is to determine job satisfaction of sales personnel by using Herzberg's two-factor theory.The second research question is to assess whether the love of money mediates the relationship between job satisfaction and money. Research Question 1: Which of Herzberg's motivation-hygiene factors is valued more by salespeople in Malaysia? 79 Tan Teck-Hong and Amna Waheed Research Question 2: To what extent does love of money mediate the relationship between money and job satisfaction? METHODOLOGY In this study, 180 sales personnel from women's clothing stores in the shopping mall of Bandar Sunway in the state of Selangor were administered a questionnaire after they had been selected through convenience sampling.Of the 180 questionnaire s, 152 were found to be useful for analysis. The other 28 questionnaires contained incomplete information. The questionnaire, written in English, was handed to the salespeople at their place of work. Researchers did not ask permission from the store manager to conduct the survey. The questionnaire included a series of statements and the respondents were asked to indicate their degree of agreement with each statement. Responses were scored on a five-point scale: 1 for â€Å"strongly disagree†, 2 for â€Å"disagree†, 3 for â€Å"neutral†, 4 for â€Å"agree†, and 5 for â€Å"strongly agree†.All questions used in the survey pertaining to determinants of job satisfaction were derived from Ewen, Smith, and Hulin (1966), Graen (1966), Sergiovanni (1966), House and Wigdor (1967), Lindsay, Marks, and Gorlow (1967), Maidani (1991), Pizam and Ellis (1999), Klassen, Usher, and Bong (2010), and Tang et al. (2004). Linear regression analysis was performed to tes t the relationship between Herzberg's motivation-hygiene factors and job satisfaction. Further analysis was performed to assess to what extent the love of money mediates the relationship between money and job satisfaction.According to Baron and Kenny (1986), testing for mediation involves a four-step process. First, the relationship between the predictor variable and the criterion variable is examined to determine whether those two variables are correlated. Second, the relationship between predictor and mediator variables were examined to determine whether those variables correlate. Third, the relationship between the mediator and the predictor on the criterion variable, controlling for the predictor, is assessed to establish the effect of the mediator on the criterion variable.Fourth, the effect of the predictor on the criterion variable, controlling for the mediator, is examined to determine whether the mediator completely or partially mediates the relationship between the predict or and the criterion variable. The effects in both step 3 and 4 are estimated in the same equation to determine whether the beta levels change. If all four of these steps are fulfilled, then the mediator completely mediates the predictorcriterion relationship. If only the first three steps are satisfied, then partial mediation is shown. 80 The mediating effect of love of moneyMotivation levels of participants were measured using the scales developed by Ewen et al. (1966), Graen (1966), Sergiovanni (1966), House and Wigdor (1967), Lindsay et al (1967), Maidani (1991), and Pizam and Ellis (1999). For each factor, several questions were asked in order to compute an average and to enhance the accuracy of the measure. A person's attachment to money was measured using eight items and employees' satisfaction with their pay was measured using three items. Both of those scales were adopted from Tang et al. (2004). Job satisfaction was measured using four items from Klassen et al. 2010) (see Appendix 1). ANALYSIS AND RESULTS A reliability test was performed to check the consistency and accuracy of the measurement scales. Table 1 shows that the results of Cronbach's coefficient alpha were satisfactory (between 0. 70 and 0. 84), indicating questions in each construct are measuring a similar concept. As suggested by Cronbach (1951) and Nunnally (1978), the reliability coefficients between 0. 70–0. 90 are generally found to be internally consistent. Table 1 Testing reliability with Cronbach's coefficient alpha The job satisfaction factors Number of items Cronbach's alpha Achievement (AC) 0. 70 Recognition (R) 3 0. 71 Advancement (AD) 2 0. 70 Work Itself (W) 3 0. 72 Growth (G) 3 0. 71 Company Policy (P) 3 0. 72 Security at Work (S) 3 0. 76 Relations with Peers (RP) 3 0. 80 Money Factor (M) 2 0. 84 Relations with Supervisor (RS) 3 0. 74 Working Conditions (WC) 2 0. 80 Love Of Money Scale (LM) 8 0. 84 Pay Satisfaction (PS) 3 0. 80 Job Satisfaction (JS) 4 0. 75 Table 2 s hows the profile of respondents in terms of gender, age, ethnicity, education level, number of years of work experience, and monthly income. Of the 81 Tan Teck-Hong and Amna Waheed 152 respondents, 91 were men (59. %) and 61 were women (40. 1%). In terms of age, 73% of the respondents were between 15 and 24 years of age, 22% in the 25–35 age range, 3. 3% in the 35–44 age range, and 1. 