8 Ways to Tell If a Website Is Reliable

8 Ways to Tell If a Website Is Reliable For each legitimate site, there are handfuls crammed with data that is wrong, problematic or downright nutty. For the unwary, unpracticed journalistâ or specialist, such destinations can introduce a minefield of potential issues. In view of that, here are eight different ways to tell if a site is dependable. 1. Search for Sites from Established Institutions The web is loaded with sites that were begun five minutes back. What you need are destinations related with confided in establishments that have been around for a little while and have a demonstrated reputation of unwavering quality and trustworthiness. Such destinations may incorporate those run by government offices, non-benefit organizations,â foundations, or schools and colleges. 2. Search for Sites with Expertise You wouldnt go to an auto technician on the off chance that you broke your leg, and you wouldnt go to the medical clinic to have your vehicle fixed. Im making an undeniable point: Look for sites that have some expertise in the sort of data youre looking for. So if youre composing a story on an influenza episode, look at clinical sites, for example, the Centers for Disease Control, etc. 3. Avoid Commercial Sites Locales run by organizations and business - their sites ordinarily end in .com - are as a rule attempting to sell you something. What's more, if theyre attempting to sell you something, odds are whatever data theyre introducing will be inclined for their item. Saying this doesn't imply that corporate locales ought to be avoided completely. However, be careful. 4. Be careful with Bias Columnists expound a great deal on legislative issues, and there are a lot of political sites out there. Yet, a significant number of them are controlled by bunches that have an inclination for one ideological group or theory. A traditionalist site isnt prone to report impartially on a liberal government official, and the other way around. Avoid destinations with a political grievance and rather search for ones that are non-factional. 5. Check the Date As a columnist you needâ the most modern data accessible, so if a site appears to be old, its presumably best to stay away. One approach to check - search for a keep going refreshed date on the page or site. 6. Considerâ the Sites Look On the off chance that a site looks inadequately structured and crude, odds are it was made by novices. Stay away. Yet, be cautious - in light of the fact that a site is expertly planned doesnt mean its solid. 7. Maintain a strategic distance from Anonymous Authors Articles or studies whose writers are named are regularly - however not generally - more solid than works created namelessly. It bodes well: If somebody is eager to put their name on something theyve composed, chances are they have by the data it contains. Furthermore, on the off chance that you have the name of the creator, you can generally Google them to check their accreditations. 8. Check the Links Trustworthy sites frequently connection to one another. You can discover which different sites connect to the site youre inquiring about by leading a connection explicit Google search. Enter the accompanying content into the Google search field, supplanting [WEBSITE] with the area of the website youre inquiring about: link:[WEBSITE].com The query items will give you which sites connect to the one youre exploring. In the event that heaps of locales are connecting to your site, and those destinations appear to be respectable, at that point that is a decent sign.

Analysis of When I Have Fears by John Keats Essay Example For Students

Examination of When I Have Fears by John Keats Essay John Keats has composed the sonnet When I Have Fears to communicate one of the most ineluctable emotions that one can have; the dread of death. At the point when I Have Fears speaks to the respect and crave more noteworthy verse, and wish for understanding the fantasies of adoration and notoriety: egotistical want of individual. Therefore, what artist fears is being not able to satisfy his fantasies. The title When I Have Fears is additionally very piece of information giving: Keats fears the time he will kick the bucket will come, in spite of the fact that what he fears most is the thing that he would desert when he passed on: affection, distinction and forming new verse. He fears not having the option to live and encounter the good snapshots of life. (It is realized that Keats had encountered a lot of misfortune as a kid; likewise he passed on youthful, at age of 26). As in a run of the mill piece, this principle subject is created through all quatrains of the sonnet. Writing in a casual way, the writer doesn't spesifically adress to somebody, yet to whom additionally peruser can emphatize. The motivation behind the writer could be made sense of by the peruser: To communicate and share a tormented state of mind. In this way, the writer utilizes direct discourse so as to make a genuine, imparting environment to the peruser. Likewise, the sonnet has a cozy however a sad tone. Keats mirrors the tone and the principle topic by making grouped jargon, syntactic structures and metaphorical, non-standard language. For example, from the start line: When I have fears that I may stop to be the importance passed on is very strict because of the selection of expressions of the artist. The expression stop to be has a preferably enduring implication over the action word pass on. Rather than simply kicking the bucket, it seems as though his whole presence is focused on from earth and others recollections. So as to strengthen the accentuation on undesired passing, from the start quatrain the artist comments his stress over leaving the world before getting the opportunity to compose, by embodying a pen: Before my pen has gathered my abounding cerebrum The artist utilizes allegorical language for exhibiting the congruity of innovativeness of his own. Finally two lines of the main quatrain, Keats stresses indeed how ripe his creative mind is and the amount he needs to communicate before his demise; by utilizing the symbolism of the reap. In the Shakespearean allegory of collects, full-ripend grain, contemplations and composing are