Essay about Genocide - 1949 Words

Living through genocide is a horrific tragedy that no one should ever have to endure. While there have been numerous genocides within the last century, the holocaust was a genocide that killed over 12 million innocent people and segregated them by religion, sex and age. Since the end of the holocaust, many survivors wrote their stories accounting the horrific lives they led, while some eliminated parts of their story, others felt that it was necessary to show the entirety of what had occurred. With these first hand accounts, the reader is able to see the differences between how men and women lived their everyday lives as well as how they were treated by Hitler’s regime. In Elie Wiesel’s, Night, and Sara Nomberg-Przytyk’s, True Tales from†¦show more content†¦Having the word tore in this quote, the author is trying to explain how the simplicity of a haircut could turn into something horribly painful. After being released from harshness of the barbers, m en formed together trying to find familiar faces at that time, â€Å"they used whatever strength they had to cry† (Wiesel 35) the symbolism of crying makes it more surreal to the reader, the meeting of friends is not a joyous occasion but is to make sure friends are alive. Living under the â€Å"threshold of death† (Wiesel 36), men needed to give up every personal belonging they brought with them; they were one step away from dying. Within a â€Å"few seconds, we had ceased to be men† (Wiesel 37). This meant that the men they saw coming into the camps were not what they would become, they changed into prisoners who did not have an identity of their own, they were the living dead. With time passing and people becoming hungry, sick and weak, people became walking skeletons that were on the brink of death. While Elie’s main goal was to stay alongside his father through out their time in the holocaust, the dependence of his father on Elie eventually became a clear challenge. With his father getting sick and needing some assistance there was a time where he needed to use a restroom. After asking one of the guards where it was, the guards response was by hitting Elie’s father, knocking himShow MoreRelatedGenocides And Genocides Of Genocides987 Words   |  4 PagesAfrican Holocaust Genocide is a million African people being butchered by hand by their neighbors, with household tools and homemade weapons—machetes, hoes, and hammers. Genocides are commonly overlooked throughout many countries. Africa has had many genocides and wars occurring over the past century. The most known genocides are ones that occurred in Rwanda and Darfur. Researchers have found that most genocides show the same patterns and key elements. 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Genocides do not just happen out of nowhere, often it is due to long-standingRead MoreGenocide : Genocide And Genocide1841 Words   |  8 Pagesin a planned and systematic genocide. The group of people being murdered in this genocide were the Tutsis† (U.S. House). To begin, genocide has different ways of being interpreted. Due to the inflammatory feeling between the Hutu and the Tutsi, conflicting views were created which led to clashing beliefs. There are eight stages of genocide that pertain to the conflict in Rwanda. Finally, genocide should never be just ignored/pretend that it never happened. The genocide against Rwanda’s Tutsis wasRead MoreGenocide Essay3156 Words   |  13 PagesGenocide It is amazing the word genocide has not been identified earlier in time. It is quite evident that it has been Practice with various controlling entities throughout history. 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Comparison of Extemporaneous Speaking and Manuscript...

