Math Anxiety and Math Self-Efficacy Essay Example for Free

Math Anxiety and Math Self-Efficacy Essay Objective: This is a descriptive-correlational study which investigated the relationship between math anxieties, math self-efficacies and math achievements of maritime college sophomores in Iloilo, Philippines. Method: This research was conducted at the three campuses of St. Therese- MTC Colleges, namely: Tigbauan, La Fiesta, and Magdalo Sites during the first semester of academic year 2004-2005. The participants of the study consisted of 316 maritime sophomores who were chosen using proportional random sampling. The data for this study were gathered using standardized questionnaires. For mathematics achievement, the mean of their grades in mathematics subjects taken in their first year were used. Basic descriptive statistics, one-way analysis of variance, t-test for independent samples, and Pearson-Product Moment correlation test were used to analyze data. Result: The study found out that the majority of the maritime sophomores belonged to the â€Å"terminal† case of math anxiety or was on the verge of becoming impatient, yet the majority had a high math self-efficacy level. Their math achievements, on the other hand, were generally poor. They differed significantly on their math achievement when grouped according to math anxiety and math self-efficacy. Finally, negative but significant relationship existed between math anxiety and math self-efficacy and math anxiety and math achievement while math self-efficacy and math achievement were positively and significantly related. In other words, those with low math anxiety had high math self-efficacy and consequently they performed better in math than those with high math anxiety and low math self-efficacy. Discussion: Results indicated that the higher math anxiety is the lower is math self-efficacy and math achievement. In the same manner, lower math anxiety results to high math self-efficacy which in turn results to high math achievement. This is consistent with studies done by previous researchers like Richardson and Suinn, (1972), and Suinn, et al, (1972) to name a few. Although three decades and cultural differences separated the studies, still similar results have been observed. This only implies that when it comes to factors related to math performance, time and culture have no bearing on the results. Conclusion: Generally, maritime college sophomores’ math achievements were poor. However, when they were grouped according to math anxiety and math self-efficacy, it showed that those with high self-efficacy had higher math achievement than those with low self-efficacy. Moreover, those with high math anxiety had lower math achievement compared to those with low math anxiety. The study suggests that math educators must look into building students’ confidence in mathematics to overcome their anxiety and thus, improve their overall performance in math.