related with the common world, time, food and the seasons. Likewise books (high-heaped books) are like bread produced using wheat; crafted by the craftsman expects time to develop, collect, and store. A collect clearly yields some significant items as reflected in the grain being full ripend and the earns being rich. Moreover, crafted by a writer is substantially more important and evaluated after some season of being delivered: this is one explanation behind the writers want to get up to speed the time and increment his acknowledgment, as opposed to bite the dust at a youthful age. So as to pass on this message and raise feelings in the peruser, he utilizes extreme and figurative verb modifiers, descriptors and exceptional words, for example, gleand , overflowing , high-heaped , charactry , rich , full ripend. The - e sound in gathered, full-matured, charactery isn't spelled in content, yet a punctuation is utilized. In this manner, the tongue at the primary quatrain contrasts from that of the whole artist. Another phonological element is the similar sounding word usage of the words gleand, earns, and grain. The reiteration of - g consonant in the main quatrain affects subliminal of the peruser, the message is more grounded and progressively strong because of the incredible undertones of that sound. In addition, the nature symbolism enables the writer to make a climate at second quatrain. He himself, could get motivation from the excellence of nature; particularly from the sky. Evenings starrd face speaks to the featured sky as an image of magnificence and interminability, past the restrictions. .u417d06421647743b8d965cbeb4d61b99 , .u417d06421647743b8d965cbeb4d61b99 .postImageUrl , .u417d06421647743b8d965cbeb4d61b99 .focused content zone { min-stature: 80px; position: relative; } .u417d06421647743b8d965cbeb4d61b99 , .u417d06421647743b8d965cbeb4d61b99:hover , .u417d06421647743b8d965cbeb4d61b99:visited , .u417d06421647743b8d965cbeb4d61b99:active { border:0!important; } .u417d06421647743b8d965cbeb4d61b99 .clearfix:after { content: ; show: table; clear: both; } .u417d06421647743b8d965cbeb4d61b99 { show: square; change: foundation shading 250ms; webkit-progress: foundation shading 250ms; width: 100%; haziness: 1; progress: murkiness 250ms; webkit-progress: obscurity 250ms; foundation shading: #95A5A6; } .u417d06421647743b8d965cbeb4d61b99:active , .u417d06421647743b8d965cbeb4d61b99:hover { mistiness: 1; change: darkness 250ms; webkit-change: obscurity 250ms; foundation shading: #2C3E50; } .u417d06421647743b8d965cbeb4d61b99 .focused content zone { width: 100%; position: relative; } .u417d06421647743b8d965cbeb4d61b99 .ctaText { outskirt base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content design: underline; } .u417d06421647743b8d965cbeb4d61b99 .postTitle { shading: #FFFFFF; text dimension: 16px; text style weight: 600; edge: 0; cushioning: 0; width: 100%; } .u417d06421647743b8d965cbeb4d61b99 .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; fringe: none; outskirt range: 3px; box-shadow: none; text dimension: 14px; text style weight: striking; line-tallness: 26px; moz-fringe sweep: 3px; content adjust: focus; content adornment: none; content shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/basic arrow.png)no-rehash; position: total; right: 0; top: 0; } .u417d06421647743b8d965cbeb4d61b99:hover .ctaButton { foundation shading: #34495E!important; } .u417d06421647743b8d965cbeb4d6 1b99 .focused content { show: table; tallness: 80px; cushioning left: 18px; top: 0; } .u417d06421647743b8d965cbeb4d61b99-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .u417d06421647743b8d965cbeb4d61b99:after { content: ; show: square; clear: both; } READ: How Grace Nichols' Poetry utilizes non-literal language to accomplish EssayAlso Huge overcast images gives an impression of the wide and inaccessible sky and the enchantment hand of the artist mirrors the staggering nature in his extraordinary works. That is the reason Keats fears that he will bite the dust before he can follow their shadows. Following ones shadow portrays the dread of kicking the bucket before composing extraordinary verse. Their as a possessive pronoun represents whom the writer makes his verse for. While Keats utilizes a jargon that could apply to a human lady, he could mean an envisioned vision of a supernatural being: An d when I feel, a reasonable animal of 60 minutes! That I will never view thee more. A reasonable animal could be telling about a genuine lady, (in a considerable lot of Keats accounts it was pronounced along these lines, even some state it could be speaking to his fiancee) in spite of the fact that the undertones of the accompanying line may recommend that it is an image of perfect love. : Never have I relish the faery intensity of unreflecting love! . The faery power shows up as the otherworldly intensity of an awesome love, however not a human one. The adoration Keats wishes to appreciate would be spoken to legitimately; it is the unreflecting affection for God: By the time he tastes the affection for the Holy, he won't ever be looking for some other experience of affection. All things considered, Keats numerous sonnets are straightforwardly or by implication identified with internal clashes of human, he frequently relates love and torment, the contrary sides, in his verse. Similarly, in When I Have Fears the writer alters his perspective as he settle his feelings of trepidation by stating the irrelevance, uselessness of adoration and notoriety in the couplet. He out of nowhere comes back to the somewhat unexciting shore of the wide world, where he is on the edge of life and demise, feeling forlorn and judging indeed his powerful urges for affection and acknowledgment:. at that point on the shore of the wide world I remain solitary, and think, till adoration and notoriety to nothingness do sink He understands that whatever he does, he will wind up kicking the bucket. These different things, for example, popularity, verse, enormity and love, to nothingness do sink, become useless for him since he is going to bite the dust at any rate. The linguistic structure of the sonnet likewise connects with the principle topic. The utilization of individual pronoun I and possessive pronoun my all