The art of Romanticism Essay Example For Students

The art of Romanticism Essay Romantics often emphasized the beauty, strangeness, and mystery of nature. Romantic writers expressed their intuition of nature that came from within. The key to this inner world was the imagination of the writer; this frequently reflected their expressions of their inner essence and their attitude towards various aspects of nature. It was these attitudes that marked each writer of the Romantic period as a unique being. These attitudes are greatly reflected in the poem When I Heard the Learned Astronomer by Walt Whitman. Walt Whitman reflects this Romantic attitude in the speaker of his poem. He situates the speaker in a lecture about astronomy that the speaker finds very dull and tedious. Thus the speaker looks past the charts, diagrams and the work that is involved with them and starts to imagine the beauty of the stars alone. Being lifted out of the lecture room, the speaker is freed of his stress and boredom and is able to enjoy the peace and true beauty that the stars embrace. Varying degrees of Romantic attitude has affected many areas in our lives today. We will write a custom essay on The art of Romanticism specifically for you for only $16.38 $13.9/page Order now A vast area that Romantic attitude has affected is The Arts. The Arts, composed of many types of genre, are composed and interpreted very different. Some people may look at a painting and imagine extremely different attitudes than the artist who painted it had intended. Another area that the Romantic attitude has drastically affected is fashion. As you glance around youll probably observe that very few people dress similar and each person has developed their own style of dress. Fashion often reflects a persons attitude towards life and may express the mood that the particular person has, this gives each person a unique quality to distinguish them from the rest of society. As you can see, in almost every case, the Romantic greatly expressed their attitude towards the beauty, strangeness, and mystery of nature. This attitude gave each Romantic a distinct characteristic that separated them from other Romantics. The Romantic attitude is portrayed in various aspects of our lives today including fashions and The Arts.

Free Essays on Evergrowing Technology

â€Å" In the past 50 years, no industry has expanded faster or affected more human beings than computers.† They have changed the world in countless ways. With every purchase, with every push of a button, and with every flip of a switch, a computer is involved. It allows us to make unfathomable calculations with the stroke of a keyboard, and has helped develop new technology in every job field. The people involved with developing and maintaining these technological wonders are known as computer engineers. The career of computer engineering has been growing exponentially for the last 20 years. With constant need for repair, development, or modification, this field has boundless possiblities. As people become more and more reliant on computers, this need for engineers will only increase. Currently, there are many ways to be a computer engineer. There are research engineers who work on future systems to be released into the market. They develop new ideas and concepts for upcoming products and lay the groundwork for other engineers. There are also development engineers who create new products, systems, and applications. They take the ideas from the research engineers and decide how it will be created. Finally, there are also product and manufacturing engineers who transform laboratory creations into things that can be manufactured. All of these engineers have the same general type of job in the end. They work to improve or manufacture computers in one way or another. They work with both hardware and software to develop new and better ways to make computers work. However, there is much schooling involved to enter into this career. Along with a high school education, a minimum of a 4 year bachelor degree is also required. A masters or doctorate degree is useful to get higher, or more well paid positions. Once on the job, the average pay for a computer engineer is sixty thousand dollars a year. Starting pay varies depe... Free Essays on Evergrowing Technology Free Essays on Evergrowing Technology â€Å" In the past 50 years, no industry has expanded faster or affected more human beings than computers.† They have changed the world in countless ways. With every purchase, with every push of a button, and with every flip of a switch, a computer is involved. It allows us to make unfathomable calculations with the stroke of a keyboard, and has helped develop new technology in every job field. The people involved with developing and maintaining these technological wonders are known as computer engineers. The career of computer engineering has been growing exponentially for the last 20 years. With constant need for repair, development, or modification, this field has boundless possiblities. As people become more and more reliant on computers, this need for engineers will only increase. Currently, there are many ways to be a computer engineer. There are research engineers who work on future systems to be released into the market. They develop new ideas and concepts for upcoming products and lay the groundwork for other engineers. There are also development engineers who create new products, systems, and applications. They take the ideas from the research engineers and decide how it will be created. Finally, there are also product and manufacturing engineers who transform laboratory creations into things that can be manufactured. All of these engineers have the same general type of job in the end. They work to improve or manufacture computers in one way or another. They work with both hardware and software to develop new and better ways to make computers work. However, there is much schooling involved to enter into this career. Along with a high school education, a minimum of a 4 year bachelor degree is also required. A masters or doctorate degree is useful to get higher, or more well paid positions. Once on the job, the average pay for a computer engineer is sixty thousand dollars a year. Starting pay varies depe...