3% aged 45 and above. Most respondents were Chinese (46%), followed by Malays (32. 2%), and Indians (21. 3%). The education level of 76. 3% of the respondents was below an undergraduate degree. In terms of number of years of work experience, most of the respondents had 5 years or less (79. 6%), followed by 6–10 years (16. 5%), and 10 years or above (3. 9%). As for the monthly income, 39. 5% of the respondents earned between RM1,000 and RM2,000, 37. % earned less than RM1,000, and 23% earned RM2,000 and above. In this survey, respondents were generally young and had received only a primary or secondary education, which is quite similar to the profile of the respondents in the study of Parsons and Broadbridge (2006). Because about three-fourths of the respondents were less than 25 years old, the analysis may not be generalizable to the whole population of sales personnel. Older salespeople may differ from their younger colleagues in attitudes, beliefs, behaviour, and attributes related to motivation and job satisfaction. Table 2Characteristics of the respondents Respondents' characteristics Number Percentages Male 91 59. 9% Female 61 40. 1% Gender Age 15–24 111 73% 25–35 34 22% 35–44 5 3. 3% 45 and above 2 1. 3% Malay 49 32. 2% Chinese 70 46% Indian 32 21. 3% 117 76. 3% 35 23. 7% Race Education Below Bachelor's degree Bachelor's degree and above (continued) 82 The mediating effect of love of money Table 2 (continued) Respondents' characteristics Number Percentages Years of Experience 0–5 years 121 79. 6% 6–10 years 25 16. 5% 6 3. 9% Below RM1000 57 37. 5% RM1000–2000 60 39. 5% RM2000 and above 35 23% 10 and above IncomeTable 3 presents the correlation matrix of the motivational factors and job satisfaction. Work itself (r = 0. 271) and recognition (r = 0. 055) correlated in a statistically significant manner with job satisfaction at the 0. 01 level, while only achievement (r = –0. 135) was significantly correlated to job satisfaction at the 0. 05 level. As far as hygiene factors are concerned, company policy (r = 0. 017), relationship with peers (r = 0. 381), money (r = 0. 383), and working conditions (r = 0. 376) were significantly and positively associated with satisfaction. Table 3 Correlation analysis Note: * Correlation is significant at the 0. 5 level (1-tailed); ** Correlation is significant at the 0. 01 level (1tailed) Regression analysis was conducted to determine the relationship between Herzberg's two-factor theory and job satisfaction in Malaysia. To assess whether the regressio n analysis suffers from multicollinearity, the variance inflation factor (VIF) was calculated. As indicated in Table 4, all VIF values are less than 5, indicating there is no multicollinearity problem in the model. The results suggested that 54% of the variance in job satisfaction in Malaysia could be explained by Herzberg's motivational and hygiene factors. The F-ratio of 14. 0 83 Tan Teck-Hong and Amna Waheed (p = 0. 00) indicated that the regression model of work motivation and satisfaction on the motivational variables assessed was statistically significant. The results also revealed that only four of the ten motivational variables were found to be significant in the Malaysian context. The analysis demonstrated that the most significant motivational variable of job satisfaction was the working condition s, indicating that salespeople value most the working environment provided by sales managers. Recognition was the second significant factor, followed by company policy, and the m oney factor.Of four main motivational variables of salespeople in Malaysia, only recognition was a significant motivator. The evidence is sufficient to conclude that hygiene factors are more effective than motivators in motivating salespeople in Malaysia. Table 4 Regression analysis (Dependent variable: Job Satisfaction) Motivational factors B Std. error t VIF AC .063 R .241* .113 .563 1. 758 .100 2. 416 1. 543 AD .039 .089 .440 1. 637 W .067 .088 .759 1. 601 G .019 .091 .215 1. 736 .215* P S RP RS M WC F .094 2. 283 2. 745 –. 060 .085 –. 702 2. 572 –. 059 .060 –. 984 1. 754 .073 –. 191 1. 574 .199** .073 2. 711 1. 03 .262** .091 2. 888 1. 555 –0. 14 14. 9 R2 .540 Adjusted R2 .504 Note: *significant at the 0. 05 level (1-tailed); ** significant at the 0. 01 level (1-tailed) Similarly, the problem of multi-collinearity was addressed before performing mediation analysis. Again, VIF values are less than 5 for the variables of money (M), love of money (LM), and pay satisfaction (PS). As shown in Table 4, money was one of the significant factors in motivating salespeople in terms of job satisfaction. However, there is a need to delve more deeply into the reasons that salespeople place such high importance on money.To provide a clearer picture of the role of salary, the general test for mediation was performed to examine whether there is a mediating variable affecting the relationship between the money factor and job satisfaction. As indicated in literature, the love of money 84 The mediating effect of love of money may explain why there is a strong relationship between money and job satisfaction. Based on Tang et al. (1992), pay satisfaction was used in this study to indicate job satisfaction. As pointed out by Lawler (1973), pay satisfaction usually influences the job satisfaction of workers.Following Baron and Kenny (1986), mediation analysis was used to assess whether the love of money mediates the relationship between m oney and pay satisfaction. The results in Table 5 show that money was significantly and positively related to pay satisfaction (significant at ;lt; 0. 