through the sonnet, demonstrates that the sonnet is written in first individual. . g. :At the point when I have fears Before my pen my abounding mind , And when I feel . The writer as the persona is adressing to the peruser and admitting his profound emotions; defenselessness, dread of biting the dust and wish to live. Furthermore, the repitition of the relative pronoun (When I.. , and when I.. ) keeps up the progression of cutting edge considerations, and shows the persistance of lifetime, all through the sonnet. At the point when I have fears , When observe upon the evenings starrd face, And when I feel . Toward the finish of the sonnet, the thoughts of the writer are settled as then shows up. : then on the shore of the wide world I remain solitary . The artist faces the passing while his dread of not being cherished and perceived blurs away. The sonnet comprises of long sentences; which anyway run starting with one line then onto the next. Keats doesn't utilize particularly organized structures in his sonnet; just the combination and shows up in second and third quatrains, in the interim; juxtaposition by commas and semicolons are utilized in pretty much every line to stop and accentuate the tragical inclination. Then again, there are no full stops utilized in the content. The enjambment that writer utilizes likewise bodes well continued from one line to the next and keeps in touch with the content. Despite the fact that semi-colons are utilized for stops toward the finish of the initial two quatrains, the significant interference happens at the last line of third quatrain with a shout mark. :Of unreflecting love! . It briefly stops the progression of feelings and shows up as the peak purpose of the sonnet, as the intensi

Susan Sontag, Leslie Jamison, and Me Reading About Pain and #MeToo

Susan Sontag, Leslie Jamison, and Me Reading About Pain and #MeToo Not too long ago, I included Susan Sontag’s Regarding the Pain of Others in a round-up about reading for self-care. In that work, Sontag is concerned primarily with photography and the philosophy of viewing photographs (on the news, etc.) of faraway suffering. Sontag asks: what does it do for usâ€"or to usâ€"to look at a photograph of someone in pain? Should photographs be used to inspire empathy? Can we even access real empathy through a photograph? Maybe more to the point, do we even have a right to try? I read Regarding the Pain of Others a few years ago, when I was maybe a sophomore in college. I was not yet very interested in reading texts that were more theoretical than anything else, still preferring for a book to tell me exactly what to think. In my women’s studies classes, I vacuumed up assigned readings with a decisive, matter-of-fact toneâ€"feminists who laid out their case like lawyers and then summed it all up at the end with a punchy final line. It’s not that Regarding the Pain of Others doesn’t take sides, but rather that Sontag acknowledges that her side might not be the only one. The argument is methodical, but the conclusion is not absolute. I haven’t reread it since then, but I’ve found myself thinking about it in the last week or so with the fall of Harvey Weinstein and the rise of #MeToo, along with other books by women concerned with depictions of trauma. Regarding the Pain of Others is not about feminism so much as it is about humanity, technology, even capitalism, to an extent. Its premise, as I understood it, was actually very simple: what do we do with other people’s pain if we ourselves are not in pain? Sontag was interested in photography, but the question needs to be asked about personal narrative. The question is being asked about #MeToo: What does it do for us as human beings to scroll endlessly through admissions of pain and trauma? In other words, what is the point? I posted #MeToo. I should say also that I hardly know any women who didn’t post #MeToo. Many of them also included stories of their assault, the aftermath, or a laundry list of harassment incidents from the past week or month or ten years. The thought I had over and over was this: who is this for? I posted #MeToo, but in my head, I was like, duh, me too. Of course I’ve been yelled at from a car, followed on a dark street, grabbed and groped at parties, forcibly kissed, called names, leered at. Of course I’ve followed the innate code of conduct according to fears that were deemed “paranoid” by my male friends and constantly realized by my female ones. So then, #MeToo is for men, or anyone who believes this kind of stuff happens to a certain kind of person in a specific situation instead of everywhere always. Critiques of the hashtag expand from there: we need to stop fetishizing the pain of women as victims of faceless men and begin to hold perpetrators accountable. We need men to believe women without forcing them to dredge up the evidence. “I won’t say Me, Too,” one criticism began, “Because you all know that already.” The Sontag question: what do these displays of pain achieve other than eliciting guilt or sympathy that is then channeled into self-indulgent thankfulness? But then a friend posted a quote from a different writer: Leslie Jamison. In her essay “Grand Unified Theory of Female Pain,” Jamison writes: “The wounded woman gets called a stereotype, and sometimes she is. But sometimes she’s just true. I think the possibility of fetishizing pain is no reason to stop representing it.” Jamison uses Sontag as her counterpoint in this essay. In her book The Empathy Exams, one of my favorites, Jamison delves deep into pain and suffering of every kind imaginable: unusual, commonplace, voluntary, mysterious. It’s all there, and my response as a reader was similarly wide-ranging. I read a lot of books about female pain, whether I intend to or not, because I read a lot of books by women. I’m a feminist, and I am on Twitter, so I read a lot about pain there, too. But no matter how many books I read, I still haven’t fallen down hard on the side of either Sontag or Jamison. In fact, while writing this, I’ve realized I’ve done what I used to hate: thrown a handful of questions onto a page. But this whole experience has reminded me to do what I do when I don’t know: just keep reading, and eventually, something will make sense.

