Hr Managing Towards Recruitment And Selection Management Essay

Hr Managing Towards Recruitment And Selection Management Essay With the advent of growing emphasis on people as the prime source of competitive advantage, the foremost important decision for an organization has been to ensure the selection of the right people to join the workforce (Beardwell and Holden, 2001, p. 225). In the early 1990s, Beaumont (1993, p.56 cited in Beardwell and Holden, 2001, p. 225) identified three focus areas having significant relevance in the current industry scenario that has enhanced the potential importance of the selection decision in individual organizations. The areas include demographic trends and changes in the labour market, which have led to a less homogeneous workforce that emphasizes on fairness in selection process. Secondly, the desire for a multi-skilled, flexible workforce and an increased emphasis on team working has led to conclude that selection decision are concerned with behaviour and attitudes than with matching individuals on basis of the current job requirements. Lastly, the link between corporate strategy and Human Resource Management has led to the evolution of the concept of strategic selection that refers to the development of a system that links selection to the overall organizational strategy while aligning personnel to emerging business strategies. Thus to have a positive impact on companys productivity and profitability, the practice of recruitment and selection in Human Resource Management has become increasingly important (Beardwell and Holden, 2001, p. 225). The increased global competition and the increasing customer expectations mean that the growth and sustenance of an organization is proving to be challenging. Organisations need to be more proactive in their approach to sustain profitability and meet the ever changing global business dynamics by attracting and retaining high-quality individuals who can respond effectively to this changing environment (Bach, 2008, p. 115). Hiring competent people is of prime importance to an organization, which is greatly dependent on effective recruitment and selection procedures. As cited in Bach (2008), a poor recruitment decision can cost an employer an amount equal to 30 per cent of the employees first year earnings (Hacker 1997). These costs can include lower productivity, potential loss of customers; cost incurred in training, advertising, recruitment fees and redundancy packages (Smith and Graves 2002 cited in Bach, 2008, p. 115). Thus, in order to have a competitive edge, it is increasingly e ssential that in tight labour market scenario, firms must evolve and practice better recruitment, selection and retention strategies (Boxall and Purcell, 2003, p. 15). As mentioned in a case study on Betterbuy (Greenwood, 2007), as part of their good personnel practice they offer a market-leading package of pay and benefits such as childcare vouchers and two share schemes namely Save as you earn and Buy as you earn. It also regards eligible staff for their hard work and commitment with free shares and a pension scheme that allows member to build up a pension based in their earnings and service. The term recruitment and selection are commonly referred together; however they have distinct human resource management activities and functions. Recruitment comprises of short-listing candidate applications from potential employees, while selection techniques are used to decide which of the short-listed applicant is best suited for the job (Taylor, 2005, p. 166). Further reiterating the above point, Boxall and Purcell (2003, p. 143) has also stated that recruitment and selection are nearly always joint management processes of some kind where both line and specialist managers are involved. Bratton and Gold (2003, p. 221) defines recruitment as the process of generating a pool of capable people to apply for employment to an organization. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirement (Bratton and Gold, 2003, p. 221). Newell and Shackleton (2000, p.113 cited in Bratton and Gold, 2003, p. 226) refer to recruitment as the process of attracting people who might make a contribution to the particular organisation. Bach (2008) defines Recruitment as the process of attracting people who might make an organizational contribution to fill a particular role or job. While, Selection is predicting which candidates will make the most appropriate contribution to the organization now and in the future (Hackett, 1991 cited in Beardwell and Holden, 2001, p. 226) In the 1980s, some major changes were witnessed within organizations in regards to their HR practices; for instance it became more assertive as to its role played in organization (Legge, 1995 cited in Searle, 2003, p. 7). This was due to an increasing awareness and evidence of the impact of HR had on the viability of the organisations success. During this period, HR policies emerged as significant levers for assisting firms in repositioning themselves. It resulted in recruitment and selection processes being considered as the key factors for successful change management (Searle, 2003, p. 7). It can thus be asserted that selection is about how to make fair, un-biased and relevant assessments of the strengths and weaknesses of short-listed potential employees by using various selection techniques. While recruitment is the way in which a firm tries to source or attract candidates among whom it will short-list. Thus, in other words, recruitment strategy involves the organisations attempt to portray the firm as an attractive place to work thereby attracting good talent (Boxall and Purcell, 2003, p. 141). There are two methods of recruitment: Internal and External. INTERNAL RECRUITMENT One of the crucial points to reflect upon during the recruitment procedure is whether or not there is a need to recruit outside the organization. Implementing alternative approaches to recruitment might lead to the development of effective solutions at considerably lower cost (Taylor, 2005, p. 166). Research shows that most private sector companies attempt to fill vacancies internally before looking for people outside the organization (Newell and Shackleton, 2000, p. 116, CIPD 2003b, p. 11 cited in Taylor, 2005, p. 167). Fuller and Huber (1998, p. 621 cited in Taylor, 2005, p.167) identifies four distinct internal recruitment activities like internal promotions, lateral transfers, job rotation schemes and re-hiring former employees. Some of the key advantages of internal recruitment of an organization are its cost effectiveness and quick as vacancies can be advertised internally on staff notice boards, in-house publications or intranet systems at no additional cost. Thus, it promotes and helps in developing a strong establishment of motivated and committed employees among existing employees and also that the management is already familiar with the strengths and limitations of the employee. It also helps a company to maximize its return on investment invested in staff recruitment, selection and training processes. The employee in his new position is already familiar with the business objectives and has a better knowledge and understanding about the companys operations. The time taken to fill a vacancy is lesser leading to improving greater organizational effectiveness and reduction in cost and time. However, some of the disadvantages of internal recruitment are that new employees would bring in fresher ideas whic h are often required to challenge the status quo especially at senior levels. It can also lead to bringing about sterility by limiting the number of potential candidates for the job profile, lack of originality and a decline in the breadth of an organisations collective knowledge base. It may also be possible that the best suited person may not be available within the firm. Also an inclination towards this tends to perpetuate existing imbalances in the make-up of the workforce resulting in the feeling of inequality and resentment among the workforce who have not been selected. (Taylor, 2005, p. 168) EXTERNAL RECRUITMENT Even as there are numerous different approaches used to attract applications for prospective candidates, some of the formal methods used are printed media (national and local newspapers, trade and professional journals and magazines), external agencies (job centres, outplacement consultants, headhunters, employment agencies, forces resettlement agency, recruitment consultants), education liaison (careers service, careers fairs, college tutors, careers advisors, student societies), other media (direct mail, local radio teletext, billboards, internet, television and cinema), and professional contacts (conferences, trade union referrals, suppliers, industry contacts), other methods (factory gate posters, past applicant records, open days, personal recommendation or word of mouth, poaching). Few other informal methods include whereby employees families, suppliers or personal acquaintances get to hear about a vacancy via word of mouth or the grapevine. Several approaches like job centres or word of mouth is relatively less expensive in comparison to publishing advertisement in national newspaper or in delegating the task to headhunters. A few methods, such as the use of television and cinema, are used as a mode of recruiting by the largest employing organisations seeking to recruit substantial numbers like the Army and Navy recruiters (Taylor, 2005, p. 169-70). Some of the few advantages of external recruitment include that a new recruit will bring in fresh perspective and ideas, the best suited candidate can be chosen from the large pool of candidates, recruits having wider knowledge and experience on the subject can be chosen. The disadvantages to external recruitment would include that the process is long and hence more time consuming, selection process alone may not be able to identify and reveal the best candidate and also that the cost incurred is enormous for placing advertisements to attract potential talent. According to a study conducted by IRS (2001b, pp34; 2003c cited in Taylor, 2005, p. 171), approximately  £1 billion is spent each year on recruitment advertising in the United Kingdom. An HR Manager would require choosing