Do EU Regulations Provide Sufficient Protection From Child Essay

Do EU Regulations Provide Sufficient Protection From Child Exploitation Within Member States - Essay Example (Beckett, 2007) The European Convention on Human Rights 1950 was a more general attempt to define the rights of humans and it was not a child centric legislation. However, it sets the overall tone of the regulation and suggests that the rights of children have also been considered. This is also significant in the wake of the fact that EU Court on Human Rights has developed significant level of jurisprudence to cover extensively human rights issues pertaining to children. (Bueren, 2007) Local and national governments in EU are considered to be closer to their communities and are considered in a better position to safeguard the interests of the children under the UN Human Rights Charter and Child Rights. It is critical to note however, that children did not featured as a voice in the overall policy making and legislative process in EU till late 1990s. At the time of formation of treaty, though there was an emphasis on bringing in equality between men and women however, children hardly featured into the overall policy making and legislative process in the region. (Renucci, 2005) The Amsterdam Treaty for the first time however, realized this anomaly and clarified new changes though which discrimination based upon age was discouraged. Amsterdam Treaty was enacted in 1997 and supplemented the European Union Treaty. The Article 13 of the treaty clarified that Children should be included in the treaty and discrimination against them should be treated equally along with adults. (Cockburn, 2010) The overall child protection can also be viewed from the perspective of social protection. Expenditure on social protection is considered as one of the indicators of how the 27 member States actually contribute and intervene into reducing predefined risks to... Most of the existing studies on the topic are the reviews of the legislations made over the period of time. This research study will focus upon exploring as to whether these regulations have been effective in achieving their objectives. This research study will therefore provide an insight into how future legislations need to be done in order to make them more applicable and result oriented. Ethics are normally concerned with right, wrong, good and bad and outlines as to how issues of moral concerns can be explored. Since exploring the issue of child protection involves understanding the ethical point of view also, it is therefore critical that ethical inquiry should be blended with the qualitative research design to explore underlying research issues.More appropriately, the existing regulations from EU with respect to child protection will be explored from the perspective of Utilitarianism. Utilitarianism outlines the greater good for the greater number of people and as such existing regulations pertaining to child protection may be viewed from utilitarian perspective. Quantitative research methods will also be employed to explore and understand the impact of the legislations on the reduction of child exploitation. For the purpose of this research, a sample set of 10 member countries will be chosen. This sample will be randomly picked countries officially admitted to the membership of EU since last 10 years.

Compare three cinematic figures of Jesus Christ Essay

Compare three cinematic figures of Jesus Christ - Essay Example This Jesus is in love with Mary of Bethany, and although she obviously has the look of love in her eyes and he reciprocates the looks, there is something that prevents him to ask her to marry him, but he does not know what it is, when he asks his father about it, Joseph only answers; "I'm just a carpenter, but you Jesus, you are not just a carpenter." Before dying, his earthly father lets him know that he is expected to do something to deliver the people of Israel from the Roman tyranny, yet he does not understand what or why him. "You want me to step out but you leave alone" he tells his father in the grave, he begs God to raise him, he demands Him, and finally, he accepts God's will. It is Mary his mother who tells him about his divine conception and encourages him to follow his heart. That's when he leaves for forty days and forty nights to the desert to fast and meditate about his future. His innocence and great faith are evident in his encounter with Satan, when he tempts him to turn the stones into bread to feed the people of Israel so they won't die he answers: "They die because of the hearts of stone of other men, not because of the will of God." When told by Satan that in order to make people listen he should throw himself from the Temple, and have God's angels come rescue him, "that would get the people's attention." Jesus seems to understand Satan's point of view and he is about to jump, then stops and turns to tell him: "If God wanted to test nature's laws, he wouldn't have sent me." It is through the third temptation that he realizes He is "The lamb of God."