Sunil Bharti Mittal - Entrepreneur Profile Essay - 1564 Words

BACKGROUND: Family support: Sunil Bharti Mittal, born October 23, 1957 is an Indian businessman. He is the chairman and managing director of the Bharti group. The $4.5 billion turnover company runs Indias largest GSM-based mobile phone service. Sunils father, Sat Paul Mittal, an MP, was always in public life. It was Sunil who started in business (making cycle parts in Ludhiana, India) in 1976 at the age of 18 with borrowed capital of Rs 20,000.The son of a politician, Sunil Mittal is a Punjabi. He has built the Bharti group, along with two siblings, into Indias largest mobile phone operator in just ten years.15 years back, his company, Bharti Telecom, was a manufacturer of telephones of the push-button variety, and made its money†¦show more content†¦Bharti Telecom Limited (BTL) was incorporated and entered into a technical tie up with Siemens AG of Germany for manufacture of electronic push button phones. By the early 1990s, Mittal was making fax machines, cordless phones and other telecom gear. The turning point came in 1992 when the Indian government was awarding licenses for mobile phone services for the first time. Decision of becoming entrepreneur: . He had shown an interest in business even from his teenage days. So after graduation, Sunil got together with his friend and formed a small bicycle business with borrowed capital in the1970s. But by 1979, he realized that this business would remain small. So he moved out of Ludhiana, spent a few years in Mumbai and in 1981, was running an import and distribution operation out of New Delhi and Mumbai. Sunil Mittal was the first mover and revolutionary in cellphone industry. He started with entrepreneurship venture immediately after graduation as always wanted to be a businessman. Role of Govt.: The turning point came in 1992 when the Indian government was awarding licenses for mobile phone services for the first time. One of theShow MoreRelatedSunil Bharti Mittal - Entrepreneur Profile1627 Words   |  7 PagesBACKGROUND: Family support: Sunil Bharti Mittal, born October 23, 1957 is an Indian businessman. He is the chairman and managing director of the Bharti group. The $4.5 billion turnover company runs Indias largest GSM-based mobile phone service. Sunils father, Sat Paul Mittal, an MP, was always in public life. It was Sunil who started in business (making cycle parts in Ludhiana, India) in 1976 at the age of 18 with borrowed capital of Rs 20,000.The son of a politician, Sunil Mittal is a Punjabi. He hasRead MoreI Love Reading Essay69689 Words   |  279 PagesKolaskar and Mr. Sunil Bahri. Table of Contents Acknowledgements Executive Summary Chapter I Chapter II Chapter III Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why Entrepreneurship What Motivates Entrepreneurship Socio-cultural Factors Access to Early Stage Finance Education, Innovation and Entrepreneurship Business Environment for Entrepreneurship Conclusion: Encouraging Entrepreneurship List of Stakeholders and Details of Entrepreneurs Surveyed EntrepreneurshipRead MoreBrand Case Studies.Docx23428 Words   |  94 Pagesplayers in the business will come down from 22 to five or six. The probable long-term players could be Bharti Enterprises, BPL, Hutchison Whampoa, Reliance and the Tata-Birla-ATamp;T combine... ------------------------------------------------- Welcome Orange In early 2000, a bright orange bloom over cities like Mumbai, Delhi and Kolkata was giving sleepless nights to Sunil Mittal (Mittal) and Rajeev Chandrashekhar (Chandrasekhar). In February 2000, Hutchison Max Telecom introduced Orange in

The Industrial Revolution Of The 19th Century - 927 Words

Europe in the nineteenth-century was rapidly evolving into a more modernized society, and many political and cultural ideas were developing during this change. The Industrial Revolution triggered an enormous increase of the standard of living throughout most of Europe and North America. The transformation from the old style of hand made production to the new factory system caused many industries to build factories. This caused many people of the working class to move to the factories in search of work. Cities were forming around the factories, and this was the first time for most people to live in an urban area. The economy was flourishing, but there were still questions on how the government should react during the recent economic growth. There has always been a separation between the classes of society, and during the Industrial Revolution this separation of classes grew. Socialism was one of the ideologies that proposed a way to end the class struggles that capitalism created. Rom anticism was provoked by the population growth in urban areas, and many of the romantic writers wanted to write about the old rural areas that they came from. Both the Industrial Revolution and the age of Enlightenment created the ideology of liberalism during this time. The Industrial revolution was the main factor that triggered the development of socialism, romanticism, and liberalism ideologies during nineteenth-century Europe. The Industrial Revolution marked an era of enormous economicShow MoreRelatedThe Industrial Revolution During The 19th Century1468 Words   |  6 Pages The industrial revolution began in the 18th and 19th centuries. During this time most people lived on farms or in small rural villages. Prior to the industrial revolution most manufacturing was done in homes using hand tools and simple basic machines. People lived where their daily existences revolved around farming. Life for the average person was difficult, as incomes were meager, and malnourishment and disease were common. People produced the bulk of their own food, clothing, furniture and toolsRead MoreThe Industrial Revolution During The 19th Century1521 Words   |  7 PagesThe Industrial Revolution was an important milestone in history and influenced almost every part of the standard of living. From the new discoveries in technology there became new jobs available, which presented new working conditions, and the middle class had a new outlook on life. During the 19th century, changes and new ideas formed what would advance the modern world, the shift from an agricultural and handmade economy to a machine and manufactured one (Judge 664). Goods like coal, iron, andRead MoreThe Industrial Revolution During The 19th Century973 Words   |  4 Pages The industrial revolution was a time of urbanisation, social and technological change that took place during the 18th and 19th centuries. Economic growth changed the British peoples experiences in all aspects of their lives including how