Performance of Equipment Maintenance Services in Healthcare

Performance of Equipment Maintenance Services in Healthcare Performance Monitoring in Equipment Maintenance Services checklist Title Abstract Method: Introduction Choosing And Using Key Performance Indicators Benchmarking In Clinical Engineering Audit Summary Discussion And Conclusion Abstract The objective of this literature review is to deliver results to the key performance indicators in monitoring the performance of equipment maintenance services. Method: Medical equipment management, health source and Medline were used and the search was conducted using different keywords such as key performance indicators, equipment maintenance services and performance monitoring equipment maintenance services. Introduction The medical equipment management approach defines the strategies for oversight and interaction of the medical equipment’s used in treatment, diagnosis and treatment of patients. All the related procedures and policies govern event from selection to acquisition, incoming inspection and the medical equipment management. The mission is ensuring that the medical equipment used in patient care is affordable, safe, accurate and available. The scope of this plan is clinical laboratories and different health systems. (McDermott 2009) Performance indicators should be chosen with care, if not individuals tend to respond by optimizing what is being estimated and hence lose focus of the quality. There are two important questions that should be asked concerning any performance indicator. First, can the performance indicator in question lead to perverse incentives and does it have the required potential to induce the desirable changes. Key performance indicators help a company measure progress towards their set objectives. (Kyan et al. 2004) Additionally, key performance indicators help an organization present of service delivery to come up with the course of action. Different key performance indicators differ depending with the exact nature of service delivery and the company’s approach. Choosing And Using Key Performance Indicators The right indicators vary depending on the reason why the management is choosing them. All key performance indicators contain numerous hidden assumptions. For instance, the company can quote is a known guaranteed downtime percentage with the inclusion of the time when the equipment will not be required. However, at times statistical measures can be very hard to interpret, while clinical users do not consider the actual time of action. (Willson et al.2008) On the other hand process indicators appear to change more often than those that have been made to support specific improvement, and monitor the key factors affecting to quality of output. Result measures are more bound to estimate the effectiveness of initiatives to boost the service. Reasons for the poor performance should be thoroughly investigated, for instance, a reduction of 15% in monthly number of the exact routine maintenance logged in by the workers could be caused by alternative external demands or slipping internal stand ards. The steps that need to be taken to improve the services include modifying procedures and services, modifying demand or delivering more services. If an indicator has been modified to make it more strong, then it will be very important to maintain comparison with the old for long enough, to find out whether the changes have had any positive impact. Process targets can be interpreted and set in regard to local circumstances, because the detailed practice commonly varies, on the other hand, outcome indicators are directly comparable between the services when similar definitions are used (McDermott et al. 2009) Cost measures are quite sensitive to what the service chosen omits and includes. Across a typical hospital, the annual maintenance cost per item included varies widely. Detailed research will give the right guidelines on where the reduction of cost will be more effective. At this point, a lifetime strategy to costing can greatly help avoid the situation where technicians spend endless hours repairing the same equipment because the clinical staff lucks the funds required replacing it. A great sense of perspective is required, for instance, so that the total amount of time required to find the right technician can be reduced, this will help theatres to avoid great loses associated with the breakdown of equipment. The clinical engineer will be responsible for balancing urgency and cost and justifying his/her actions to the clinical staff (Gruber et al. 2012) Key performance indicators are reported and monitored to the relevant safety committees in the hospital throughput the year to provide feedback to the efficiency of the medical equipment management plan, the following performance indicators can be quite helpful if well used in a clinic set up. Critical life support performance maintenance completion rate, with a 100% goal and a requirement rationale. Second, the overall performance maintenance completion rate, the goal is 90% and the best practice to report and monitor rationale. Third is the service requests caused by user errors or mishandling, with a 10% or less gal of all the service requests that had not been planned, in this regard, the exact number of chances may be synonymous without consideration of the overall volume of all the service requests received. Mishandling mistakes with the exact requirement will have to be evaluated to find out if the trends exist, with the overall ratio that has been tracked over time providing relevant information for risk reduction. Another performance indicator is the equipment failure rendering harm to staff or the parties, the goal is zero occurrences and the best practice to report and monitor rationale (Swan et al. 2004) The next performance indicator chosen is the hazardous investigations, the main reason for choosing this key indicator was getting the right information, the rationale of choosing the hazardous investigation KPI Is all SMDA recalls, reportable events and medical equipment accident investigations will be instantly reported to the relevant safety committees. The next performance indictor chosen was the performance improvement standards. First, clinical engineering is responsible for identifying performance improvement indicators, based on the priorities that have been identified by users of the medical equipment in question, the relevant department and the environment or safety care committee. The environment or safety committee has the sole responsibility of approving the thresholds and monitors on yearly basis. All performance maintenance