Coaching youth sports Research Paper Example | Topics and Well Written Essays - 1500 words

Coaching youth sports - Research Paper Example Most developed economies spend millions of dollars in promoting sports, training the new comers to it and making people aware of the importance as well as over all benefits of sports activities. This piece of research paper addresses basic techniques in teaching of softball to young players and positive ways of identifying appropriate skills in individual players and explains how sports can develop physical skills as well as self esteem in young people. Coaching Techniques for Softball As Softball is a team sport, it requires using of specific evaluation tools and techniques that can also be used to assess the developments of the individual parts to make up the whole of the team (American Sport Education Program, p. 9). Improving basic physical skill is key element to success of any sport, and therefore, it is highly important that all the techniques and tactics that are planned to coach softball players must be useful to improve the physical skills of the players. Similarly, there a re some non-physical skills like remembrance, mental capacity, communication skill, character training etc that are also important for effective performance in any sport and these are also to be considered while coaching is given to softball players. Evaluating the effective techniques for coaching softball requires understanding what are the essential physical skills required for softball. They are strength, speed, agility, flexibility and power (American Sport Education Program, p. 9). Techniques and tactics can be different from team to tem, from coach to coach, but all these techniques must be able to boost the above mentioned essential physical skills. Prior to starting physical training and coaching of physical skills, the trainers or coachers must convey messages regarding the importance of the coaching, motivate the athletes to improve in their present skills, try to make all the coaching techniques to be given to athletes are unbiased and constant and convey the feedback of the coaching to the, etc. In softball techniques, Hitting coaching is perhaps most important one. It involves quickness, strength and hand-eye coordination etc. While coaching to help players better hit, it must be carefully considered to make them comfortable in proper grip and stance as well (American Sport Education Program, p. 22- 24). Another important technique of coaching is stride, which is a controlled forward move in the direction of the pitcher in order to help the hitter transfer her weight while she swings. Coachers should also train how the players can effectively position their bat and how can they be angled well. Teaching the proper hand-position in bat is also highly important. In each and every step, through out every different move forward and along with different types of hitting, the coacher should teach different stance, hand position and better grip tactics to the players so that they can have gradual improvements in overall moving and other important parts o f the softball game. A well structures and effective coaching of softball with different techniques must be well-planned, considering various programs like a) monitoring academic progress, b) arranging team program, c) creating goal chart, d) administering coaching, e) cooperating with team-players etc (Veroni and Brazier, p. 36). Ways to identify skills appropriate to individuals Players are individually different in terms of their age, gender and physical strength and therefore certain skills are more appropriate to some

Literature Review On Flexible Work Practices

Literature Review On Flexible Work Practices This literature review will attempt to appraise and analyse previous works conducted in the field of flexible work practices and work-life balance and its impact on employees. Theories such as Atkinsons flexible firm model (1984), Handys Shamrock organisation concept (1985), psychological contract and Border theory will be used to support this writing. Flexible Work Practices The origin of flexible work practices can be traced back to the 1970s when organizations in Europe experienced challenges as a result of globalization, growth of the product market, advanced technology, and a demand for reduction in the cost of labor (Sarantinos 2007). In response to this, the policy makers recommended two different ways (the low road and the high road) of managing the situation (EPOC, 1999). The`low-road` involves price competition, reduction in earnings and other benefits that were designed for the employees. In contrast, the `high road` includes technical innovation, quality endorsement and the development of the work force. Due to the social orientation of the regulatory authorities and the large number of organizations, the high road was considered to be more appropriate. Employees were however expected to cope with these developments, and this can be regarded as the starting point or the foundation of flexibility for both the employer and the employees (EPOC, 1 999). According to Rose (2008) flexibility is mostly analyzed from the perspective of revolution within the structure of employment relationship and it aids in conforming rapidly to changes in the world of technology and market opportunity. Piore (1998 cited in Rose 2008) argues that flexibility enables the workforce to be multi-skilled and it also promotes a cordial relationship between workers and management towards achieving the organizational goals and objectives. In addition, Dyer (1998) states that the ability to increase workers competencies and involvement will lead to a reduction in the level of absenteeism and increase employee satisfaction as well as the organizational productivity. Furthermore, Armstrong (2006) maintains that flexibility helps in preserving a sense of balance between work and other activities outside work. In a research conducted on Human Resource specialists from 585 organisations in United Kingdom, CIPD (2005) found a rise in the number of employees making us e of flexible contract of employment. However, Pollert (1991 cited in Creagh and Brewster 1998) suggest that drawbacks such as reduced training and development, high job insecurity and low wage should be considered while adopting these practices. It can be argued that there is