Gang Membership Risk Factors for Joining and Effects on...

Risk factors for gang membership have been identified at five major levels: individual, family, school, peers and community (Howell Egley, 2005). For example, at the individual level early onset of delinquency and antisocial behavior among pre-adolescents could be an indication of future criminality (Moffitt, 1993). Risk factors within peer association can have an effect on whether an adolescent becomes a member of a gang. These peers may provide antisocial views, aggressive influences and possibly induce delinquent behavior if not previously present. Lastly, community environment has an effect on adolescents, especially in high-crime areas where drugs, violence associated with weapons and disorganization are prominent (Howell Egley,†¦show more content†¦Coleman (1998) stated â€Å"social capital is productive, making possible the achievements of certain ends that in its absence would not be possible† (as cited in Laub Sampson, 1993, p. 310). This holds accurate wi th Laub and Sampson (1993) postulating that to become desistance from criminal activities as an adult, it would require knifing off from delinquency, antisocial behaviors and associations. Additionally, offenders would need to create social bonds during adulthood through marriage or employment. Furthermore, impediments social capital can induce premature transitions of trajectories according to Laub and Sampson (1993). Gang membership. When adolescents join a gang, the social bonds of conventional society are disrupted, thus potentially changing future trajectories. Gangs typically produce an increase in delinquent behavior during membership, as a result â€Å"delinquency is indirectly related to future offending because it leads to school failure, incarceration, and weak bonds, which likely lead to further adult crime (Piquero, 2011, p. 765). Additionally, human and social capital are not properly instilled within the adolescents because a lack of prosocial associations. Thus, future trajectories can be affected even after exiting the gang if he or she remains in similar social worlds. â€Å"Experiences learned and reinforced through gang membership may continue to affect social interactions after adolescents no longer consider themselves gang

The Influence Of Age, Work Experience, Education Level,...

Chapter 3: Methodology The researcher conducted this quantitative research study to explore the influence of age, work experience, education level, and competence based standardized entrance exam scores on whether a job applicant will pass a pre-employment polygraph exam. While demand for qualified law enforcement applicants has increased significantly, the pool of participants qualified for these positions has diminished (Wilson et al., 2010). In order to address this developing issue, law enforcement employers need to understand how their hiring procedures affect employment outcomes. The polygraph is one hiring procedure commonly used in the law enforcement field. While there has been some research exploring non-physiological variable influences on integrity-type tests, there is a lack of research on non-physiological variable influences on the polygraph test. As such, the researcher plans to explore possible influences on pre-employment polygraph exams. This study will contribute to the existing literat ure on integrity tests, which in turn will provide researchers and Human Resource policy makers with additional data. These individuals may potentially use this data to streamline hiring processes for specialized law enforcement, security, and government positions. This chapter will outline the research design and methodology proposed to be followed. First, the overall research design will be justified. Next, the independent and dependent variables will beShow MoreRelatedOrganizational Behavior Theory Essay3878 Words   |  16 Pagespositive outcomes, such as getting a passing grade on an exam, to their own abilities.   A. True  Ã‚  Ã‚  Ã‚  B. False    5.  Debra hates veal, but at a party at her friends house, she is served veal for dinner. She hides her revulsion, does not let anyone realize that she hates veal, and eats the other items on the menu. 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Strategic Benefits of Effective Diversity Management Free Essays

Abstract Diversity management acknowledges the reality that people are different with respect to factors such as gender, marital status, age, disability, social status, sexual orientation, personality, ethnicity, religion, and culture. If a company values diversity in its workforce, it can manage its employees in a way that creates harmony in all work practices and higher standards of collaboration and teamwork. Effective management of workplace diversity results in an innovative culture where creativity has no boundaries and ideas continue to flourish. We will write a custom essay sample on Strategic Benefits of Effective Diversity Management or any similar topic only for you Order Now Thus, it is of paramount importance for companies to integrate diversity in their daily operations. Introduction Diversity entails understanding, acknowledging, accepting, celebrating, and valuing differences among people based on their class, ethnicity, age, physical and mental ability, gender, race, language, religion, and