indicators are reported after every three months to the safety committee. The information provided is then submitted to the governing body involved via the regular reporting channels. All the elements of performance indicators can be changed upon request based on the administrative input, the institutional experience and regulatory change (Willson et al. 2004) Benchmarking In Clinical Engineering Over the years, there has been a lot of benchmarking activity with the clinical engineering sector. Clinical staff and hospitals are continually finding that there are many issues that are pushing them towards benchmarking. In this sector, we shall look at different methods in which benchmarking in the hospitals in used and the most common measures that are available. These different measures fall into different categories depending with the service they are used to measure. The outlined derivation of benchmarking measures differ between different organizations, and checking into the differences is often vibrant than opting to do a direct comparison. This results into a debate when estimate the cost against other relevant performance measures. In addition, they help guide in making evidence based decisions which integrate the quality with the worth of money. (Willson et al. 2004) In Canada, standards for evaluation and measurement of the best clinical engineering services were introduced back in 1998. To put everything in order, the Canadian biological and medical society created a review to boost the sharing of concepts. Another alternative option is making the use of external consultants to measure the service and advice on the utilization of performance indicators and quality systems to enhance it. Audit This is very important to getting and maintaining the highest quality standards. In its simplest terms, the audit compares the current and the intended practice and immediately reports on the difference. For instance, many follow a person through the maintenance process whilst looking out for any deviation from the right procedures, checking out the records and terms to ensure they have been completed successfully. This strategy is relevant to the internal audits and has the capacity of identifying whether the procedure is working as expected, unfortunately, it does not capture the power of exactly what the audit can achieve. (Willson et al. 2004) As a result, an auditor requires some level of incidence without carrying the responsibility of the area being audited single handedly, this is something that is very hard to achieve in small organizations. If this is done successfully, external audits may bring sufficient benefits mainly if the auditing was conducted by an experienced audi tor from another company. In simpler terms, a simple audit process visits are made up of: Preparation and planning: The auditor agrees to the extent of the audit in advance. Opening meeting where the auditor meets with the management representative to discuss the importance of the audit. Audit: Includes visits to several areas, interviews with the organizations staff and examination of the databases. Closing meeting: The audit meets the management to explain and share their audit findings and confirm the queries, indicating how the issues will be resolved. Audit report: The audit writes a conclusive report clearing outline recommendations for improvement. Once both parties agree to the report, it is signed and passed to the relevant bodies. Follow up: The auditor follows up checks out the corrective actions to see whether they have been completed. Organization auditing can be used to measure how technical and scientific procedures are being followed and whether they will give the right results. This perfect type of audit may be conducted by experienced professional bodies under registered national schemes. For instance, thorough checks between radiotherapy determinants for quality assurance schemes and dose delivery. Basically, it looks at the product, so that they can test a complete system that is where it differs to outline quality control. (Willson et al. 2004) Summary In this report, we have identified many reasons why a company should monitor its performance; we have also discussed the importance of integrating monitoring in a top-notch management system. We have vividly described the design of key performance indicators and looked at how they can be implemented in medical equipment management. (We have also outlined the pitfalls associated with developing and interpreting performance indicators and considered their utilization in practice. We have also reviewed how benchmarking can assist organizations enhance their performance. Finally, we have considered how audits should be strategized, what happens during the audit and how different groups of organizations can combine efforts and assist each other with benchmarking and mutual audit activities. (Grubel et al.2008) Discussion And Conclusion One important thing to understand is the fact that key performance indicators are not performance targets. They are put in place as monitoring facilities with the idea of moving towards the direction of the successful implementation of the procedures, policies and process. Performance indicators are categorized into two distinct groups, namely, quantitate and qualitative. (McDermott et al. 2009)There are two things that must be identified in order to use KPIs effectively; these include the points in procedures or process through which the data is gathered to support the equipment monitoring. Secondly, the locations in service where the data gathered should be presented as important information for quality management. KPI’s are important because they enable facilities to have systems in place for better management of medical equipment and devices. A few of the reasons why key performance indicators are used include more complicated, enhanced technical preventative maintenance, regularly needs consistent quality assurance and specialized user training. (McDermott et al. 2009) References McDermott, R. (2009) Key Performance Indicators Medical Devices/ Equipment Management.’ A Case Studies Of Equipment Management. London: Routledge Willson, K., Tabakov, S., Ison, K., et al 2013, â€Å"Medical Equipment Management.† [Online] 1, (1) 274-280. Available from http://www.openbooke.com/ebook/medical-equipment-management.html> [accesed on 30th April 2015] Gruber, S (2012) Exploring Analytical Solutions For Healthcare Improvement [Online]. Healthcare Analytics, New York. Available at: http://healthcareanalytics.info/2012/02/is-it-a-metric-or-a-key-performance-indicator-kpi/#.VUJEvlFMK_I [Accessed on 30th April 2015]