no widely acceptable definition of the term flexibility in spite of its possible benefits. According to Blyton and Morris (1992: 2), flexibility is defined as the adaptability or responsiveness to pressure and it is generally represented as the opposite of rigidity. Similarly, Bucki and Pesqueux (2000) describe flexibility as the ability to vary according to needs thereby reflecting the ability to stay operational in changing conditions. Furthermore, Benner (2002: 14) states that flexibility refers to the ability to change or react to changes with little penalty in time effort, cost or performance. In addition, (Smith 1989: 203 cited in Legge 2005: 178) defined flexibility as labour market and labour process restructuring to increased versatility in design and greater adaptability of new technology in production. Again, Pilbeam and Corbridge (2006: 104) posit that flexibility is the ability of an organisation to adapt the size, composition, responsivene ss and cost of the people inputs required to achieve organizational objectives. From the above definitions, it is important to note that flexibility is influenced by changes in the economic situation, increased competition, labour market volatility and changes in the world of technology. Wilson et al (2008) explains that different meaning could be ascribed to the term flexibility. According to the author, flexibility can be identified with high commitment work practices and it includes career development, team work, and multi skilling. Presumably, these practices should increase employee satisfaction and motivation and ultimately an increase in the firms competitive advantage. On the contrary, some organizations adopt flexible practices which involve the use of low-priced casual workers for the purpose of meeting changes in customers demand and generating performance benefit. EEF (2009) also maintains that the word flexibility can be analysed from two perspectives. For the employees, flexibility is often used to depict the right to demand for work practices such as home-working, term-time working, part-time working, flexitime and job sharing, annual or compressed hours. Thus, flexibility helps in creating a wide range of motivating jobs and a better working condition for the employees (Dyer 1998). From the employers point of view, flexibility is often used as an abbreviation of the flexible labour markets. It enables the employer to regulate the way work is done in order to meet up with changes in demand (EEF 2009). Thus, flexibility ensures that the organisation remains globally competitive. According to (Bouchikhi and Kimberly cited in Mullins 2007), one of the major challenges that organisations encounter within the flexible labour market is an understanding of individuals wants; and the need to support employee-driven flexibility. Furthermore, Pilbeam and Corbridge (2006) analyzed the term flexibility from two contexts. The first is from the employers viewpoint and it is concerned with the managements pursuit of workers flexibility in order to increase profitability and maximize efficiency. The second aspect is seen from an employees perspective and it is generally addressed by means of rearranging or restructuring of the patterns of work. The study of flexibility from the employees perspective remains the focus of this write-up as it involves the endorsement of flexible working practices to improve work-life balance. Several writers such as (Blyton and Morris 1992; Atkinson 1984; Bramham 1994; Sparrow and Marchington 1998 cited Pilbeam and Corbridge 2006, Lewis et al 2003; Torrington et al 2008; Armstrong 2006; Legge 2005; Dyer 1998) have attempted to identify the different types of flexibility which exists in the workplace. They include functional, numerical, financial geographical, temporal, skills and structural flexibility. Functional flexibility affords management the ability to quickly re-assign workers between different tasks based on jobs requirements (Sisson and Storey 2003). Furthermore, Dyer (1998) maintains that such movement enhances on-the-job training and it also increases employees satisfaction and productivity. Functional flexibility is associated with the core workforce within the Atkinson model (Lewis et al 2003). Atkinson argues that the core workforce is expected to apply their skills across a wide range of tasks in order to contribute significantly to the achievement of organisational success (Marchington and Wilkinson 2008). According to Torrington et al (2008), the rationale behind functional flexibility is to enable employees acquire the skills needed to embark on different assignments, thus ensuring versatility within the work place. However, Legge (2005) argues that functional flexibility is about work amplification and managements ability to exert control over the work force. Nev ertheless, functional flexibility increases employees competencies and ensures a quick response to demand (Mabey et al 1998). Numerical flexibility is the firms ability to increase and reduce the number of work force in response to fluctuations in the demand for product or services (Armstrong 2006). Price (2006) maintains that there is difficulty in achieving this form of flexibility with the core workforce; and Blyton and Morris (1991) conclude that numerical flexibility can be achieved through the use of the peripheral employees within the Atkinsons model. Working practices which incorporates elements of numerical flexibility includes part-time employment, self employment, short-term contracts, job sharing, homework, and agency temps. (Dyer 1998). According to Sparrow and Marchington (1998), numerical flexibility increases employees empowerment because if gives an opportunity for individuals to define their own job. Legge (2005: 178) however argues that one of the reasons why organizations adopt numerical flexibility is to suppress the permanency of employment relationship; thereby making employee redunda ncy an acceptable practice within the employment relationship. (Conclude with statistics) Financial flexibility is the ability of an organization to regulate employment overheads by allocating labour costs to substantiate the supply of and demand for labour so as to increase profitability. It includes payment in relation to performance and the use of local market rates in establishing the cost of labour. To be applied, it requires