sexual orientation (Hubbard 2004, p.27). In the contemporary world, effective management of diversity is essential because the work-environment is characterised by a wide range of employees from different cultural, social, and religious backgrounds. Moreover, the success of any organisation is highly dependent on how well the employees integrate and collaborative with each other at the workplace. In order to ensure teamwork and collaboration among employees, it is imperative to have effective management of diversity in the workforce (Combe 2013, p.273-277). In most cases, diversity management involves removing barriers and allowing job applicants and employees to have equal access to employment opportunities and promotion; hiring a workforce that reflects the communities wi thin which the organisation operates; empowering all workers to reach their full potential, and encouraging personal growth, as well as professional development among all employees (Paludi 2012, p.123). This paper aims at exploring the strategic benefits of effective diversity management, how diversity is handled at UKRD Group, and it provides some recommendations on how to enhance diversity at UKRD. Literature Review Benefits of effective diversity management Diversity confers various benefits to companies, and as a result, many scholars suggest that it should be a feature of every aspect of an organisation including employee development, succession planning, reviews, performance management, and rewards. To start with, employees from diverse social and cultural backgrounds bring unique skills, perceptions, and experiences to the table while working in teams. Pooling the diverse skills and knowledge from different cultural and social backgrounds increases employees’ productivity, and responsiveness to varying conditions (Buhler 2010, p.91). Furthermore, in a diverse workforce, each employee possesses distinct strengths and weaknesses, drawn from their diverse backgrounds and their individuality. If a company ensures effective diversity management is in place, it is possible to leverage the diverse strengths among employees, and compliment the weakness of each employee to make the productivity of the workforce more than the sum of it s parts (Griffin 2012, p.241). By bridging together employees from various backgrounds, businesses can market their products effectively to clients from different ethnic and racial backgrounds. This is because by ensuring the workforce reflects the region within which the business operates, it is usually easy to know the expectations, demands, tastes, and preferences of their consumers. As a result, the company will be able to produce goods/services, which conform to their client’s expectations and demands (Thiederman 2008, p.3). Moreover, effective diversity management strengthens the company’s relationship with a given category of customers by making communication efficient. This is achieved by pairing customers with customer-service representatives from their social or cultural background, making them feel comfortable and satisfied. For example, a company operating in the southwest of the U.S. can employ bi-lingual customer representatives in order to serve Spanish-speaking clients in their native language (Guffey Loewy 2010, p.99). Companies that fail to foster diversity in their workforce experience higher turnover rates than those that treasure diversity in the workplace. This is because they portray a hostile work environment, and consequently, make most of their employees to quit. Inability to retain most of the qualified personnel leads to high turnover-related costs, which a company can avoid by embracing diversity. Losing an employee is highly detrimental to the company’s success because it results to lowered productivity; overworked remaining staff; loss of knowledge and skills; and loss of company’s time while conducting interviews (Griffin 2012). In addition, when employees are working in groups, diversity enables them to generate more and better ideas. Since the group members come from a host of varying cultures, they often propose creative and unique solutions and recommendations, unlike when they come from same backgrounds (Paludi 2012, p.93). In other words, group diversity eliminates groupthink, which is often witnessed in companies that do not foster diversity in their workforce. Groupthink makes participants in a team to think that their ideas and actions are valid, and those objecting them are either sabotaging their efforts or are uninformed. However, multicultural teams are not affected by such problems since the participants have different perspectives (Aswathappa 2013, p.769). By having a positive approach toward diversity at workplace, a company signals an ethical stand. Consequently, it can build and maintain a positive corporate image. A positive corporate image enables a company to have stronger relationships with existing clients, as well as broaden the consumer base by attracting more customers. A strong consumer base is a direct incentive to a noteworthy competitive edge, and it enables companies to face various challenges in the market such as the recession (Mor-Barak 2011). Diversity is also a key aspect in the creation of effective global relationships. Employing international talent helps in enhancing the company’s reputation through outwardly encouraging cultural diversification to a broader consumer-base. If a company hires employees from different countries, it stands a greater chance of expanding and seizing global opportunities by establishing a network of languages and cultures (Guffey Loewy 2010). Additionally, by creating an environment of inclusion and by making commitment to valuing diversity, managers can boost employee morale and motivation. This is because acknowledging and accepting a person regardless of their social or cultural background makes them feel honoured, and as if they a part of the family ‘company.’ As a result, they will devote all their efforts toward realization of the organisation’s goals (Abiodun 2010, p.82-87). Managing diversity at UKRD Group UKRD Group is a multi-media company, based in the U.K. The company owns and operates a portfolio of websites, a software-licensing firm, and 16 local commercial radio stations. The company has been ranked number one for three years in a row on the U.K’s top 100 best employers (Toten 2013). Diversity management is central to the company’s human resource strategic goals, which include the development of an inclusive and integrated workforce. UKRD Group acknowledges the benefits of a diverse workforce, and it invests much in ensuring that the work-environment is free from discrimination. Moreover, the company endeavours to promote the principles of diversity in all its operations with employees, job applicants, suppliers, clients, recruitment agencies, contractors, and the public (UKRD Group Ltd, n.d.). According to the company’s CEO, William Rogers, one of the key goals of the company is to build a supportive culture, based on various fundamental standards of behaviour including honesty, fairness, openness, professionalism, and fun. For instance, employees have the liberty to express their disagreement with anything the group purposes to accomplish. However, they are expected to observe fairness and professionalism when presenting their views. Having such a splendid value-based culture portrays a good image of how the company is investing in diversity management. Furthermore, the company does not have a structured human resource department. All the HR functions are outsourced. It has adopted such as strategy in order to encourage the management to have a greater responsibility for their employees. By having a structured HR department, the company’s management believes that the relationship between managers and employees would weaken, since matters such as discipline m ay be shifted from one department to another, and as a result, they may not be handled effectively. This is a viable strategy toward strengthening of the manager-employee relationship, which is key to the effective management of diversity (Toten 2013). All employees as well as anyone who acts on behalf of the company is required to adhere to the company’s set principles of equality and diversity. Any sort of unlawful discrimination in the workplace is not condoned, and the company has put in place necessary measures to prevent its occurrence. Specifically, UKRD Group purposes to ensure that no job applicant or employee is subjected to unlawful discrimination based on gender, race, sexual orientation, disability, age, part-time status, or religion. This commitment is taken into account at all aspects of employment such as training, recruitment, promotion and career-development opportunities, grievance handling and the application of disciplinary procedures, and terms/conditions of employment. Because of the evolving nature of the job market and the legislation changes, the company often reviews its policies regarding diversity, and implements relevant changes (UKRD Group Ltd, n.d.). Recommendations In order for the UKRD Group to be at the forefront in ensuring diversity prevails in all its operations, it is necessary for its management to take into consideration the following suggestions. To start with, it should ensure it has a wide recruiting base. This can be achieved by adopting tools such as online job boards, where anyone with an access to the internet can view the job opportunities being advertised by the company. The company should also have a standard evaluation form. By having a standard evaluation form, instances of discrimination will be eliminated, and it allows the hiring team to use the same criteria for all candidates (Thiederman 2008). Moreover, managers of UKRD should explain the benefits of diversity to the employees, and familiarize the new hires with the company’s culture. For instance, they can clarify the roles the new hires are expected to execute, and explain to them the values treasured in the company (Hubbard 2004, p.85). Conclusion The above discussion has explored the strategic benefits of diversity management, and examined how diversity is handled at UKRD Company Ltd. Since the market is becoming increasingly global, it is necessary for businesses to understand, acknowledge, and embrace diversity in their day-to-day operations, and in their workforce. Effective management of diversity is the key to leveraging the benefits, and reducing the drawbacks associated with diversity in the workplace. Companies reap huge benefits through effective management of diversity. For instance, pooling the diverse skills and experiences from different cultural and social backgrounds increases employees’ productivity and responsiveness to varying conditions. In addition, when employees are working in groups, diversity enables them to generate more and better ideas unlike when they come from the same social or cultural background. Based on this discussion, it is worthwhile arguing that companies should ensure diversity is well managed in order to thrive successfully. Bibliography â€Å"Diversity Equal Opportunities Statement.