There is a huge difference between extemporaneous speaking and manuscript style speaking. To define the difference in a broad manner, extemporaneous style utilizes both written notes and memorization along with some â€Å"on-your-feet† statements to complete a speech. Manuscript style is simply reading word-for-word a written speech out loud to the audience. To analyze these specific styles a little more will give some insight to how each is utilized when giving speeches. As stated above manuscript style is similar to reading a book to an audience. The speaker using this style would carefully put together a well written speech. He would write the speech, in its entirety, print and deliver the speech by reading what he had written back to the audience. Depending on the skill of the speaker and their memory abilities the speaker may either read to the audience while looking at his manuscript majority of the time or, if his memory and eye-contact skills are excellent, he will be able to deliver this speech entirely from memory. There, of course, are always those speakers in between who will be able to give portions of the speech from memory and other parts by reading from the paper. This often leads to the biggest weakness of this style. Often times when speakers use this style of speech they may tend to sound too robotic, auditioned, and uninvolved with the topic being discussed. This will lead an audience to either not listen or lower the credib ility of the speaker.Show MoreRelatedEssay about Speech Quiz answers2346 Words   |  10 Pages Chapter 1 - Speaking in Public 1.Speakers should focus on the message they are expressing more so than how the audience is responding to the message. – False 2.Messages are usually transmitted from sender to receiver through audience and listener channels. – False 3.Smiles, head nods, eye contact, and clapping from audience members are all forms of feedback. 4.An ethical speaker considers the moral impact their ideas and arguments have on their listeners. 5.â€Å"Care and concern for others, theRead MoreSociology and Group41984 Words   |  168 Pagesa. True b. False Answer: b. False . As groups grow larger, member satisfaction increases. a. True b. False Answer: b. False . Generally, there are 2 sources of noise: external and internal. a. True b. False Answer: a. True . A soft speaking voice can create noise in a communication transaction. a. True b. False Answer: a. True . Feedback is always verbal rather than nonverbal. a. True b. False Answer: b. False . When group members work together to achieve a common goal, theRead MoreDeveloping Management Skills404131 Words   |  1617 PagesIn-Basket Exercise 30 SCORING KEY AND COMPARISON DATA 42 Personal Assessment of Management Skills 42 Scoring Key 42 Comparison Data 42 What Does It Take to Be an Effective Manager? 43 SSS Software In-Basket Exercise 43 PART I 1 PERSONAL SKILLS 44 45 DEVELOPING SELF-AWARENESS SKILL ASSESSMENT 46 Diagnostic Surveys for Scale Self-Awareness 46 Self-Awareness Assessment 46 Emotional Intelligence Assessment 47 The Defining Issues Test 48 v Cognitive Style Indicator 52 Locus of Control

Journal Of Contemporary Research In Business Free Essays

string(114) " a pressure created by poor planning and results in increase in turnover and organizational performance decrease\." ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS THE IMPACT OF EMPLOYEE TURNOVER ON THE EFFICIENCY OF THE ORGANIZTION Muhammad Naeem Tariq Prof. We will write a custom essay sample on Journal Of Contemporary Research In Business or any similar topic only for you Order Now Dr. Muhammad Ramzan Aisha Riaz Scholars at Superior University, Lahore Abstract The main purpose of the study is to determine the impact of employee turnover on the performance of an organization. The research study supports the argument of Derek (2006) that the employee? s turnover positively associated with the organization inefficiency. The research study was based on quantitative research technique. The questionnaires were distributed in Mobilink Head office, Call Center and Administrative Department for collection of data. The measures for analysis are employee turnover, work load, work stress, employee salary, job satisfaction, and work to family conflict. Correlation and regression tests are used for research studies in order to analyze the relationship among independent and dependent variables. The result from the regression analysis confirms that the Performance of an organization is negatively and insignificantly associated with employee turnover, workload, work stress, salary, and family to work conflict. It is clearly evidenced that there is negatively relationship between the dependent variables of organizational performance and the Independent variables employee turnover, workload, work stress, salary, family to work conflict. The study shows that turn over effect on the performance of the organization The study provides an insight to see that level of turn over effect up to what level to the performance and what are the major variables that may address to handle these issues. Keywords: Organizational Performance, Turnover, Workload, Work Stress, Salary, Family to work conflict. 