a publication depending on the target audience. An opinion poll research carried out and published by Recruitment Today (June 1995) has indicated that around 70 per cent of people purchase different newspaper when they are looking for a new job. Thus information about readership levels and profiles is only of limited use in deciding the placement of job advertisement. It is essential for the HR manager to reflect upon whether or not there is a need to advertise nationally. For most jobs, local newspapers are preferable, because they reach potential applicants only within the relevant travel-to-work and are thus more cost effective. The need to organize at a national level arises when the target audience is at a national level. Some of the other additional alternat ive methods of recruitment include: Internet Recruitment: The scope and usage of internet as a medium of recruitment has witnessed a significant growth in the recent years. In the late 1990s, the jobs advertised on the web were mainly in IT or academia, or were specifically targeting graduate recruitments. In 2003, nearly 70 per cent of employers had been advertising vacancies on the internet (CIPD 2003b, p. 15 cited in Taylor, 2005, p. 176), while on the other hand the providers of job search website were spending vast amounts of money on TV, cinema, radio advertising, sports sponsorship and public relations activities as a means of building their public profile and brand image (Taylor, 2005). The key advantages of Internet recruitment are that large companies have a greater potential to attract passing traffic to their company corporate website By cutting down on the need to use written correspondence or field phone calls will prove to be a cost saving for the company. This form of recruitment is attractive to an emp loyer as it gives him the access to a potential audience of millions. Some of the disadvantages of internet recruitment include technology system getting hampered by bugs, computer crashes and threat of losing applications caused by recruiters with poor IT enabled skills which will result in further delay rather than accelerating the recruitment process. Poorly designed or over-engineered websites represent a further pitfall by means of slow loading speeds are all guaranteed to create fatigue in the potential candidate users whose expectations of fast, reliable access are very high thus causing damage to the brand image of the company (Taylor, 2005, p. 179). In the past few years, there has been a significant rapid development in online recruitment or commonly termed as e-recruitment which has accelerated the growth of e-Human Resource Management (Bratton and Gold, 2003, p. 230). In the year 2003, the Singapore Ministry of Manpower (Storey, 2007, p. 238) highlighted some of the key potential benefits of e-HR. The hard benefits included reduced service delivery costs due to automation of key HR business processes, by improving the accuracy of these HR processes the out put would lead to reduction in correction costs, by using intranet as a means of internal communication channel would eliminate costs of printing and distributing information to employees, improving staff productivity and efficacy by providing universal access 24/7 on various information thereby reducing the data entry and search costs through employee and manager self-service. While some of the soft benefits included allowing instant processing of data collected leading to reduction in cycle times, increasing employee satisfaction and engaging in better employee relations by improvising on the quality of HR service, making HR function to align with strategic partner in business, an indicator of change towards an organisational culture that promotes initiative, self-reliance and improved internal service standards by using technology. Employer websites: One of the most convenient methods includes highlighting existing vacancies available in an organization in respective organization website. However, links to these vacancies can be uploaded on various other search engines and recruitment agency website. These sites are easy to maintain and is cost effective as it provides an organization the opportunity to provide relevant adequate information about the profile for it to attract more responses. As quoted by Frankland (2000, cited in Taylor, 2005, p. 176); the total cost incurred to set up a fully operational website is equivalent to the total amount spent by a firm on advertisement in national newspapers. The organisations have immensely benefited by using websites as a medium of advertising the existing vacancies, but it is essential to evaluate the degree and the extent to which it has impacted in the recruitment procedure. As the success of this method solely depends upon the extent to which potential employees visit the websites. Cyber agencies: This method involves the use of specialist employment agencies that specializes in recruitment and selection of potential recruits for example, monster.com. These agencies carry out the functions and role carried out by employment agencies traditionally. These agencies extend