A cultural framework

A cultural framework Abstract This report is about how a cultural framework can affect a project success. What is meant by this is that you need to have a good project manager and project team in order for a project to meet deadlines and stay on budget. This report analysis and critiques what has been found in the article was conducted by Korin Kendra of Detroit and Laura Taplin of Canada. They analysed the data that was found form a Standish Group survey on project successes and failures this was conducted in the year 2000. The survey found that overall there is a project failure rate of 72 percent. Of the 28 percent it was found that 92 percent of these successes were due to assigned project managers, 58 percent used a defined measurement system and 46 percent used a project management methodology. The study concluded that the main reason for failure was due to the lack of good working relationships. Kendra and Taplin conducted their study by collecting data using an interview protocol they explored the organiz ations design elements, social and technical structures in the proposed success model developed in this study. From the information that they gathered they managed to draw out 5 main themes/conclusions these are, Theme 1: Project Management competences exist at the project manger level in the organization. Theme 2: Project success requires the employment of management process from the project management, system development, supplier management and business planning to be successful. Theme 3: Organizational structures at the project team level are the key to project success. The project structure is important to the success of the project because it determines the project manager level of authority, skills and competencies of the team and the dynamics of the group. Theme 4: Performance measurement systems metrics are defined at the individual, project and organizational level to evaluate project success. Theme 5: Organizational culture determines the importance of project manager com petencies, performance measurements, business process that are employed to perform project work and project organization structures to project success. 1. Background The topic for this article is project success in a cultural framework. This article was written by Korin Kendra of Detroit and Laura Taplin of Canada in April 2004. This report main point is how a cultural frame work can affect project success. What is meant by a cultural frame work is the background and the work ethics of the people involved of the project. This article was conducted to analysis the data that was found form a Standish Group survey on project successes and failures this was conducted in the year 2000. The survey found that overall there is a project failure rate of 72 percent. Of the 28 percent it was found that 92 percent of these successes were due to assigned project managers, 58 percent used a defined measurement system and 46 percent used a project management methodology. The study concluded that the main reason for failure was due to the lack of good working relationships. This conclusion left was question of what is required in a good cultural framework to mak e a project successful. Kendra and Taplin choose to investigate this question and wrote this article. The authors definition of a project success in the IT industry is that a project must have numerous success factors that contribute such as the project being on time, within budget and of good quality. 2. Method Data was collected using an interview protocol they explored the organizations design elements, social and technical structures in the proposed success model developed in this study. The inquiry focused on the organizations culture, project manager competencies, organizational structure design, performance measurement systems and the supporting business process employed in the change efforts to adopt project management. All interviews were conducted in the year 2001 and reflected past, present and future change efforts. The data was the analysed qualitatively using a grounded theory approach and inferential coding to identify the common themes and cultural values that form linkages between project manager competencies, performance measurement systems, process and structures. 3. Critique 3.1 Data are gathered in a scientific manner Data was gathered using an interview process to me this is not a very scientific manner although it is still a very good data collecting technique. They still gathered all the information that was required for the study. 3.2 Underlying assumptions are clear From what I had read the authors didnt really have many assumptions. All the data that they used was already gathered so assumptions were not necessary. Although their main assumption would have been that a cultural framework can affect a project success to which this assumption was very clear and easy to understand. 3.3 Overall Conclusions 3.3.1 What conclusions are drawn by the authors In this article the authors describe five main conclusions/themes that they have discovered. In their research, Kendra and Taplin (2004) established Theme 1: Project Management competences exist at the project manger level in the organization Theme 2: Project success requires the employment of management process from the project management, system development, supplier management and business planning to be successful. Theme 3: Organizational structures at the project team level are the key to project success. The project structure is important to the success of the project because it determines the project manager level of authority, skills and competencies of the team and the dynamics of the group. Theme 4: Performance measurement systems metrics are defined at the individual, project and organizational level to evaluate project success. Theme 5: Organizational culture determines the importance of project manager competencies, performance measurements, business process that are employed to perform project work and project organization structures to project success. 3.3.2 Are these conclusions valid Yes in my opinion is think that all these conclusions are valid as they all hold the main requirements for a project to be successful it is important to note that theme one and three are very important as they both hold valid points of how a team need to form together in order for a project to be successful. 3.4 The authors have some academic or professional standing Korin Kendra is a professor in the college of Management at Lawrence Technological University. She has a masters in industrial engineering and information systems, also has a PHD in organizational development. Kendra is a certified Project Management Professional (PMP) Laura Taplin has her masters and PHD in organizational development she is also a certified Management Consultant (CMC). In this article both authors are highly qualified and have gained qualifications in relevant fields to their research. 3.5 The writing is clearly and correctly references its sources This article is very easy to read and explains most things in great detail. All information that refers to other persons work its referenced correctly at the bottom of the paragraph or inserted citations. I found that this piece was easier to read due to most information was grouped into topics rather than all together. 4. References Kendra, K., Taplin, L. (2004). Project Success: A Cultural Framework. Project Management Journal, 30-45.