they worked and travelled. Although it was harsh period of time for millions of people, due to the working conditions, it was also an advantage as it was a world-changing period of time. Before the industrial revolution took place, people lived their lives in aRead MoreThe Industrial Revolution During The 19th Century1161 Words   |  5 PagesFrom the 18th to the 19th centuries, Britain was a far more developed country than any others in the world. There are more than one factor that made the Industrial Revolution happened first in Britain, some examples are: The Agricultural Revolution, the growth of population, The Enlightenment and the Scientific Revolution, World Trading, and the Cottage Industry. With all those factors, it comes down to: What started the Industrial Revolution? The clothe industry was one of the big factor. UnlikeRead MoreThe Industrial Revolution During The 19th Century851 Words   |  4 Pagesand most crucial changes for today’s modern society was the Industrial Revolution. The Industrial Revolution brought many changes to the societies that experienced the process of industrialization. Some of the changes benefited society, while others caused harm to most of the society. Most affected by these changes was the working class of these societies. The Industrial Revolution that took place throughout the 18th and the 19th centuries had major effects which influenced every aspect of societyRead MoreThe Industrial Revolution During The 19th Century955 Words   |  4 PagesIn the late 18th and early 19th centuries Europe found itself dealing with vast changes in its way of life. The Industrial Revolution took Europeans from the rural countryside into the urban powerhouses as the continent experienced a sudden shift in everyday living, economic structure, and social hierarchy. This sudden change in how Europe was ran from an economic standpoint caused yet another rift between the proletariats and bourgeoisies. Life became difficult for the newly founded working classRead MoreThe Industrial Revolution During The 19th Century2363 Words   |  10 PagesDuring the late 1800s and early 1900s, the Industrial Revolution began in Great Britain, and the working class worked tirelessly to produce products. Textiles were made faster and cheaper, food was more abundant, and the standard of living increased for many people. To industrialize Great Britain, laborers worked in factories and mills under horrible conditions. Despite attempts by Parliament to address problems with the factories’ working conditions through the passage of new legislation, theirRead MoreThe Industrial Revolutions Of The 18th And 19th Centuries1528 Words   |  7 PagesEver since the Industrial Revolutions of the 18th and 19th centuries, technology have been advancing at an ungodly pace. The automobile was invented in the late 19th century, the plane came a couple of decades later. Half a century later, mankind was able to escape the bounds of the earth and was able to land on the moon. Technology has enabled us to make ungodly advances and make our lives immeasurably easier. We have the means and technology to make someone’s dream a reality. Mankind now has electricRead MoreThe Industrial Revolution Of The 18th And 19th Centuries Essay1941 Words   |  8 PagesInvention and innovation have opened doors and created opportunities for people across the globe. The Industrial Revolution in the 18th and 19th centuries, which led to the discovery of steel, oil, gas and electricity changed where and how people lived. Large metropolitan cities sprang up as technology allowed the construction of tall, structurally safe stable buildings. Gas engines made the world smaller. Oil lamps, followed by electricity, extended the time when activities that were previouslyRead MoreThe Industrial Revolution During Mid 19th Century843 Words   |  4 PagesWith the Industrial Revolution at its dawn during mid-19th century, England’s Northern towns and cities began to alter drastically as advances in science and technology were proceeding to reshape the world. Beyond just transforming the society and its culture; industry, technology, and commerce, as agents of reforming the old social order, brought an immense demand for the urbanization of towns and cities. Consequently, the cities of Northern England went through an architectural metamorphosis of

How has technology over the years affected society today Free Essays

My essay will contain facts and answers about cell phones and if they are helping us or not and also how smart phones are actually making us stupid. It is getting bad, 37% of adults have admitted to being addicted to their smart phones while 60% of children and teens have admitted to being addicted to their smart phones. And Apple isn’t exactly helping with this. We will write a custom essay sample on How has technology over the years affected society today? or any similar topic only for you Order Now They have sold 33. 8 million I phones, 14. 1 million I pads and 4. 6 million Macs this quarter. In case you didn’t know a quarter in the business world is 4 months. And that’s just Apple alone, in the first three months of 2013 there have been an estimated 405 million cell phones sold with 216 million being smart phones and 189 million being regular cell phones. Smart phones, they have completely changed the way we communicate. We use them for everything entertainment, math, translation of languages, cameras, and even the Internet it really is mind blowing to think of what can be done with a Smartphone. Have you ever heard someone say â€Å"there’s an app for that†? Well that’s because there is probably an app for just about everything. There are apps that your animals can play apps for your toddler and for your parents too. Whatever happened to cat toys, hot wheels and books? I mean honestly smart phones kill, how many lives would have been saved if we didn’t have smart phones how many lives could we have saved if we didn’t have that one app or internet connection? It’s also been worse since texting was made illegal because everyone try’s to hide it under the dashboard or god knows what other ways people try to hide phones, takes their eyes off the road and then veer and crash. It has got to the point where every part of daily life is run by our phones we use them to fall asleep wake up figure out what clothes we want to wear today and so on. Did you know sixty two percent of Americans admitted to relying on smartphones to get through their day? But on that note don’t get me wrong there are some advantages to smartphones like how they are a popular communication device, some apps are useful, the built in gps can get you out of some bad situations. it really just depends on the user it could be a 16 year old girl sending 30 texts a minute or it could be a 50 year old man taking 15 minutes to say what’s up. Which leads to another point of why old people shouldn’t use smartphones they set themselves up to be a danger to society if god wanted someone to take 15 minutes to say â€Å"hey† he would have given them a stutter. They need help most the time they use it, it would be simpler to own a regular phone that costs twenty dollars than have a three hundred or four hundred dollars. And when they do have smartphones they don’t use ninety percent of the apps or things like that when that’s what smartphones are for. How to cite How has technology over the years affected society today?, Essays