their services to not only publish advertisements of vacancies but also short-list the candidates on behalf of the employers. (Taylor, 2005) Job linked to newspapers and journals: Many companies advertise in local and national national newspapers, notice boards, recruitment fairs and substantiate the advertisement with relevant important information relating to the job like the job title, pay package, location, job description, how to apply-either by CV or application form. The success of the recruitment process depends upon whether it is able to attract substantial number of candidates of the desired quality within the allocated budget. Too many applicants may reduce the cost per applicant but add further costs in terms of the time taken to screen the applications. While few applications received may be an indication of a tight labour market and also that the companys values, ethos and brand image in the market are poor attractors. It is thus essential that HR managers monitor the effect of such factors on the overall recruitment process (Bratton and Gold, 2003, p 234). SELECTION After the identification of a pool of potential candidates, the HR Manager needs choose and select the short-listed candidates who would best suit the job profile (Bach, 2008, p. 129). Some of the selection methods include interviews, psychometric testing (cognitive and personality test), assessment centres, references, biodata, job simulation or work sampling. Various selection techniques are used to measure differences between applicants and provide a prediction of future performance at work while measuring the effectiveness of these selection methods. Two statistical concepts reliability and validity are of relevant importance in the selection process. Techniques that are chosen on the basis of their consistency in measurement over a period of time is termed as reliability and the degree to which they measure what they are supposed to measure is referred as validity (Bratton and Gold, 2003, p. 234). The three important forms of reliability include the testee or the test-retest, the tester and the test reliability. Among the different forms of validity, the most important is the predictive or criterion-related validity. It refers to establishing an association between the predictors that comprises of the results obtained from various selection methods and the criterion that measures the performance on the job (Bach, 2008, p. 130). An HR Manager in an organization is using more sophisticated selection techniques and is ensuring to make good selection decisions. A good selection decision would reduce a number of costs incurred like the overall cost of the selection process that includes the use of various selection instruments, the future cost of inducting and training new staff and staff turnover. The process and method of selection to be used are based on two key fundamentals. Firstly, individual differences would measure the extent to which two individuals would differ on the parameters of intelligence, attitude, social skills, psychological and physical characteristics, experience, etc. Secondly, recognizing the way in which people differ would be reflected upon the prediction of performance by the individual at the workplace Many leading companies may use a variety of these techniques and statistical theory for giving credibility to techniques that attempt to measure peoples attitude, attributes, abilities and overall personality (Bratton and Gold, 2003, p. 234). Methods of Selection: Selection interviewing Interview is one of the oldest and commonly used selection methods. Cook (1994, p.15 cited in Bratton and Gold, 2003, p. 236) referred the usage of interviews along with application forms and referral / recommendation letters as the classic trio. The interview pattern can be broadly classified on the basis of the Information Elicited which would dwell on the focus on facts and the information that is required. It would follow a direct approach and give emphasis on seeking subjective information from the interviewee as the factual information must have been already collated prior to the interview. This pattern may require to qualified psychologist as it may require usage of intensive probing. It can secondly be classified on the basis of structure like structured or unstructured. Thirdly, on basis of the order and involvement pattern adopted while conducting the interview. Also by using questions related to ones past behaviour coupled with competencies in inter views has further enhanced the effectiveness of this method (Bratton and Gold, 2003, p. 238). Psychometric testing: It has formed an integral part of the selection process of most organization because of its ability to provide an objective measurement of individual competencies and personality (Beardwell and Holden, 2001, p. 243). This type of selection is also considered to have a good record of reliability and validity. Further evidence of its usage since 1990s has been witnessed due to the rapid growth in the number of organizations using this test leading to more HR professionals being trained to administer the