the utilisation of temporal flexibility as well as the application of non- consolidated bonus pay and non- pensionable payment to steer clear of any expense that encourages a rise in cost (Pilbeam and Corbridge 2006). In addition, financial flexibility supports the implementation of functional and numerical flexibility (Dyer 1998). Temporal flexibility has to do with the arrangement of working hours so as to meet up with production demands. Its aim is to maximise productive time and minimise unproductive time. However, Muller-Camen (2008) argues that the aim of temporal flexibility is to reduce the payment of overtime premium, even though it helps in coping with high customer demand. Geographical flexibility involves the ability of organisation to engage the employee in distant working and it is achieved through better use of technology. To be applied, the employee requires access to organisations facilities from home usually for specific occasion or as situation demands. Arguably, geographical flexibility ensures job security and it enhances efficiency in the execution of work (Stredwick 2000). Forms of flexibility are flexible time, part-time working, overtime, job rotation, shifting, compressed hour, annualised hour, term time Two influential frameworks that address flexibility at the organisational level include Atkinsons (1984) flexible firm model and Handy (1985) shamrock organisation. The flexible firm model was developed by Atkinson in 1984 and it is useful in evaluating the general concept of flexibility (Stredwick 2000). The model contains all the various forms of flexibility discussed above and it also recognises some of the consequences of the flexible work force. Atkinsons (1984) flexible firm Atkinson reinforces an optimist view to flexibility, he argues that economic recession and technological changes have encouraged employers to make their firm more flexible thereby increasing productivity (Rose 2008). Atkinson believes that flexibility addresses the rigidities associated with the rules of employment established under scientific organisation designs where management control over workers was used to increase productivity (Dyer 1998). Atkinsons flexible firm model provides a framework based on breaking internal hierarchical labour markets by creating a core and a periphery workforce; and the author further argues that the flexible firm has a variety of ways of meeting the need of human resources (Torrington et al 2008). The core work force is made up of highly skilled workers (such as management, technical staff and other professionals) who are considered critical to organisational success by their ability to sustain the organisations competitive advantage (Pilbeam and Corbridge 2006). They are highly regarded by the employer, well paid and they are involved in the firms decision making (Torrington et al 2008). In addition, they tend to have development and career opportunities in order to secure their long-term commitment to the organisations. In return, these employees are expected to be functionally flexible by applying their skills across a wide range of tasks in order to contribute significantly to the achievement of organisational success (Marchington and Wilkinson 2008). Whittington (1991 cited in Dyer 1998) however challenge the benefits associated with the core workforce and argues that improved working conditions and better pay is achieved through work intensification. In addition, Ursell (1991 cited in Dyer 1998) maintain that the scope of decision making associated with the core workforce is likely to be very limited and found that budgets, performance appraisals and selection techniques are being used to both monitor and control the extent of autonomy given to the core work force. The peripheral workforce is characterised by low wages, low job security with little or no autonomy in their work Dyer (1998) and are subdivided into several segments. The first group is known as the first peripheral. Employees in this group are drawn from the secondary labour market and they have skills and knowledge profile which is general rather than specific to the core business of the organisation (Pilbeam and Corbridge 2006). They are employed on contracts with some degree of permanence. They are important but not critical to organisation success as their skills and knowledge will normally be readily available in external labour market. Consequently, they cannot expect similar degrees of security as their colleagues from the core even if they display some functional flexibility (Marchington and Wilkinson 2008). Instead of having a career, these group of employees only have job (Pilbeam and Corbridge 2006). They can be regarded as labour on call providing a buffer stock of reso urces enabling the organisation to expand and contract organically Rose (2008); hence they are seen as numerically flexible. Marchington and Wilkinson (2008) however argue against categorising all workers in this group as peripherals because some part time workers are critical to the success of the business given their close contact with customers and their contribution to business goals. Examples include administrative, secretarial, sales, production and supervisory staff. The second peripheral group comprises individuals who find it hard to break into internal labour market and whose employment experiences tend to be precarious, with little realistic prospect of employment security (Marchington and Wilkinson 2008). They consist of beck and call workers (such as caterers, cleaners or assembly workers) characterized by casual, zero hours or core hours contract of employment (Pilbeam and Corbridge 2006). They have a limited contract of employment (either short term or part time) and they enjoy even less security (Torrington et al 2008). In addition, they have relatively restricted reward package and they can easily be replaced. They provide dynamic forms of numerical and financial flexibility and they can be said to have work rather than jobs or career. Examples include cleaners, drivers, caterers etc. Beyond the peripheral group are those individuals who are clearly external to the host organisation but employed by another employer or in self employment (Marchington and Wilkinson 2008). This group also includes labour provided through contracts for services and the sub-contracting of work to other organisations. Workers