A Prayer For Owen Meany Essay -- essays research papers

Prayer As A Symbol in Irving’s A PRAYER FOR OWEN MEANY In John Irving’s A PRAYER FOR OWEN MEANY there are many prominent symbols. Those of arm-less figures, water, and angels are a few of the more prominent ones but, there are also many symbols that are much more subtle than those few. The most prominent of the subtle symbols is that of prayer. Prayer, in an of itself, is an idea. But, in A PRAYER FOR OWEN MEANY, Irving uses it to convey many more abstract concepts. "THE TROUBLE WITH CHURCH IS THE SERVICE." Owen states. "A SERVICE IS CONDUCTED FOR A MASS AUDIENCE. JUST WHEN I START TO LIKE THE HYMN, EVERYONE PLOPS DOWN TO PRAY. JUST WHEN I START TO HEAR THE PRAYER, EVERYONE POPS UP TO SING (23)." In this passage prayer is viewed only as a part of the "hocus-pocus (21)" of church ceremony. It is thus representative both of Owen’s view of church formality and ceremony, and of the attitudes that both Owen and Johnny hold toward certain aspects of the church and its traditions. This becomes important on a larger scale when the reader recognizes the conflict that plagues both Johnny and Owen when it comes to religious issues. Johnny states this point clearly when he says, "I was baptized in the Congregational Church, and after some years of fraternity with the Episcopalian...I became rather weak in my religion: in my teens I attended a non-denomination church. Then I became an Anglican...(1)." These freq uent internal religious conflict...