functioning of the test (McHenry 1997a cited in Bratton and Gold, 2003, p.239). The two types of test include cognitive or ability test and personality test. Cognitive tests provide a detailed assessment of an individuals intellectual abilities like specific abilities or general intelligence. Personality test provides a detailed assessment of an individuals behaviour when confronted with a specific situation (Bach, 2008, p. 133). Assessment Centre It incorporates a variety of selection methods like interviews, psychometric test, simulations, in-tray exercises and group decision-making exercises, role-plays and presentations to test the mental ability, reasoning and personality of an individual employee (Taylor, 2005, p.242-3). Assessment centres are designed to provide information like the strengths and weaknesses of an individual employee to management for making decisions in relation to suitability for a position. (Bratton and Gold, 2003). Various on-going validity studies have found the assessment centres to have good predictive ability. One of the major drawbacks of the centre is the cost associated with setting up and functioning of the assessment centre (Taylor, 2005, p. 242). CONCLUSION While critically analyzing on which recruitment and selection approach and methodology an HR Manager must adopt for their organization, it is crucial to consider the impact and accuracy of its approach adopted on the target audience. Further, recruiters need to be aware of the image of their organization they are portraying to the external world. A local newspaper advertisement might attract large number of applicants; but there is a strong business case for spending rather more on a substantial advertisement set by professionals conveying to job seekers that the organization compares favourably with others as a place to work. Few methods are ruled out because of time constraints as most personnel specialists may quite often have pressure from line managers to fill vacancies within days instead of weeks. Thus the range of possible recruitment methods gets severely restricted. Under such circumstances, the best option that a firm can adopt is to outsource the task of recruitment and s election to employment agencies, job centres or use personal contacts (Taylor, 2005, p. 169). It may also prove to be beneficial to consider the volume of applications as outcomes that each method is likely to yield and the ability of the personnel department to administer and act upon effectively. An HR Manager should avoid selecting a recruitment methodology which resulted in receiving hundreds of applications for a single unskilled job vacancy and vice versa. For instance, an advertisement seeking application for very senior cadre roles where the widest pool of appropriately qualified individuals is needed to enable the organization to screen out all but the very best candidates. Another example would be the opening of a new plant store leading to the creating a demand for several hundreds of new jobs (Taylor, 2005, p. 169). Proposed References: Torrington, D., Hall, L., and Taylor S. (2002) Human Resource Management. 5th edition. FT Prentice Hall, England Bratton, J. and Gold, J. (2003) Human Resource Management Theory and Practice. 3rd edition. Palgrave Macmillan, New York Searle, R. (2003) Selection and Recruitment a critical text Palgrave Macmillan, UK in association with The Open University 1st edition Storey, J. (2007) Human Resource Management a critical text. 3rd edition. Thomson Learning, London Boxall, P. and Purcell, J. (2008) Strategy and Human Resource Management. 2nd edition. Palgrave Macmillan, New York Taylor, S. (2005) People Resourcing. 3rd edition CIPD, London Beardwell, I. and Holden, L. (2001) Human Resource Management: A Contemporary Approach. FT Prentice Hall: Pearson Education Limited, England Bach, S. (2008) Managing Human Resources: Personnel Management in Transition. 4th edition. Blackwell Publishing, UK Callaghan, G. and Thompson, P. (2002) We recruit attitude: The selection and shaping of routine call centre labour, Journal of Management Studies: 39(2): 233-254 Greeenwood, I. (2007) Recruitment in the retail sector: a large supermarket, Work and Employment Relations Division Teaching Case, University of Leeds **********************

Mind, Soul, Language in Wittgenstein Essay examples -- Philosophy Phil

Mind, Soul, Language in Wittgenstein ABSTRACT: I show that the latter Wittgenstein's treatment of language and the mind results in a conception of the human subject that goes against the exclusive emphasis on the cognitive that characterizes our modern conception of knowledge and the self. For Wittgenstein, our identification with the cognitive ego is tantamount to a blindness to our own nature — blindness that is entrenched in our present culture. The task of philosophy is thus transformed into a form of cultural therapy that seeks to awaken in us a sensitivity to different modes of awareness than the merely intellectual. Its substance of reflection becomes not only the field of conscious rational thought, but the tension in our nature between reason and vital feeling, that