Onboarding Process for U.S. Federal Public Employees

Introduction Onboarding is the process of integrating and acculturating new employees into an organization by providing them with the tools, re ­sources, and knowledge needed to become successful and productive. It refers to the mechanism adopted by organizations and companies to help new employees acquire the needed knowledge, skill, and behavior to become effective members of an organization (Bauer, Erdogan., 2011).Advertising We will write a custom research paper sample on Onboarding Process for U.S. Federal Public Employees specifically for you for only $16.05 $11/page Learn More Onboarding practices focus on welcoming of new recruits, an affirmation that the recruit made the right decision by choosing the job and that he fits well into the company and finally enhancing a good relationship between the employee and the company managers. It creates a feeling that reaffirms the decision of new recruits that the new place of work is a great place. Th is ensures that the worker feels welcomed, contented, prepared, and appreciated thereby improving his engagement in company activities. Through onboarding, the employee feels as part of the company and understands better the roles and expectation of the organization. He makes a difference in the company by performing meaningful and demanding tasks that make the company to succeed. Onboarding process is important for employees in an organization to display behavioral characteristics, which are necessary if the organization is to achieve its goals. This includes changing the beliefs of the employees in a manner that they conform to those of the company. Through this, the workers develop a better understanding of their job in relation to what is expected from them to fit in the company. This results to job satisfaction and increased performance since new recruits gain stability. The methods used in introducing new workers in an organization or department include formal meetings, comput er-based orientations, talks, brochures or videos. Research has shown that when these socialization techniques are applied, they lead to positive outcomes for new employees. This includes higher job satisfaction, organizational commitment, job performance and reduced stress levels (Ashford Black, 1996). Onboarding process outcomes are crucial to companies and organizations that are seeking to maintain their competitiveness during times of increased change of jobs by the employees. For example in America, close to 25% of workers are organizational newcomers involved in the onboarding process (Rollag, Parise, Cross, 2005).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Getting a new employee off to a good start can make a big difference in their feeling welcomed and in their effectiveness on the job. Proper onboarding helps employees get up to speed much more quickly and reduces t he costs associated with learning the job. Discussion Why Onboarding There is a need to retain new employees and enable them to adapt quickly and become productive within an organization. This is important in the private sector as well as in federal and public organization. New workers are needed to adjust in the new environment and make them more resourceful in the organization in the shortest time possible. Through onboarding, workers in an organization understand and accept the principles, norms, and beliefs of the organization. According to a report by Booz Allen and colleagues, there is need for onboarding in any organization. The report says: After playing his first game, does a rookie or newly acquired free agent instantly become a veteran who no longer needs extra coaching and additional evaluation to ensure he is assimilating well to his new team and fully utilizing his talents? Of course not. Sports franchises understand that a player’s first year with a team is dis  ­proportionately important to his long-term professional development and his relationship with his new employer. From the moment a new player is acquired to the last game of his first year, that player is still considered a rookie and receives extra attention and guidance (Hamilton, 2008). The report continues and gives the various uses of onboarding and it states, â€Å"When done in ­telligently, it improves employee engagement and perfor ­mance. It increases employee retention. And it accelerates the time it takes for a new hire to become productive† (Hamilton, 2008).Advertising We will write a custom research paper sample on Onboarding Process for U.S. Federal Public Employees specifically for you for only $16.05 $11/page Learn More Onboarding Principles Onboarding is ongoing and is not an event. The process of onboarding should begin before the employee arrives and the process should continue throughout the first year. The process of onboarding should be a team effort and should involve all the members in the organization.The process should be well planned and structured. The plan should be flexible in a way it meet individual’s needs. In terms of integration, the process must include introducing the new employee the formal and informal culture as well as the values and practices of the organization. The process can be applied to include other people besides new employees such as government employees who are coming back from a long leave or people who are transferring from other departments. This paper will look at Onboarding process for U.S. federal public employees and finally compare the process to that applied in the private sector (Hamilton, 2008). Tips for a Successful Onboarding Program For onboarding to be successful, the company should make fun with the new recruits in the first few days of employment. The organization managers should give a wholehearted welcome since this makes the employees to have a feeling that they have made the right decision in choosing to work in the organization. Checking in with the new recruits should be done as many times as possible in the first week of employment. The company should work hard in maintaining an encouraging and sociable environment in the workplace. The qualities and talents of the new employees that appear to have impressed the managers involved in the employment decision should also be reiterated. It is the responsibility of the organization managers to find out what motivates their new recruits. They should know the names of the new recruits and should never pronounce them wrongly. They should assign the new recruits some responsibilities even when in orientation. Organization managers should keep the families of their new recruits in mind since a new job entails changes for the entire family, especially if they have moved from their original home. The managers should try hard to help the family members feel comfortable in t he society.