01). The results of the regression test of money (predictor) on love of money (mediator) showed that money significantly correlated with love of money at the 0. 05 level. The results also showed that the effect of love of money (mediator) on pay satisfac tion (criterion) was significant at the 0. 05 level after controlling for the money variable (predictor).Finally, the effect of money (predictor) on pay satisfaction (criterion), controlling for the love of money (mediator), was also statistically significant. As a result, it is reasonable to believe that the love of money may explain why there is a relationship between the money factor and job satisfaction among salespeople in the retail sector. In this survey, salespeople who value money highly are satisfied with their salary and job when they receive a desired raise. Table 5 Testin g love of money (LM) as a mediator on the relationship between money (M) and pay satisfaction (PS) DV: PS DV: LM DV: PS w/o mediator) (w mediator) B M t B t B t 0. 510** 7. 234 0. 137* 2. 496 0. 168* 2. 042 0. 21** 2. 638 LM Note: *. significant at the 0. 05 level; ** significant at the 0. 01 level) DISCUSSION This paper examines what motivates sales personnel in the retail industry in Malaysia and examines their level of job satisfaction as a result of Herzberg ‘s hygiene factors and motivators. The first research question addresses whether motivators actually do lead to job satisfaction, as proclaimed by Herzberg in his study on sales personnel in Malaysia, and addresses whether hygiene factors contribute to job satisfaction. 5 Tan Teck-Hong and Amna Waheed The results obtained reveal that only four of the 11 determinants are found to be significant in the context of Malaysian retail workers. Contrary to the finding of Herzberg (1966), the analysis demonstrates that the stro ngest motivation factor with the highest significance level on job satisfaction in the women's clothing store was the working conditions, which is a hygiene factor. It was observed that retail outlets in the surveyed mall are air-conditioned and have music playing and that salespeople deem the stores to be comfortable.In line with the findings of Winer and Schiff (1980) and Lucas (1985), recognition, company policy, and the money factor seem to be important factors in motivating sales personnel in this survey. Of four significant factors, only recognition is a motivator as defined by Herzberg's two-factor theory. Therefore, it is observed that hygiene factors dominate the motivators in terms of job satisfaction among sales personnel in Malaysia. This observation is supported by Islam and Is mail (2008).They say that compared with American workers, Malaysian workers are generally more concerned about hygiene factors (money and working conditions) than about motivators (full appreciat ion of work done). Similar findings are also reported in Bangkok (Sithiphand, 1983) and Yemen (Al-Mekhlafie, 1991). This study observes the importance of money in the lives of sales personnel. The second research question examines whether the love of money mediates the relationship between money and pay satisfaction among employees in the retail sector. Similar to the findings of Tang et al. 2004), the love of money appears to be identified as a mediator influencing the relationship between money and job satisfaction. Sales personnel generally are not the highest paid people in Malaysia, and they may experience pay compression even if they have been in service for a long time. CONCLUSIONS AND RECOMMENDATIONS Salespeople in Malaysia place greater emphasis on hygiene factors than motivators, namely working conditions, money and company policy. Among the motivators defined by Herzberg, only one – recognition – was found to be significant in this survey.The study also foun d that the love of money has a mediating effect on the relationship between money and job satisfaction. These findings suggest that any retail organization in Malaysia preparing a reward scheme may need to consider the four motivational factors of working conditions, recognition, company policy, and money and emphasize them over other motivational factors. Those four factors can be used to help improve job satisfaction, productivity and performance of salespeople.The main implication of this study is that sales managers and supervisors need to keep salespeople happy and take care of workers' concerns and needs. Satisfied 86 The mediating effect of love of money salespeople will talk about how great their j