1. Introduction Over the last two decades of awareness of managerial issues, the issue of employee turnover still exists in most of the organization throughout the world. Even in the highly developed industrial nations, the rate of employee turnover is still very high. Moreover, looking into the gender perspective, Women pay may be less than that of man, requiring parallel education, training, skills, and responsibility. The level of performance or the ability of work done by the staff will only be achieved if the employees satisfied by the internal environment of an organization. Employee turnover in organization is one of the main issues that extensively affect the overall performance of an organization. It is often suggested that organization should be adopt the clear Standard Operation Procedures (SOP? s) that decrease the gap among the top management and the middle management in order to identify and resolve the issue of employee turnover in the organization. The area for the research study was, Mobilink Head Office, Mobilink Call Center and Mobilink Administration Branch Islamabad. The research study was based on quantitative technique for research. The questionnaire was distributed among the staff member of Mobilink offices and data was collected to know that how much employee turnover affect the performance of and organization. The reason that why Mobilink organization had been chosen, is because in Mobilink offices the ratio of turnover is high as compared to other organization according to the telecommunication report of Pakistan 2008. The research study is being conducted to check out the extent the employee fulfill their task, which is, assign to them by their superiors and what are the effect of turnover on organization. COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 700 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS The research paper objective was to address the questions that is, does employee turnover affect the performance of the organization? Various studies show that employee turnover negatively affect the overall efficiency of the organization. If proper action is taken on employee workload, work stress, salary, job satisfaction, and work to family conflict, the turnover ratio alternatively decreases and organization performance will enhance. Derek (2006) found a positive relationship between employee turnover and organization efficiency, and concluded that there is insignificant negative relationship between employee turnover and organizational performance. The reason that why, this research topic was selected because in our environment most of the workers are not satisfied with their jobs and most of them are quiet their jobs when they find relatively better job than that one. The reason is not that they are not competent but there are few factors the effect the commitment and satisfaction of the employee towards their job, some are employee workload, work stress, salary, job satisfaction, and work to family conflict. The research study was scrutinized the fact that employee turnover is positively effect on overall performance of the organization 2. Literature Review Derek et, al. (2007) suggested that job satisfaction and affective commitment as the basic variables with turnover intentions. He further argues that no support was found in the results for continuance dedication as a variable with turnover intentions. The results also concluded that significant positive correlations were found for the distal variables workload, work stress, employee salary, job satisfaction, and work to family conflict. Magnus at al. (2001) resulted that the job insecurity is interrelated primarily to exit and devotion reactions, but not to voice. In terms of exit, a striking pattern in our results concerns the connection obtained between job insecurity and organizational turnover intention. Although the magnitudes of effect sizes differed across countries, there was a positive relation between job insecurity and the propensity to exit from the organization. The results also swell previous research by indicating that job insecurity may have similar cost for union turnover intention. Outsourcing is more prevalent under condition of high scientific uncertainty and high information exchange, research gained some tentative insights into the fact that higher outsourcing under these conditions leads to higher performance of individual. Fogarty at al. 2004) results that the employee turnover increases due to individuals in offices were mostly at fault, making errors because they failed to follow procedures and were ineffectually supervised the circumstances; put the employees of the organization in, such a pressure created by poor planning and results in increase in turnover and organizational performance decrease. You read "Journal Of Contemporary Research In Business" in cate gory "Essay examples" Bloom at al. (1991) concluded that the organizational analysis of turnover is due to organizational and ecological variables like the crime rate in the area may increase nursing turnover. The study strongly argued that the base of increase in turnover is only environmental basis. Beverly Philip (2006) recognize that the extant research on employee engagement demonstrates its relationship to outcome variables important to every organization, such as productivity, safety, and employee retention and