supplied through agencies also fit into this category (Pilbeam and Corbridge 2006). In contrast to the first and second peripheral, this group also include elite portfolio workers who possess skills for which there is high demand. They provide work on a paid for result or consultancy basis, and where the correspondingly high rewards compensate for any lack of employment security or regularity (Pilbeam and Corbridge 2006). Examples include information technology providers, teachers and lecturers, interim managers or even chief executives. Critiques of the flexible firm model The flexible firm model has been criticised as not been backed up by facts Muller-Camen (2008); and (Legge 2005; Torrington 2008) highlights the vagueness in the model as to whether the model is a description of trends or a prescription of the future. Sarantinos (2007) however claims that the model maintains clarity in classifying the different kind of flexibility and it highlights the methods which organisation are adopting in order to achieve a flexible model. Nonetheless, Dyer (1998) maintains that the notion that organizations have pursued flexibility by introducing core and periphery labor management strategies has been disputed. According to the author, rather than flexibility representing a fundamental shift in the way work is organized, it is more about intensifying the control of capital over labor by using new management techniques. In a research conducted on a group of scientists, Whittington (1991) found that market pressure had forced the research staff (who theoreticall y fall into the core category) to work harder and to respond rapidly to shifting client needs. Subsequently, (Ursell 1991; Smith 1991) argues that although the flexible firm model may use different tactics, the goal of flexible firms is the same as that of management under the Fordist model that of achieving management control over committed workers and utilizing the knowledge of the employee in the pursuit of profit. In addition, the status of the periphery workforce as opposed to the core is also challenged. According to Lewis et al (2003), the flexible firm analyses have a tendency to trigger different feelings among the employees especially the classification of employees into core and peripherals. Furthermore, (Geary 1992 cited in Pilbeam and Corbridge 2006) argues that the division of employee into peripherals perpetuates inequality and contradicts the main maxim of human resource management which is to value and develop employees as the organisations major asset. Similarly, Torrington et al (2008) maintains that this division is incompatible with the best practice approaches to HRM which seek to increase peoples management and development in order to achieve the goals of the organisation. Besides, Torrington et al (2008) also argues that this could lead to a negative effect on employees psychological contract, which according to Lewis et al (2003) is a tool used in analysing the employment relationship that exists between the employer and the employee. HANDY SHAMROCK PSYCHOLOGICAL CONTRACT There have been major changes in the economy (as discussed above) over the last few decades leaving employees with different requirements from work. In addition, employees level of education has greatly improved with an increased knowledge of their preferences, and the ideas they develop exceeds that of the former generation (Stredwick and Ellis 2002). This changes have resulted into a transition from traditional contracts (where the employee perceives that the employer guarantees a job for life in response to their allegiance), to contracts where employees loyalty is dependent on a rise in earnings and increased training (Smithson and Lewis 2003). Such changes have been summarised as a move from relational contracts, depending upon reciprocal trust and commitment, to the one that is transactional, based upon negotiation and short term economic exchange (Herriot and Pemberton 1995 cited in Lewis et al 2003). Arguably, these changes affect employees attitudes and behaviour; and the psychological contract is considered to be a relevant tool in understanding and managing these changes (Conway and Briner 2005). This is because the psychological contract evaluates the individual aspect of employment relationship and this appears to be associated with flexibility advancement (Guest 2004). In addition, psychological contract presents a peculiar insight into the effect of flexible work practices (Guest 2004). It is a concept which has the capacity to explain the transformation that people goes through in the employment relationship (Arnold 1996). The term psychological contract was first used by Argyris in 1960 to explain the relationship which exists between a group of employees and their foreman (Coyle-Sharpiro 2000); though Conway and Briner (2005) argue that Argyris work was not subjected to theoretical analysis. According to Guest (2006), the psychological contract is the perception of both parties to the employment relationship, organization and individual of the reciprocal promises and obligations implied in that relationship. Another definition that focuses more on the employee is by Rousseau (1995). The author defined psychological contract as an individuals beliefs shaped by the organisation, regarding the terms of an exchange agreement between individuals and their organisation. Guest (1998) however argues that Rousseaus definition of the psychological contract is defective because it focuses on employee alone and he stresses the fact that the contract is the perception of both parties to employment relationship. C IPD (2003) further explains that the psychological contract is unlike the formal contract of employment and it is largely unwritten. It focuses on each partys perception of the employment relationship, it involves sincerity, reciprocated trust, and a duty of care; and it is more effective compared to the written contract in affecting employees behaviour (Stredwick and Ellis 2003). Coyle-Shapiro (2000) argues that the content of the psychological contract is influenced by employees view of the employment relationship. A positive psychological contract is directly related to job fulfilment and commitment which ultimately will result in an increase on performance. Similarly, a reduction on performance is likely to occur when the