ob is and they will perform better in their jobs. That will result in retailers making higher profits due to customer satisfaction. Additionally, if retailers improve working conditions, employee turnover will be lower, which, in turn, will reduce the considerable costs that retai lers incur in training new salespeople.The importance of money to salespeople in the Malaysian retail sector is clearly shown in this study. Sales managers and supervisors should consider: 1. Providing salespeople with a flexible working schedule 2. Linking the performance of salespeople with the appropriate monetary rewards and incentives 3. Providing salespeople with opportunities to grow in their job In addition, the morale of salespeople can be improved if company policy toward salespeople is productive. A good policy can exert significant influence on how salespeople perform their jobs.For example, a company needs to build a strong sales culture as the first step to improving performance. Without the right sales culture, sales managers will not build a powerful sales force. In many smaller retail companies, the sales leader does not know how to build a sales force and relies heavily on hiring experienced salespeople in the hope that they will build the company. In mid-size and large-size retailers, the typical culture is â€Å"nothing matters but results†. Most of these sales managers want results but they do not adequately train or motivate the salespeople.If a company develops a strong sales culture, sales leaders and salespeople can work together successfully to achieve the company's goals. The results discussed here indicate that workers can be concurrently intrinsically and extrinsically motivated. With that in mind, managers should use a mixture of methods – including monetary rewards, praise and recognition – to effectively motivate workers and promote job satisfaction. LIMITATIONS AND FUTURE RESEARCH Given the scarcity of empirical studies on the Malaysian retailing industry, there is a need to undertake more research addressing the motivations of sales personnel.Although quantitative research was used in this study, it is believed that qualitative research would be beneficial in helping to enhance our understanding of how sal espeople are motivated. Observing employee behaviour and interviewing employees can enable researchers to gain insight that typically is difficult to acquire through quantitative analysis. The findings obtained from the questionnaire administered in this study are limited by the perceptions and opinions of the respondents. It is assumed that the respondents have answered the questions accurately and honestly. The findings 87Tan Teck-Hong and Amna Waheed apply only to sales personnel in Bandar Sunway in Selangor. This means that the results may not be generalizable to other regions in Malaysia. Future research needs to obtain information relating to sales personnel in other regions of Malaysia to permit a comparison of perceptions and expectations from salespeople throughout Malaysia. Additionally, further research could include a study comparing job satisfaction levels of salespeople in Malaysia and other countries. Another concern is that the questionnaires used in this study were available only in English.Although the respondents could understand English, it is recommended that in the future the questionnaire be translated into Malay, Chinese and Tamil to minimize the risks of misunderstanding and misinterpretation that might influence the results. It also must be noted that the research focuses only on Herzberg's theory. 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APPENDICES Appendix A Measurement scales of the study Factor Questions Motivators Achievement I am proud to work in this company because it recognizes my achievements I feel satisfied with my job because it gives me feeling of accomplishment I feel I have contributed towards my company in a positive manner Advancement I will choose career advancement rather than moneta ry incentives My job allows me to learn new skills for career advancement Work itself My work is thrilling and I have a lot of variety in tasks that I do I am empowered enough to do my jobMy job is challenging and exciting Recognition I feel appreciated when I achieve or complete a task My manager always thanks me for a job well done I receive adequate recognition for doing my job well Growth I am proud to work in my company because I feel I have grown as a person My job allows me to grow and develop as a person My job allows me to improve my experience, skills and performance Hygiene Factors Company policy The attitude of the administration is very accommodative in my company I am proud to work for this company because the company policy is favourable for its workersI completely understand the mission of my company (continued) 92 The mediating effect of love of money (continued) Factor Relationship with peers Questions It is easy to get along with my colleagues My colleagues are he lpful and friendly Colleagues are important to me Work