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Precursors of Onboarding success Onboarding operation is influenced by various factors that pertain to both the new employee and the company or organization. Renowned researchers have broken down these factors into three main categories: characteristics of the new employee, behaviors of the new employee, and organizational efforts (Bauer, Bodner, Erdogan, Truxillo, Tucker, 2007). Employees joining a company are different in their personality and previous work experience. The behavior of the new employee refers to the actions the new employees take in socializing with the rest of the employees. Organizational efforts assist the process of familiarizing the new employee to the establishment through processes such as orientation and mentoring programmes. Research has shown that employees joining federal or public organization must possess certain personality traits and experiences so that they can adjust in the organization more quickly (Saks Ashforth, 1996). These personal traits in clude openness, conscientiousness, extraversion, agreeableness, and neuroticism. They should also have a certain level of curiosity and experience levels that are going to help them in fitting in the organization. Proactive personality in this case refers to the tendencies of the new employee in taking charge of various situations and controlling their environment. This prompts most employees to engage in behaviors, which lead to information seeking and acceleration of socialization process. This helps the employees to adapt to the organization more efficiently and become more productive members of the work force (Bauer, Bodner, Erdogan, Truxillo, Tucker, 2007). Studies have demonstrated that, the proactive employees have increased levels of job satisfaction and work performance (Erdogan Bauer, 2009). Curiosity also plays a substantial role in new employees adapting in the corporation. Curiosity is defined as the yearning to gain knowledge that motivates the individual to explore the organization culture and norms (Litman, 2005). New employees who are curious to learn about the organization tend to view challenges in a positive way and are eager to seek out information that will help them appreciate their new organization and job description. This leads to a faster and smooth onboard experience for them (Ashford Cummings, 1983). The work experience that a new recruit or employee has affects the onboarding process. The more experienced ones are able to adjust in the new environment more easily than those who lack experience. This is because experienced employees can borrow from their experiences to assist them in adjusting to their new environment and, therefore, they will be less affected by certain socialization efforts. This is because they have a better understanding of what they want and require to do their job (Beyer Hannah, 2002). They are also are more familiar with the things that are acceptable in the context of the job (Kirschenbaum, 1992). Moreo ver, veteran workers who use their past experience to seek out information on organizations they are joining tend to be a better fit, as this gives them an advantage in coping in the new job (Carr, Pearson, West Boyar, 2006). Onboarding process of the new employee can be enhanced if the new employee is ready to build relationships and seeks information and feedback from the other colleagues. The new employees can also hasten the speed at which they adjust in the organization by demonstrating behaviors that assist them in clarifying expectations, learning organizational values and norms, and gaining social acceptance (Bauer, Erdogan., 2011). Information seeking takes place when new recruits or employees, in their effort to learn about the organization and the job ask their superiors and co-workers questions. According to Miller and Jablin (1991), new employees seek certain types of information, which include information about referrals, information regarding the job, information on appraisal, information on ability to function in relation to the job requirement, and finally information regarding relationships between employees. The new employees, who look for information about the company, do not suffer the problem of uncertainty and can settle easily in their new position (Miller Jablin, 1991). New employees can gather information by monitoring their surroundings and viewing relevant materials published materials about the company. Research has shown that when new employees seek information then they are more likely going to experience high levels of social integration, satisfaction of the job, job performance, and commitment to the organization (Menguc, Han Auh, 2007). New employees may ask their co-workers for feedback on their progress and how they are performing assigned work or whether their behaviors are acceptable in the social political framework of the organization. New employees get the opportunity to learn the behaviors that are expected of them by the organization when they seek for feedback. In doing so, they can also learn the behaviors that are frowned upon and this can be important in helping them adapt and cope with colleagues (Wanberg Kammeyer-Mueller, 2000). The socialization efforts by the organization also determine the success rate of onboarding. Possible socialization efforts that can influence onboarding include, the recruitment strategies, mentorship opportunities, and the formal orientation programmes that an organization will undertake in welcoming the new employees (Hamilton, 2008). Advantages of Onboarding Effective onboarding improves the performance of the work force. Research conducted in 2005 shows that onboarding practices enhance the