Elder Berries: Analysis of Sambucas Nigra Essay -- analgesic, antip

There are many herbal treatments available to patients, but few have been used longer than sambucas nigra, otherwise known as elder berry. Well known for its analgesic, antipyretic, anti-inflammatory, diuretic, laxative immune boosting qualities, elder berry has been used for multiple health alterations (Ulbricht, Basch, Cheung, Goldberg, Hammerness, Isaac, &...Wortley, 2014). In this paper the background, pharmacology, contraindications, current research and recommendations for use regarding elder berries will be discussed. Elder berries are a versatile fruit that has multiple applications in the healthcare field, warranting an increased role in patient care. Background The sambucas genus contains many different plants, with the sambucas nigra shrub occurring in Europe and North America. Both the European variety (nigra) and the North American variety (canadensis) are often examined concurrently due to their similarities in use and pharmacology . Ulbricht et al. (2014) explain that the European variety grows up to 30 feet with the flowers and leaves used as flavouring, an analgesic, anti-inflammatory, antipyretic and diuretic and the bark is used as a laxative and emetic. They also state that traditionally, elder berries were used in England and Russia to ward off evil influences, witches, spirits and death. Fernandes, Marques, de Freitas, Mateus (2013) describe that dating as far back as ancient Egypt and the time of Hippocrates recipes for elder-berry based medications were found and extensively used to treat a multitude of ailments such as influenza, colds and sinusitis. Since it's early beginnings, elderberry has continued to be of use for the treatment of colds, flu, and fever in addition to burns, cuts and many other ailm... ...odchem.2013.05.033 Frank, T., Janssen, M., Netzet, G., Christian, B., Bitsch, I., & Netzel, M. (2007). Absorption and excretion of elderberry (Sambucus nigra L.) anthocyanins in healthy humans. Methods And Findings In Experimental And Clinical Pharmacology, 29(8), 525-533. Sambucol (n.d.). Sambucol Products. Retrieved from http://www.sambucol.ca/sambucol- products/ Ulbricht, C., Basch, E., Cheung, L., Goldberg, H., Hammerness, P., Isaac, R., & ... Wortley, J. (2014). An Evidence-Based Systematic Review of Elderberry and Elderflower (Sambucus nigra) by the Natural Standard Research Collaboration. Journal Of Dietary Supplements, 11(1), 80-120. doi:10.3109/19390211.2013.859852 Vlachojannis, J., Cameron, M., & Chrubasik, S. (2010). A systematic review on the sambuci fructus effect and efficacy profiles. Phytotherapy Research: PTR, 24(1), 1-8. doi:10.1002/ptr.2729

Types of Organizational Chart

Businesses come in many different sizes and forms. Organizational charts are used to visually summarize the structure of a business. By using charts to study the overview of a business' structure, owners can analyze how effective operations run. By identifying bottlenecks and redundancies, organizations ensure smoother operations and increased efficiencies. Organizational charts display businesses from different aspects depending on the nature of the business and the needs of the chart creators.When creating charts, it is essential to think ahead as to how the charts will be used, how they will be presented and to whom they are presented to. Hierarchical Hierarchical charts show the relationships between top and lower levels. These types of charts can show an organization's structure, key top-level personnel and areas or employees they are in charge of. Hierarchical charts show authority and can be effective in summarizing the chain of command and accountability within an organizatio n. Matrix Matrix charts display an organization as a group of teams with functions.Each box on the chart refers to the name of a team and its function or could display the team leader's name. In the latter case, each team's box breaks down into individual subteams of members and their subfunction. Flat Flat charts are used for companies that are owned, managed and operated with few employees. For instance, mom and pop stores are horizontal or flat organizations because there are few levels between these working the front line and management. Employees in flat organizations are often involved in key decision-making for the company.Flat organizational structures can be presented as a triangle which shows the owner at the top followed by a middle level and bottom level of departments. Geographic For very large companies with divisions dispersed throughout the world, a geographic organizational chart that shows the locations of divisions is beneficial. Typically, each box is used to dis play the division name, location and division head. The company's main headquarters is displayed on the top level with the other geographic locations given on the bottom level.