customer service. They further explore that the Increases in knowledge as to how to create high performance workplaces are always welcome by practitioners and academics. What the field does not need, however, is another fad term. We call for continued research into employee engagement in order better to understand and to capture its contribution to organizational and individual performance. According to Camp (1993), the organizational commitment found to be a significant predictor of organizationally relevant behavior, in his case, turnover. This certainly lends support to the position of organizational commitment. Conversely, He further justify that there was no evidence from this study of workers in one public sector agency that job satisfaction has any effect on voluntary turnover. The correct in that even when combined with the other relevant control variables, the explanatory power of the models containing organizational commitment is fairly low. It should be kept in mind that organizational commitment was typically measured months before the respondents actually quit work. Even so, the results of this and related studies suggest that even though we have additional insight about the theoretical relevance of organizational commitment, we still do not seem to understand much about the processes that generate turnover. COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 01 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Maertez Campion (2004) suggested that the first, quitting is a salient, major life event, and people remember the details surrounding such events relatively easily. Second, quitting tends to be associated with affective arousal, be it negative or positive; such events are more easily remembered than those with little accompanying affective arousal. Moreover, people often remember such events better after a long rather than a short period of time. Also, time since quitting was unrelated to decision type; lessening the chance that memory decay had an effect on the findings.. Another possibility is that the relationships discovered could be partially due to employee schemata or implicit theories of turnover. However, if such schemata reflect reality or are widely held by employees, they may not threaten the validity of our findings. Ologunde at al. (1999) concluded that the employee turnover in schools and universities are due partly to the low morale of the teachers, which in turn has increased the rate of labor turnover from the system. They further analyze that it is fair to say that lecturers will put in their best when the work environment is conducive; when there are good welfare packages like good houses, adequate health and medical insurance, training and development opportunities and other relevant fringe benefits. In the absence of these, it can only be expected that frustration and eventually quits will result. Given their role in society, there is a strong case to pay special attention to university academics while not constituting them into a special class. However, it is important to further explore opportunities to provide more incentives to enable lecturers maximize their role in the development process. In doing this, we have also shown that economic incentives on their own do not provide sufficient motivation for university teachers. Harris at al. (2002) theory asserts that high turnover lowers firms? incentives to provide staff training programs and, therefore, reduces productivity. On the other hand, job matching theory postulates that turnover can help employers and employees to avoid being locked in sub-optimal matches permanently, subsequently increases productivity. The conflict between retaining workforce stability on the one hand, and flexibility on the other, gives rise to the quest of an optimal turnover rate. Klasen (1999) uses multinational cross panel regressions to explore the extent of employee turnover in the organization which may trim down growth and development of any organization and the overall economy. His paper finds a substantial impact of employee turnover on economic growth based on data from East Asia, Africa, South Asia and the Middle East. His results suggest that employee turnover in education and management has a direct impact on economic growth through throbbing change in management lowering the average quality of human capital. Michael Steiner (1997) concluded that the annual managerial employee turnover of an organization is 18. 6 per cent for the combined sample and their costs are very high on per employee turnover incident while conducting his research. They further reported that chain restaurants report higher employee turnover ratio and more costly managerial employee turnover for independents. Bradley Stuart (1998) uses cross-section study of the inter-industry variation in male and female employee turnover in UK manufacturing companies, The number of discharges over four weeks found very high. The annual rate of employee turnover was estimated by taking an average of the quarterly observations. This shows a wide variation, the annual male employee turnover rate was lowest at 8. 5 per cent in Mineral Oil Refining (262) and highest at 77 per cent in Jute (415) in American corporate companies. Similarly the female rate ranged from 12. 