psychological contract is negative. With the introduction of flexible work practices, some employees (especially the peripherals) might assume that the organization has failed in developing their potentials thus reneging on its obligations. In an investigation conducted on some workers in a Swedish hospital, and result shows that individuals on flexible employment demonstrated higher levels of jobs insecurity and reduced organisational commitment (Sverke et al 2000). Arguably workers on flexible contracts are mostly associated with low benefits and they enjoy less opportunity towards training and development (Atkinson 1984). Consequently, they experience job dissatisfaction, mental discomfort and a negative life outside of work Guest (2004); leading to a reduction in loyalty and poor performance regarding organizations objectives. This is known as the violation or breach of the psychological contract (Rousseau 1995). (Morrinson and Robinson 1997 cited in Conway and Briner 2005) however argue that there is a distinction between breach and violation of the psychological contract. Subsequently, Kramer (2006) refers to a breach of the psychological contract as the perception held by someone in a relationship that another person in the relationship has failed to perform the promised obligations; and violation is referred to as the intense emotional reactions that comes with breaches (Morrinson and Robinson 1997 cited in Conway and Briner 2005). According to Conway and Briner (2005), the main way of understanding how the psychological contract affects employees reaction is when breach occurs. Employees who perceive breaches in the psychological contract think about their relationship with the organisation from a negative point of view, and demonstrate increase intention to quit the organisation (Robinson and Rousseau 1994). Similarly, Cortvriend (2004) found that violation is positively related to employee de-motivation, negative attitudes towards the job and withdrawal from the organisation. Furthermore, (Robinson and Morrison 1995 cited in Arnold 1996) found that employees who perceive a violation in their psychological contract usually report negative organizational citizenship behaviour (OCB). OCB is defined as a readiness to contribute beyond literal contractual obligations (Organ 1988: 22 cited in Coyle-Shapiro). Based on the above discussion, flexibility is directly related to perception of job insecurity and a breach of employees psychological contract; as a result, flexibility is portrayed as an unconstructive theory. Guest (2004) however stresses that this should not be used as a global conclusion. Consequently, Marler et al (2002) emphasis the fact that different employees consent to flexible employment for different reasons; hence they should not be treated the same way. Furthermore, Guest (2004) attempted to differentiate between workers on the margin of employment and knowledge worker whose contract of employment is by choice. Workers on the margin of employment are those whose competencies are low and those with poor bargaining power thus they experience unfavourable treatment from employers. As a result, they suffer increase job insecurity and reduced opportunity for training and development. On the other hand, knowledge workers are those who incline towards flexibility and whose em ployment contract is by choice (Capelli 1991). They consist of temporary workers, part-time or even self employed. These workers embrace flexible work practices and they have the capacity to move between employments as they desire. In contrast to general assumptions, workers who choose flexible contract enjoy higher job satisfaction and they suffer no insecurity in their employment. In a general research conducted by the IPD into the present disposition of the psychological contract, findings revealed that the psychological contract was in an improved condition than expected (Stredwick and Ellis 2003). 81% of participants affirmed that their employers were fair in dealing with them, and 72% believed that their organisation will honour its undertakings and obligations (Stredwick and Ellis 2003). Guest and Conway (1999) however attempted to assess the state of psychological contracts of core employees with the peripherals and found that a better state of psychological contract was reported by the peripherals. However, Dyer (1998) argues that the reason for this is because the peripheral workers exhibit more of transactional relationship and they tend to respond more quickly to changes in the composition of the psychological contract with changes in their pay. This argument can be supported by a survey conducted in the American aerospace industry with a sample of 1 99 employees on permanent contract and 24 employees on flexible contract (Pearce and Randel 1998). Pay differentials exists within the work place with employees on flexible contract earning more than those on permanent contract. Results show little or no difference in perceived job security, performance and job satisfaction between temporary and permanent workers. In a survey carried out for the UK Department of Education and Employment on 607 workers who enjoy flexible work practices (Tremlett and Collins 1999), 68% mentioned choice of work, reduction in workload and an improved work-life balance as some advantages of flexibility. Conversely, 79% mentioned the negative aspects of flexibility as job insecurity, difficulty in working as a team, reduced benefits and treatment lower than that of permanent workers. However, (Pearce and Randell 1998) argues that the perceived effect of flexible work practice can best be determined by employees career preference; that is, whether the choice of flexible contract was intentional or not. In the UK survey reported by Tremlett and Collins (1999), 147 out of 607 did not want a permanent job. As the main reason for this, they cited not wanting the commitment that goes with permanent employment (21%), the loss of freedom to choose the work they wanted to do (19%), being too old (18%) and general lack of int erest in permanent employment (18%). WORK-LIFE BALANCE Work-life balance initiative was developed as a result of changes within the work force involving an increase in the number of women, ageing population (author); and increased understanding of the importance of employees management to organisational success (Maxwell 2005). The rapid growth of this practice was supported by government legislation which introduced the right to request flexible working also known as family friendly policy (CIPD 2010). This right was initially available for parents with children below six years of age or with disabled children below the age of eighteen years. However, there is an ongoing consideration to extend the right to parents with children under the age of sixteen years (Pitt 2009). The aim of this policy is to ensure that skills and experience needed to sustain the economy is readily available by allowing parents (especially mothers) balance work with other family responsibilities. However (Lea 2001 cited in Torrington et al 2008) argues that this policy could prevent women with family responsibilities from being hired thereby hindering womens employment prospect. Nevertheless, Manfredi and Holliday (2004) maintain that the practice impacts positively on womens career path. Another reason for the growth of family friendly policy is an increase in the number of aged people. According to Manfredi and Holliday (2004), the population is ageing thereby leading to a rise in caring responsibilities for elderly parents in addition to child care responsibilities. This however, led to carers of some specified group of adults becoming eligible for this right from April 2007. As a result of growing recognition of employees in sustaining competitive advantage, this right was further developed into work-life balance policies to include employees without family responsibilities and who desire to benefit from flexible work practices for personal reasons (Fleetwood 2007). This arguably will reduce the risk of alienation and ensure that all employees are seen as business investments and valuable assets (Maxwell 2005). According to Work foundation (2003b) work-life balance is defined as the ability of employees to achieve a satisfactory equilibrium between work and non work activities such as caring responsibilities and some other interests. Similarly, employers for work-life balance also defined WLB as about people having a measure of control over when, where and how they work leading them to enjoy an optimal quality of life. Furthermore, DTI (2005) defined work-life balance as being about adjusting working patterns regardless of age, race or gender, so everyone can find a rhythm to help them combine work with other responsibilities or aspiration. In addition, Heckerson and Laser (2006: 27) define work-life balance as a state whereby the needs and requirements of work are weighed together to create an equitable share of time that allows for work to be completed and a professionals private life to get attention. The concept of work-life balance is based on employees capability to synchronize respon sibilities at work and other interests outside work without causing conflict. According to IDS (2008a), work-life balance involves the availability of flexible work practices developed to enable employees participate in activities outside work in addition to fulfilling their job responsibilities; thus it is designed to promote flexibility (Maxwell 2005). Fleetwood (2007) argue that there is an inextricable link between the practices associated with work-life balance and that of flexible working. The author however stresses the differences between employee flexibility (employer unfriendly) and employer flexibility (employee unfriendly); and further states that employer and employees flexibility should not be used interchangeably because the former constrains work-life balance, while the latter enhances work-life balance. Work-life balance practices that make up employee flexibility are working time arrangements (such as home working, part tim

film and animation graphics :: essays research papers fc

INTRODUCTION   Ã‚  Ã‚  Ã‚  Ã‚  Hollywood has gone digital, and the old ways of doing things are dying. Animation and special effects created with computers have been embraced by television networks, advertisers, and movie studios alike. Film editors, who for decades worked trying to make scenes look real are now sitting in front of computers screens. They edit entire features while adding sound that is not only stored digitally, but that is also created and manipulated with computers. Viewers are witnessing the results of all this in the form of stories and experiences that they never dreamed of before. Perhaps the most surprising aspect of all this, however, is that the entire digital effects and animation industry is still growing pretty strong and, the future looks bright. In the beginning, computer graphics were really hard to manipulate but with time the software companies started to improve their programs, adding more tools and key features, which helped the way computers generated pictures, simulating real world scenes. 1 Creating computer graphics is essentially about three things: Modeling, Animation, and Rendering. Modeling is the process by which 3- dimensional objects are built inside the computer; animation is about making those objects come to life with movement, and rendering is about giving them their ultimate appearance and looks. Hardware is the brains and brawn of computer graphics, but it is powerless without the right software. It is the software that allows the modeler to build a computer graphic object that helps the animator bring this object to life, and that, in the end, gives the image its final look. Sophisticated computer graphics software for commercial studios is either purchased for $30,000 to $50,000, or developed in-house by computer programmers. Most studios use a combination of both, developing new software to meet new project needs. MODELING   Ã‚  Ã‚  Ã‚  Ã‚  Modeling is the first step in creating any 3D computer graphics. Modeling in computer graphics is a little like sculpting, a little like building models with wood, plastic and glue, and a lot like CAD. Its flexibility and potential are unmatched in any other art form. With computer graphics it is possible 2 to build entire worlds and entire realities. Each can have its own laws, its own looks, and its own scale of time and space. Access to these 3- dimensional computer realities is almost always through the 2-dimensional window of a computer monitor. This can lead to the misunderstanding that 3-D modeling is merely the production perspective drawings.