is, between culture and life. It is well known that Wittgenstein is responsible for two great moments in the philosophy of this century; the first initially and incorrectly identified with logical positivism, and the second even now considered as paradigm of Analytic philosophy. Insofar as identifications, both interpretations seem to me to show an imperfect and only partial understanding of Wittgenstein's philosophical motivations, but I do not intend to discuss that point on this opportunity. What is important to our present purposes is that what separates his two great works is his discovery of a kind of intellectual blindness produced by the almost exclusive predominance of one single conception of knowledge or rationality in our culture. The first signs of this philosophical shift are found in Wittgenstein's observations not specifically about language but rather about ritual practices, as they were considered in The Golden Bough. In his opini... ...of devotion their incessant, inevitable and essential tension. Notes (1) "Remarks on The Golden Bough", (OF), p. 58. (2) OF, p. 73; Cf. Lectures and Conversations on Aesthetics, II,  § 39-40, pp. 84-5. (3) OF, p. 78. (4) OF, p. 83. (5) All these attempts announce what Wittgenstein will call our "form of life". (6) Cf. Philosophical Investigations II, iv. (7) This example is derived form Stanley Cavell's discussions in: "Aesthetic Problems of Modern Philosophy" in: Must We Mean What We Say?, Cambridge University Press, 1969. (8) Remarks on the Philosophy of Psychology, v.1,  § 313 (9) Cf. Marcia Cavell: The Psychoanalytic Mind: From Freud to Philosophy, Harvad University Press, Cambridge, 1993, p. 102. (10) Cà ©sar Vallejo, in El arte y la revolucià ³n, Lima, Mosca Azul Editores, 1973, p. 70 (11) Cf. Philosophical Investigations, II, xii

Increase in Tommy John Surgery Amongst Young Athletes

In order to keep up with the competition, athletes must constantly look for a competitive advantage. There are many ways to do this, both good and bad, legal and illegal. The hottest trend in today's society is very unique and out of the ordinary. Young athletes have been turning to a procedure called Tommy John surgey in order to get a boost in athletic performance. This surgery has been sought out by these young athletes even when not injured, and this has outraged many professionals and doctors around the world.This growing trend has been highly debated and will continue to be until some sort of guidelines are set. Tommy John surgery is reconstructive surgery of the ulnar collateral ligament in the elbow. This surgery has been common amongst college and professional athletes over the last few decades, most notably baseball players. The surgery was first performed in 1974 on former Major League Baseball star Tommy John by Doctor Frank Jobe. The surgery was so revolutionary, Doctor Jobe decided to name the surgery after his first patient.The process for Tommy John surgery is a quite simple process that has evolved over time. Basically, when ulnar collateral ligament in the elbow becomes damaged, a tendon needs to be taken from another part of the body in order to replace the damaged one. The new tendon is carefully woven into a figure eight pattern in the elbow bone. There is a slight risk of damage to the ulnar nerve, but if done carefully, the process is pretty routine these days. One of the key reasons why young athletes are opting for this surgery is the rising success rate ever since it has been in existence.When it was first discovered and performed, the surgery was given a 1 in 100 success rate by surgeon Frank Jobe. The success rate as of 2009 is an astonishing 85-92 percent. The time it takes to recover depends on the sport, and the position played in that sport. On average, it takes between 6 and 12 months to fully recover, with baseball pitchers tak ing the longest. The causes for this surgery can be a variety of situations. Through the repetitive stress of the throwing motion, the ulnar collateral ligament can become stretched, frayed, or torn severly.In pitchers, the total number of pitches thrown is the best way to monitor elbow issues. The type of pitch thrown, such as a curveball or a slider, also has an effect but not quite as much of one as the number of pitches thrown. Children these days are beind overworked more than ever, thus causing a dramatic increase in elbow issues in young athletes. The growing concern with this surgery as of late has been the urge of these teenagers who want to get this surgery even when they are not injured.The reason for this is because since so many athletes come back from this surgery playing at a much higher level than pre-surgery, these young kids figure that they might as well get the surgery before they can get hurt. Parents are also at fault here as well because there are many cases w here the parent is the initiator as well. Beau Wycoff, a freshman baseball player for his hometown high school Toms River North, is facing this same issue. His father believes that he should get Tommy John surgery because he doesn't throw as hard as the other boys on the team.He isn't