4 per cent in Mineral Oil Refining to 81. 9 per cent in Fruit and Vegetable Products (218). The male employee turnover rate across all manufacturing was 29. 9 per cent. Employee turnover is clearly greater among females. Seven in every ten MLHs had a female rate in excess of 40 per cent. Research by Knapp at al. (1998) reported that the rate at which staff change jobs has posed a serious problem for employers in the private and public sectors. Since, staff employee turnover generally breaks the stability, consistency and continuity of work, makes long-term planning more difficult, it leads to shortages of staff which in turn can raise the workloads of other employees, and raises the costs of recruiting and training staff. COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 702 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Wrucka (1998) defines that the top management change or employee turnover is to be any change in the set of individuals holding the title of chief executive officer (CEO), president or chairman of the board. His major hypothesis is that the probability of a top management change is inversely related to performance of an organization. Using a random sample of listed firms, He tested the hypothesis with a prediction procedure to exploit information on firms that do not experience a management change. At last he found that change in top management inversely related to the efficiency of the organization. Guthrie (1999) reports a positive association between the use of high involvement work practices (HIWPs) and employee retention and firm productivity. He further indicated the disordinal interaction, also he found that employee turnover is associated with decreased productivity when use of HIWPs is high, and increased productivity when use of HIWPs is low. He further reports that there is insignificant relationship between efficiency of overall organization and the individual employee as well. 3. Methodology The research study investigates the employee turnover and its effect on organizational performance. The study uses primary data which have been calculated through verified questionnaire of Derek (2007). The sample size of 160 was taken from three Mobilink offices situated in Islamabad including, Head office, Call center and Administration Office, total 100 respond was received at the rate of 66. 7% response rate, in that sample 60 percent represents the ratio of male and 40 percent represent that ratio of female employees. Data have been using SPSS software. Firstly the normality of all variables has been tested then the Pearson correlation and regression have been applied on the data. The purpose of the correlation test is to analyze the extent of effect on the variables (Jeffery John, 2003), on the basis of the result, the exten t of effect of different variables checked on the dependent variable of organizational performance. 3. Hypotheses The following five hypotheses explore the relative impact of the five independent variables (employee turnover, work load, work stress, salary, and family to work conflict) on the dependent variable which is (organization performance). H1: H2: H3: H4: H5: Employee turnover is positively associated with inefficient performance of an organization Work load of employee is positively associated with inefficient performance of an organization. Work stress of employee is positively associated with inefficient performance of an organization. Performance of organization is positively associated with better salary of employee. Performance of organization is negatively associated with family to work conflict of employee. 3. 2 Conceptual Framework The conceptual frame work for the present study is based on the Derek (2007) in that Organizational Performance taken is taken as dependent variable (DV) and employee? s turnover, workload, work stress, employee salary, job satisfaction, and work to family conflict are taken as an independent variable. Further more organizational performance is taken as proxy for job satisfaction and job commitment, also work to family conflict is changed with salary because this salary is more important variable in Pakistani perspective than work to family conflict variable. COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 703 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Work Load Work Stress Salary Job Satisfaction Job Commitment / Organizational Performance Employees Turnover Job Satisfaction Family Conflict 4. Analysis and Discussion 4. Frequency Distribution Table of Age: Table 1 shows that the frequency distribution of the respondents in which the 41% of total staff members lies between the ages of 18-28 years, 44% represents the ages of employees that lies between 29-39 years and 15% shows the percentage of employees that represents that ages of more than 40 years. 4. 2 Frequency Distribution Table of Gender: T able 2 demonstrate the frequency distribution of gender in which total 59 out of 100 staff members are male which represents 59% of the total employees, and 41 out of 100 staff members are female which represents 41% of the total sample. . 