security I believe safe working at my workplace I believe my job is secure My workplace is located in an area where I feel comfortable Relationship with supervisor I feel my performance has improved because of the support from my supervisor I feel satisfied at work because of my relationship with my supervis or My supervisors are strong and trustworthy leadersMoney I am encouraged to work harder because of my salary I believe my salary is fair Working conditions I feel satisfied because of the comfort I am provided at work Job Satisfaction I am satisfied with my job I am proud to work for my company because of the pleasant working conditions I am happy with the way my colleagues and superiors treat me I am satisfied with what I achieve at work I feel good at work Love of Money Money reinforces me to work harder I am motivated to work hard for money Money reflects my accomplishments Money is how we compare each otherMoney is a sy mbol of success for me Money reinforces me to work with more enthusiasm and vigor Money is attractive Money is an important factor in our lives Pay Satisfaction I am satisfied with my pay The pay I receive is appropriate for the work I do My pay is high in comparison to my colleagues pay for doing a similar job 93 Tan Teck-Hong and Amna Waheed Appendix B Conceptual Model Advancement Work Itself Achievement Recognition Job/Pay Safisfaction Working Condition Growth Love of Money Policy Peer Relationship Work Security Supervisor Relationship Money 94

Police chief’s face Essay

By this point the â€Å"voice-over† repeat of the chorus has finished. The camera begins to pan round then abruptly cuts to a shot of the police chief’s face; then a shot of the word â€Å"police†; and finally a shot of a scene of violence, death and destruction. Soon after the camera continues to pan but this time across a mass of posters on a wall.  During the next section of the film a â€Å"credits-like† theme is used, flashing a freeze frame of a character with a sub-heading of their name underneath. Firstly the â€Å"Montague† parents are shown. The camera freezes and then cuts to the â€Å"Capulet† parents. These are portrayed with more detail for example: a medium close up is used to show their faces which appear very distressed, possibly even scared. This part is made accessible to a modern audience by showing flashing lights. The view will most probably instantly connect this sight with police or even emergency services, both of which were not around in Shakespeare’s times, making it both an appropriate atmosphere and very modern. This way of introducing characters continues for various other key characters in the film. Accompanying this filming is a very dramatic choral music, awakening the viewer and drawing their mind to the film. The music builds in volume & intensity as a similar style of music did earlier in the section, increasing the suspense and anticipation in the film. Seconds later from these credits several small clips are shown from the film. Including the firework display from the banquet scene. Following this yet again the chorus is portrayed but yet again in a different way. This time it is flashed across the scene in words. This reinforces the chorus yet again, similar to that of a film trailer. Whilst providing a brief overview of what will happen but not ruining the story. Then the background music undergoes a Rullentendo, bringing the mood and pace right down. The camera then rapidly zooms towards a cross. Then instantaneously a â€Å"Romeo and Juliet† title appears on screen as if announcing the beginning of the film. In summary the film has been made accessible to a modern audience using items and features we recognise and can relate to, for example; the newsreader; the modern city; helicopters; and so on. Secondly, the use of repetition and the variety of the delivery of the chorus. The use repetition is incredibly effective, as it constantly reminds us exactly what is being said both through auditory and visual effects. The director has effectively used both sound and special visual effects to create effective atmosphere throughout the film. In parallel with camera effects, throughout the film the atmosphere has been made appropriate using five main features. Firstly the consistent atmosphere of: conflicts; violence; and war between the families. Secondly, the effective use of music which is written in a very choral, classical and yet modern style. The way it picks up pace builds tension and excitement until the climax. As mentioned above, the news-style reporter is very familiar to us. Finally, the use of a modern futuristic setting really builds the atmosphere of intrigue. It gives the impression of a Gangland scene between the two families. In my opinion, this section has been made both accessible to a modern audience and used an appropriate atmosphere. Thus Baz Luhrmunn has successfully achieved his aim, to make a Shakespeare play understandable to a younger audience, more modern audience, by bringing the story into a modern and more easily relatable environment.