† UKRD Group Ltd -. (n.d.). Available from . [14 August 2014]. Abiodun, R. A. (2010). Leadership behavior impact on employee’s loyalty, engagement and organizational performance:. [S.l.], Authorhouse. Aswathappa, K. (2013). Human resource management: text and cases. New Delhi, McGraw Hill Education. Buhler, P. (2010). Human Resources Management All the Information You Need to Manage Your Staff and Meet Your Business Objectives. Cincinnati, F+W Media. Combe, C. (2013). Introduction to management. Oxford: Oxford University Press. Griffin, R. W. (2012). Fundamentals of management. Mason, OH, South-Western Cengage Learning. Guffey, M. E., Loewy, D. (2010). Business communication: process and product. Mason, OH, South-Western/Cengage Learning. Hubbard, E. E. (2004). The manager’s pocket guide to diversity management. Amherst, MA, HRD Press. Mor-Barak, M. E. (2011). Managing diversity: toward a globally inclusive workplace. Los Angeles, SAGE. Paludi, M. A. (2012). Managing diversity in today’s workplace: strategies for employees and employers. Santa Barbara, Calif, ABC-CLIO. Thiederman, S. B. (2008). Making diversity work: 7 steps for defeating bias in the workplace. New York, Kaplan Pub. Toten, Mike. â€Å"Employee engagement case study: UK radio group.† Workplace Info -. Available from . [16 May 2013]. 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Wal-Mart free essay sample

Wal-mart Annual Report Analysis Matthew Walter Professor: Evelyn Hume Intermediate Accounting I 06/12/2011 Who are the firm’s auditors? Do they provide a clean opinion on the financial statements? Wal-Mart is audited by Ernst amp; Young LLP. Ernst amp; Young’s believe the financial position of Wal-Mart is clearly depicted in their financial statements and in tune with the U. S. generally accepted accounting principles. Have there been any subsequent events, errors and irregularities, illegal acts, or related-party transactions that have a material effect on the financial statements? Wal-Mart subsequent events on March 4, 2010 the company’s Board of Directors approved an increase in the annual dividend to 1. 21 a share. Describe the trend in total assets and total liabilities for the years presented. Wal-Mart’s total assets increased by 7,277 million from 2009 to 2010. Similarly, the total liabilities of Wal-Mart have increased 1,427 million from 2009 to 2010. What are the company’s three largest assets for the most recent year presented? Wal-Mart’s three largest assets for 2010 were inventories, buildings and improvements, and fixtures and equipment. We will write a custom essay sample on Wal-Mart or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page What are the company’s three largest liabilities for the most recent year presented? Wal-Mart’s three largest liabilities for 2010 were accounts payable, accrued liabilities, and long term debt. What types of stock does the company have? How many outstanding shares are there for each type of stock for the most recent year presented? Wal-Mart has preferred and common stock options. In 2010 there were no outstanding shares of preferred stock. Also, there were 378 million outstanding shares of common stock in 2010. Does the company use the single-step income statement, multiple-step income statement, or a variation of both? Wal-Mart uses the multiple-step income statement. Does the income statement contain any separately reported items, including discontinued operations or extraordinary items, in any year presented? If it does, describe the event that caused the item. (Hint: There should be a related footnote. ) Wal-Mart reported a loss of 79 million from discontinued operations. The event that caused this loss was because Wal-Mart had shares outstanding that were not included in the diluted net income per share. Describe the trend in net income over the years presented. Wal-Mart’s net income has increased over the last three years from 2008 to 2010. An increase of 19% from 2008 to 2009 and an increase of 14% from 2009 to 2010. Does the company have other comprehensive income? If yes, what is the nature of the transaction(s)? Wal-Mart does not have any other comprehensive income to report. Does the company use the indirect or direct method of the cash flow statement? Wal-Mart uses the direct method of the cash flow statement. What is the trend in cash from operations for the years presented? Wal-Mart has had an increase in cash from operations each year from 2008. From 2008 to 2009 there was about a 3,000 million increase and from 2009 to 2010 there was another increase of about 3,000 million. What are the two largest items included in cash from investing activities? Wal-Mart suffered a loss for cash from investing activities. Proceeds from disposal of property and equipment are the only positive figure at 1,002 million. For the year ended 2010 Wal-Mart reported a loss of 11,620 million from investing activities.