3 Correlation: The research study finds out the Pearson correlation between Organizational training and job satisfaction, learning, salary, promotion, and performance. The correlation value is lie between -1 and +1. -1 represents complete negative relationship while +1 represents perfect relationship between variables. Table 4 demonstrates the correlation matrix of the Job Satisfaction, employee Training, Learning, Salary, Promotion and Performance. The analysis show there is high level of correlation between these variables at 0. 1 levels and 0. 05 levels. The correlation is significant at 0. 05 levels only between employee? s performance and employee training and correlation is significant at 0. 01 level in all other variables. Table 5 shows the Pearson correlation between inefficient performance of organization and Employee turnover is positive and significant which means that there is strong correlation between these variables. The value . 567** shows the correlation is significant at 0. 05 level. The value . 000 is less then P 0. 5 which means that the null hypothesis will be rejected and alternate hypothesis will be accepted which indicate Employee turnover is positively associated with inefficient performance of an organization. Table 6 shows the Pearson correlation between inefficient organizational Performance and Employee Workload is positive which means that the correlation is significant between these variables. The value 585** shows the correlation is significant at 0. 05 level. The value . 000 is less then P 0. 5 which means that the null hypothesis will reject and alternate hypothesis will accept which indicate Work load of employee is positively associated with inefficient performance of an organization. Tabl e 7 shows the Pearson correlation between inefficient organizational Performance and Employee Work stress level is positive and significant which means that there is strong relationship between these variables. The value . 480** shows the correlation is significant at 0. 05 levels. The value . 000 is less then P 0. 5 which means that the null hypothesis will reject and alternate hypothesis will accept which indicate work stress of employee is positively associated with inefficient performance of an organization. Table 8 shows the Pearson correlation between Organizational Performance and Employee Salary is positive which means that there is strong correlation between these variables. The value COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 704 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS 350** shows the correlation is significant at 0. 05 level. The value . 000 is less then P 0. 05 which means that th e null hypothesis will reject and alternate hypothesis will accept which indicate Performance of organization is positive associated with better salary of employee. Table 7 shows the Pearson correlation between Organizational Performance and Employee work to family conflict level of the employee is negative which means that there is weak correlation between these variables. The value -. 024 shows the correlation is insignificant. The value -. 024 is greater than P 0. 5 which means that the null hypothesis will reject and alternate hypothesis will accept which indicate Performance of organization is negatively associated with family to work conflict. 4. 5 Regression: Regression analysis has been used to measure the impact of dependent variable (organization performance) on the independent variables (employee turnover, work load, work stress, salary, and family to work conflict) . The multiple regression model for the analysis used as under: Y = ? +? 1X1+? 2X2+? 3X3+ ? 4X4+? 5X5†¦Ã¢â‚¬ ¦.. (1) Where, Y is organizational performance (dependent variable) ?. is Y incepts, ? -5 are the regression coefficients. X1 is Turnover X2 is work load X3 is work stress X4 is salary X5 is family to work conflict Y (Organizational performance) = ? 1 Turnover + ? 2 workload, ? 3 work stress + ? 4 Salary + ? 5 Family to work conflict†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (2) Table 10 represents the Regression coefficient „R? = 0. 724 or 72. 4% which means that correlation between dependent variable (organizational performance) and independent variables (organizational turnover, workload, work stress, salary, family to work conflict) is positive. The coefficient of determination „R2? = 0. 524 which show that 52. % of variation in organizational performance is explained by organizational turnover, workload, work stress, salary, family to work conflict. The F-test value is 20. 691 is significant because the significance level is = . 000 which is less than 0. 05. Therefore null hypot hesis will reject and alternative hypothesis will accept that is inefficient organizational performance is positively associated with employee turnover, work load, work stress, inappropriate salary and family conflict. This also implies that the correlation between dependent variable and independent variables is statistical significant and the regression model is valid. The valid regression model implies that all independent variables (Organizational turnover, Workload, Work Stress, Salary, Family to work conflict) are explaining that there is a positive and significant relationship between Organizational Performance (dependent variable). 4. 6 Dependent Variable: Organizational performance: In the above table the regression coefficient for Turnover of the employee (? 1) = . 