looked at as a top player, and his father believes that this will make him stronger and throw much harder. Beau is not on the same page and is very torn about this situation. â€Å"I want to be the team's top pitcher, but having this surgery when I'm not hurt is something I am not sure about,† Beau said. This is just an example of what goes on all over the country with young athletes and their decisions to acheive a competitive advantage. In an e-mail response from the Center for Sports Parenting, they simply are irate about this situation.They believe that there should be a significant medical issue with the elbow for someone to legally go through with the surgery. Also mentioned was pressure f rom parents in order to get this surgery is a huge concern in dealing with this topic. The Center believes that operating on a perfectly healthy elbow in order to get some kind of advantage is an unnecessary risk for a young athlete. Situations like these make Tommy John surgery look like it's a bad thing, and that certainly is not the case. It should only be seen as a bad thing when it is abused by people who truly do not need it.This surgery has been proven by many studies to be very positive. In one study where a questionarre was sent out to 743 patients who had the surgery, 94. 5 percent were baseball players and the other 5. 5 percent were track, football, and other. Out of these people questioned, 622 patients or 83 percent, returned to their previous level of play or higher. The average recovery time of these patients was 11. 6 months. Also recorded was that only 10 percent of these patients had complications, which were mostly minor.Guisto Salicetti has been a baseball pitch er since he was 7 years old. He came to St. Peter's College on a baseball scholarship after dominating the high school ranks for 4 years. After arriving at school he soon had elbow troubles and found out he needed Tommy John surgery. The surgery went well and he is currently lightly throwing and should be able to pitch in a game in no time. â€Å"The surgery was a very positive for me and even though the recovery has been a lot of hard work, hopefull it will all be worth it in the end,† Guisto said.Tommy John surgery has become a phenomenon in the last couple of years. If done for the right reasons, the procedure is a great innovation is surgical medicine. There are some circumstances where this surgery can be abused and mistreated. This needs to be addressed in the near future because young athletes and parents are taking this too far. Tommy John surgery should be all about success stories and revitalizing careers, not about controversy and potentially ruining a young teenag ers's promising athletic experience.

A Critical Discussion of the Theory of Justice by John Rawls

ASSIGNMENT Department: Program: Course: Course Code: Assignment Number: Assignment Title: Lecturer: Date: Student: Registration Number: Mode of Study: Philosophy Bachelor of Accounting and Finance Business Ethics and Corporate Governance BAC 223 (One) An essay on the Theory of justice by John Rawls Mr. F D Bisika 7th March 2013 Steve Tseka – third year A-BAF/2013/1/45 Distance learning Page 1 of 5 Critical discussion on the central features of John Rawls’ Theory of Justice John Rawls is an American philosopher who was born in 1921 and died in the year 2002. In His books, Theory of Justice and Justice and fairness published in 1971 and 1958 respectively, Rawls is noted for being a social contract theorist in that he believes that our†¦show more content†¦So that one does not benefit more by chance from or inheritance, it is reasonable to assume that a child must be separated from their parents, and all are to be given the same education to ensure that no one child benefits unequally in relation to another. In order to ensure that all starting points are equal, we must then ensure that all children have the same education and the same social life, as both are the result of chance and have a direct influence on how successful they are. Otherwise, it would merely be the result of a chance purely based on who one’s parents were. In this argument, however, Milton Friedman sees an illogical distinction between what he sees as â€Å"personal e ndowments† and those of property. 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This account makes it imperative that addressing environmental injustice depends on understanding how environmental hazards affect some people more than others. The aspects of environmental justice, therefore, are twofold: the participationRead MoreContemporary Moral Issue Essay2709 Words   |  11 Pagesenvironmental responsibility. Simultaneously, this course equips us to formulate and argue our own positions on these topics, whether through writing, discussion, or debate. Required Texts: The required anthology for this course is the 4th edition of Emmett Barcalow’s Moral Philosophy: Theories and Issues (ISBN-13: 978-0-495-00715-9). Additionally, we will read John Stuart Mill’s Utilitarianism and the 1868 Speech on Capital Punishment (ISBN-13: 978-0-87220-605-2) and Plato’s Protagoras (ISBN-13: 978-0-87220-094-4)