Assessing a Underachieving Employee Essay

Executive Summary This is a short report about assessing an underachieving employee that I personally had to deal with. It discusses the problems that arose. I analysed them and then put into place a couple of solutions. The most problematic work situation that I personally encountered was with a work colleague who was a young lady working at the Cooperative food group and she was underachieving. This relates to the concepts of book2, An introduction to human resource management in business, session 4 Assessing and developing people at work. When my work colleague first started working at the Cooperative she was an excellent worker who gave 100% all the time. She had worked at the Cooperative for just over two years and we were in the process of thinking about promoting her from a customer service assistant to a supervisor. She started to make mistakes at the checkout, our manager noticed cash shortages, missing transaction paperwork and mistakes on the lottery and paypoint terminals. As a supervisor my manager asked me to monitor the situation over a two week period and to write down any mistakes or cash shortages and put the dates they happened so that our manager could decide what the next course of action would be. Assessing a Underachieving Employee The analysis of the problems that arose. I am using concepts from book 2, An introduction to human resource management in business, session 4, assessing and developing people at work. These mistakes that my work colleague were making could be happening for a number of reasons. She could be having financial difficulties so she has stolen the money that is why there are cash shortages, however that does not explain why the other mistakes have occurred on the lottery and paypoint terminals and it’s very easy to jump to the wrong conclusion when analysing this. I believe the main point to be about performance management as it states in book 2, session 4.1, performance management â€Å"ensuring that staff are motivated†. I don’t think she is motivated anymore, as when she is at work she is stuck on a checkout for very long periods of time. There is no variety in her job role to keep her motivated, and to be perfectly honest when other members of staff are busy she does get forgotten about and if she does not ask the other members of staff she would not even get her breaks as they forget about her. Doing the same thing day in day and day out can become a bit monotonous. This is why her performance has started to suffer as she feels deflated and demotivated. It is as though she has given up on this job and just turns up because she has to and she needs the money. As it states in book 2, session 4.2 Assessing performance â€Å"the person may lack direction or be working to less than full capacity†. Which in this case I believe to be true. This will affect how the business is run if not dealt  with as other members of staff could start to do the same. Customers will not want to shop there if the staff don’t show an interest. The standards that were once there will start to drop resulting in a negative impac t on the business. A solution to the problems that occurred The first thing I would do would be to set up a record of meetings with this work colleague and our manager. This is a discussion about what is happening and it is recorded for future reference. At this meeting I would discuss how we can move forward together as a team. I would explain to her the importance of her job role and how important it is to get it right. I would set her small achievable targets to aim for with rewards given when achieved. Arranging regular meetings is also a good idea; this could be done as a performance appraisal. As it states in book 2, session 4.4, table 4.2, it has the â€Å"Opportunity to motivate staff by recognising achievements†. I believe this is what is needed in this situation, she needs to feel like a valued team member, this would then give her the motivation needed to do her job correctly and to her full capacity, the business will then be more productive as it stated in book 2, session 4.2 Assessing performance. I may then look into whether she would be interested in changing her job role a little, for example, stock replenishment, and fetching deliveries in, checking dates on products, that sort of thing. This would give her some variety in her job and hopefully motivate her again. This would require more training and cost the business, however if she is just on the checkouts and not been monitored she is costing the business money anyway through the mistakes she is making. Some of this training would be done externally, through training courses, however most of the training would be done by coaching. As it states in book 2, session 4.6, Developing is not just training courses, â€Å"coaching; a way of transferring knowledge and skill from a more experienced person to a less experienced person†. I think this is the best way forward for this work colleague in this situation. Research from the Internet I looked on the internet and did some research to see how to develop underachievers at work. I found two the first one was Yourbusiness.azcentral.com. It basically states that underachievers inhibit teamwork and lower morale of other staff members. It also says you need to form relationships with employees, so you can create a willingness to help the individual. It also says to set incremental goals for the employee. What this website was saying made sense, however I’m not sure how reliable this source is as it wants me to subscribe to them. The next one I looked at was www.acas.org.uk. I found this website very interesting as it gives a full list of different forms that you can print including appraisal forms, absence record sheets and lots of information about how to manage performance. I believe this to be a reliable source as this organisation is devoted to preventing and resolving employment issues, also it wasn’t trying to sell me anything. Tutor group forum I particularly enjoyed the tutor group forum activity 2.1 – Work Pleasure or Pain? It was nice that most people thought the same as me, in that they enjoyed their work. My husband hates work and never understands how I can enjoy going to work. I totally agreed with what Mark Pickering said in that work is a pleasure and that it allows me to achieve my goals in life, while providing for my family. References Book 2 (2012) ‘An introduction to human resource management in business’ The Open University, Milton Keynes. Study Companion (2012), The Open University, Milton Keynes. Yourbusiness.azcentral.com. www.acas.org.uk