320 which implies that one percent increase in Turnover of employee? s increase 0. 320 percent organizational performance level if other variables are kept controlled. The T-test value is 3. 829 and significant at . 00 because significance level is less than . 005 and a regression model is significant and positive. The regression coefficient (? 2) = 0. 338 or 33. 8% which implies that one percent increase in workload brings on the average 33. 8% increase in organizational performance of the employee if other variables are kept controlled. The T-test value is 3. 997 and significan t at . 000 level which is less than the . 005. It implies that the relationship between workload of the employee and organizational performance of the employee is positive and significant. The relationship is significant and the regression model is valid. The regression coefficient (? 3) = 0. 236 or 23. 6% which implies that one percent increase in work stress brings on the average 23. 6% increase in organizational performance of the employee if COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 705 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS other variables are kept controlled. The T-test value is 2. 229 and significant at . 024 level which is less than the . 005. It implies that the relationship between work stress of the employee and organizational performance of the employee is positive and significant. The relationship is significant and the regression model is valid. The Performance of the employee (? 4 ) = . 090 or 9. 0 % which means that one percent employee salary creates organization performance by 9 % if other variables are kept constant. The Ttest value is . 859 which is positive but insignificant at . 373 because the significance level P?. 005 and value is less than . 005. It implies that the relationship between employee salary level and organizational performance is positive but insignificant. The regression model is valid. The regression coefficient for employee salary(? 5) = . 003 or 3 % which means that one percent increase in employee family conflict will brings on the average 3 % decrease in organizational performance if other variables are kept constant. The T-test value is . 041 and the significance value is . 968 which is insignificant which means that the relationship between family to work conflict and organization performance level is weak. It further implies that the relationship is positive and statistical insignificant, but over all regression model is valid. 5. Discussion The study is going to check the effect of turnover on the performance of the employee which is very much important issues in different organizational cultures in different areas of the world. It also see some other variables that can help to decrease the turnover in the organization like for example work load, work stress, salary, work to family conflict and their impact upon performance. Data is collected from the mobilink office because company is suffering from high turnover rat. Questionnaires are distributed among the employees and data is collected. Then correlation and regression are applied to confirm the results. The results show that turnover negatively affects the performance of the organization. The research found that the Performance of an organization is negatively and insignificantly associated with employee turnover, workload, work stress, salary, and family to work conflict. The result of the research study clearly evidenced that there is negatively relationship between the dependent variables of organizational performance and the Independent variables employee turnover, workload, work stress, salary, family to work conflict. COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 06 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References Avery, Derek R. ; McKay, Patrick F. ; Wilson, David C. (2007), â€Å"Engaging the aging workforce: The relationship between perceived age similarity, satisfaction with coworkers, and employee engagement. † Journal of Applied Psychology, Vol 92(6), 1542-1556. Johnny, H. , Magnus, S. (2003) Does job insecurity lead to impaired well-being or vice versa? 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COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 707 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Appendix Table 1 Frequency Distribution Table of Age Age 18-28 29-39 40 and above Total Missing System Total Frequency 41 44 15 100 2 102 Percentage 41% 44% 15% 100% 2% Cumulative Percentage 41. 0 85. 0 100. 0 Table 2 Frequency Distribution Table of Gender Gender Male Female Total Missing System Total Frequency 59 41 100 2 102 Percentage 59% 41% 100% Cumulative Percentage 59. 0 100. 0 COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 708 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Table 3 Correlation Matrix Org Conflict Performance PrsnCr Org Performance Sig (2-tailed) N PrsnCr Sig (2-tailed) N PrsnCr Sig (2-tailed) N PrsnCr Sig (2-tailed) N PrsnCr Sig (2-tailed) N PrsnCr Sig (2-tailed) N __ 100 -. 024 . 813 100 . 350** . 00 100 . 567** . 000 100 . 480** . 000 100 . 585** . 000 100 __ Salary Turnover Work stress Workload Conflict Salary -. 207* . 038 100 -. 012** . 908 100 . 044 . 665 100 -. 044 . 664 100 __ Turnover .145 . 150 100 __ Work stress .667* . 