Cause & Effect Analysis Essay on Rapper Fifty Cent

Cause & Effect Analysis on Rapper Fifty Cent - Essay Example It was when 50 Cent was sent to live with his grandmother that he claimed to start adjusting to the street life. When he was only twelve, 50 Cent began selling drugs and bringing guns with him on his school campus. Even after he was caught by the metal detectors at his school, he still continued doing what he did. When 50 Cent was sixteen years old, he was arrested for selling cocaine to an undercover police officer. After being released, he was arrested not too long after once police discover cocaine, heroine, and a gun in his household. Though he was given three to nine years in prison, he only served six months in a shock incarceration boot camp where he earned his GED. It was during that time that he adopted the name â€Å"50 Cent,† using it as a metaphor for â€Å"change,† which was 50 Cent’s goal for life. All that he had put himself through was due to the influences of his mother’s life and the goings-on in the neighborhood that he lived in. As 50 Cent got older, he began to experiment with music, discovering his talents of rapping. He continued this until his career officially took off after meeting the famous rapper Eminem. Unfortunately, the life he grew up with was one that he kept with him during his music career, often using his experiences and situations as the foundations for the majority of his songs. However, things did change for him after the birth of his son in 1997, when 50 Cent became determined to give his son the life that he was deprived of when he grew up. The way someone behaves in life or responds to situations usually goes hand-in-hand with how they were raised, or the situation in which they were raised, such as the environment of both the family and the neighborhood. 50 Cent, despite the birth of his son and his want to better his life because of his son, was still brought up in a way that would have an effect on who he

Homework Chapter 5 Essay Example | Topics and Well Written Essays - 250 words

Homework Chapter 5 - Essay Example Explain how air pressure tendency can be a useful indicator of future weather. Answer: Air pressure tendency can be a useful indicator of weather forecast as it is the change in air pressure over a specific time interval, such as several hours. Falling or rising of air pressure signals the approach of stormy or fair weather respectively. Aneroid barometers are usually equipped with second pointer that serves as reference marker for setting current reading. The user can observe the new pressure reading taken at a later time and compare it with reading earlier set on second pointer to determine air pressure tendency. The barograph then provides a continuous trace of air pressure variations with time, making it easier to determine air pressure tendency and forecasting weather. Question 5. Air is a compressible mixture of gases. How does this property of air affect the rate at which air pressure decreases with increasing altitude? Answer: Air is a compressible mixture of gases, so its vo lume and density are variable. The pull of gravity compresses the atmosphere so that the maximum air density is at the earth’s surface. So, the atmosphere’s gas molecules are closely spaced at the earth’s surface and the spacing between molecules increases with increasing altitude. Thus, the number of gas molecules per unit volume (air density) decreases with increasing altitude. Question 6.

Starbucks Going Global Fast Essay Example | Topics and Well Written Essays - 750 words - 13

Starbucks Going Global Fast - Essay Example Customers can get a cup of Starbucks right around the corner. Also, Starbucks is the first to offer free Wi-Fi to their customers and has introduced Starbucks prepaid cards to speed up check out time. These convenient and innovative services increase customers’ satisfaction. The biggest weakness for Starbucks comes with dissatisfaction among its employees. They have mainly concerned that the company’s remunerations packages are not commensurate with the amount of work considering the huge customer base that it enjoys. Their general feeling is that they are being underpaid and this could translate into poor services to customers. Therefore, Starbucks has to change their employment strategies and boost employee satisfaction levels so as to ensure quality products and services to their customers. Just like any other company in business Starbucks also has its opportunities and threats to its business. The first opportunities lie in its vastness, growth pace and brand recognition. Starbucks has opened its doors to global expansion thus creating lots of room for growth and gaining global status. It is true that the sales are vast but the threats in foreign countries are unforeseeable. For instance, there are cultural and preferences differences in foreign countries that Starbucks must cope with. Additionally, Starbucks faces competition from other companies in the ready to drink beverages market hence must ensure its service standards remain at the top in order to maintain the leadership position. The main problem facing Starbucks as it expands internationally revolves around strategy. The company has to develop several new strategies to increase sales and further expansion in the competitive beverage industry especially when it comes to new markets like in Japan. Although Starbucks has been in Japan for more than 10 years, it carries out its business as an American company.