263** . 000 . 008 100 100 . 166 . 100 100 . 509** . 000 100 __ Workload .294** . 003 100 __ ** Correlation is significant at 0. 01 level (2-tailed) *Correlati on is significant at 0. 05 level (2-tailed) Table 4 Correlation between Organization Performance and Employee Turnover Organizational Turnover Performance Organizational Performance Pearson Correlation Sig. 2-tailed) N Pearson Correlation Sig. (2-tailed) N 1 100 . 567** . 000 100 Employee .567** . 000 100 1 100 Employee Turnover **Correlation is significant at the 0. 01 level (2-tailed) COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 709 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Table 5 Correlation between Organization Performance and Employee Workload Organizational Workload Performance Organizational Performance Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N 1 100 . 585** . 000 100 Employee 585** . 000 100 1 100 Employee Workload **Correlation is significant at 0. 01 levels (2-tailed) Table 6 Correlation between Organization Performance and Employee Work Stress Organiz ational Work stress Performance Organizational Performance Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N 1 100 . 480** . 000 100 Employee .480** . 000 100 1 100 Employee Stress **Correlation is significant at 0. 01 level (2-tailed) Table 7 Correlation between Organization Performance and Employee Salary Organizational Salary Performance Organizational Performance Pearson Correlation Sig. 2-tailed) N Pearson Correlation Sig. (2-tailed) N 1 100 . 350** . 000 100 Employee .350** . 000 100 1 100 Employee Salary * Correlation is significant at the 0. 01 level (2-tailed) COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 710 ijcrb. webs. com JANUARY 2013 VOL 4, NO 9 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Table 8 Correlation between Organization Performance and Employee Work Stress Organizational conflict Performance Organizational Performance Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N 1 100 -. 024 . 000 100 -. 24 . 000 100 1 100 Work to family Work to family conflict Table 9 Model Summary of Organizational Performance, Turnover, Work load, Work Stress, Salary, and Family to Work Conflict Model Summary Model 1 R .724a R Square . 524 Adjusted R Square . 499 Std. Error . 958 a. Predictors (Constant), Turnover, Workload, Work Stress, Salary, Family to Work Conflict ANOVA b Model 1 Regression Residual Total Sum of Squares df 94. 996 86. 314 181. 310 5 94 99 Mean Square 18. 999 . 999 F 20. 691 Sig . 000a a. Predictors: Organizational Turnover, Workload, Work Stress, Salary, Family to Work Conflict b. Dependent Variable: Organizational Performance Table Summary of Organizational Performance Organizational Turnover, Workload, Work Stress, Salary, Family to Work Conflict Coefficientsa Unstd. Coefficient B Std. Error Std. Coefficient Beta T Sig Model 1 (Constant) Turnover Workload Work stress Salary Conflicts -. 391 . 337 . 361 . 264 . 102 . 004 .452 . 088 . 090 . 115 . 114 . 101 .320 . 338 . 236 . 090 . 003 -. 865 3. 829 3. 997 2. 299 . 895 . 041 .389 . 000 . 000 . 024 . 373 . 968 COPY RIGHT  © 2013 Institute of Interdisciplinary Business Research 711 How to cite Journal Of Contemporary Research In Business, Essays

How peer pressure contribute to the spread of HIV among the youth free essay sample

INITIATION CEREMONY At a certain age a young person has to go to be initiated, mostly at this time girls are at puberty stage which can be as young as 12 years, they are taken aside and taught about adulthood, the roles, responsibilities and expectation of women in the society, as well as often having sex component, whereby girls are taught how to please men and are encouraged to have sex with any man, most of the time this men are older than them and they are likely to have HIV infection. This practice encourages girls to have multiple sexual partners most especially those who have been initiated, the changes of been infected are high. They believe that when a girl has done this she will be a better wife. This practice can contribute to the spread of HIV infection among the youth of Malawi. GWAMULA Another cultural practices that happen in Malawi which contribute to the spread of HIV among the young people is gwamula which is practiced in some part of Malawi. Boys and Men sneak into the girl’s room at night and have sex with whoever they will find. This practice contributes to the spread of HIV among the youth most especially the girls because they do have sex with the person whom they don’t know and see. It can happen that the person has HIV and infect it to that girl. This practice also contributes to the spread of HIV among the youth of Malawi. POVERTY Young people are engaged in commercial sex because of poverty in order for them to find their basic needs. Most of the time they practice unprotected sex because they want to earn more money, in so doing they are infected. PEER PRESSURE A lot of young people most of the time get caught up in romantic feelings thinking that having sex is the best way they can prove or demonstrate to love their partner. Sometimes they have sex because their friends think so, then they suffer the consequences been infected with HIV. MULTIPLE SEXUAL PARTNERS Most of the youth who have multiple partners SUBSTANCE ABUSE