performance of workers by 11.3%. Major Onboarding practices such as communicating performance anticipations of the employees in a clear manner, providing responses, involving work assistants and friends and the provision of training are important in enhancing employee performance. On boarding makes it possible for managers in an organization to assess the weaknesses and strengths of new employees hence are able to identify whether the new employees’ are suited to the job. In the federal government, all the employees are kept under probation in their first year of employment and low performing workers are removed from the organization during this period. It is, therefore, clear that an efficient onboarding program in the government confirms that the employee is ready to work in the organization and helps the management to assess the employee in terms of quality. Through onboarding, the engagement of employees in company activities is improved. The chances of the employee quitting from the organization or even becoming disinterested in his job and the company are minimized. Research on the federal government shows that, organizations that have put more time and company resources in onboarding activities benefit from high levels of worker eng agement (Hamilton, 2008). Research shows that 90% of company workers choose whether they will stay in a company or start searching for a new job while on onboarding. About 10-18 % of employees in the federal government voluntarily quit from their companies in the first few months. This turnover is high when compared to the normal 3-3.5% employee retention rate in the government over the same period, stressing the fact that the first year is a consequential period in the federal government. A company has higher chances of retaining its workers if it on boards them well. Research shows that efficient onboarding programs can enhance employee retention by 25% and this lowers high turnover costs that may cost an organization about 30-50% of the yearly salary of entry-level workers, 150% for workers in the mid level and up to 400% for high-level workers. When new employees stop working for an organization, it may take the company more than twelve months to hire and train the substitutes a nd these leads to losses in productivity, which may demoralize other workers who may even decide to leave the organization as well (Hamilton, 2008). Onboarding practices in the federal government hastens the company’s time-to-productivity. New workers who go through an effective, organized onboarding process reach high productivity levels fast. Research on onboarding practices in Texas shows that workforce subjected to an effective onboarding program reach full productivity two months earlier than their counterparts who were not subjected to similar onboarding practices (Hamilton, 2008). Onboarding process for U.S federal and Public Employees New federal employees are compared to rookies on sports team according to a report prepared by Booz Allen in collaboration with The Partnership for Public Service. The report addresses the need for onboarding in organizations and states that after recruiting a new employee there is need to â€Å"make the first day a compelling and valua ble experience† (Hamilton, 2008). The government has been accused of failing to implement an onboarding process that is effective and helpful to the new employees. The report examined how the U.S federal government carries out onboarding new employees and according to the report, few government agencies advance onboarding strategically. In most of the agencies, orientation for new workers is seen as a short-term activity that is needed to get the new employee started. Instead of it being carried out over a period, onboarding for many new employees takes only a day and they are left to â€Å"fend† for themselves. The research shows that there is no constant approach to onboarding in the U.S government. Few companies in the federal government view the recruiting of new workers in their companies as an inclusive and coordinated effort. The use of terms such as â€Å"onboard ­ing† or â€Å"orienting† to describe the manner in which companies welcome new work ers is a good indicator of how they approach onboarding. Research, however, shows that few companies in the federal government use this approach while bringing in new employees (Hamilton, 2008). Based on the research, Onboarding-related activities in the federal government do not focus on the mission, vision, and customs of the company. The most common onboarding practices used by companies in the federal government include the processing of paperwork for new workers, explaining worker benefits, and major managerial and safety policies. Few companies in the government view onboarding as an inclusive, strategic practice or include actions that directly relate to the mission, vision, and customs of the companies. Companies that incorporate their mission, vision, and custom do so during employee orientation and use senior leaders to pass the information to the new recruits (Hamilton, 2008). Booz in his research further shows that onboarding process in the federal government does not in tegrate the actions of shareholders or hold them responsible for success or failure. Most Onboarding programmes are carried out within the offices that own them. For instance, the IT sector provides electronic machines, human resource department administers orientation, security department provides entrance badges and managers allocate work to new recruits. All this perform their tasks without understanding other onboarding practices that are related to their tasks, comprehending the relationship between the processes or even accounting for achievements and breakdowns. New workers in these companies are frustrated by the incapacity to start work or training during their first days. Delays in receiving necessary tools, rights of entry into accounts and internet training reduce production efficiencies during the employees first days at work (Hamilton, 2008). According to the research, Onboarding is inconsistently implemented across worker groups and localities. In the federal governme nt, workers who are not given positions as members of the onboarding panel do not take part in comprehensive onboarding activities apart from orientation and have only few programs accessible to them. These discrepancies are further exaggerated by differences in the onboarding program across companies with location or subject components. In the federal government, companies are concerned with the use of technology to support onboarding though few have advanced when it comes to develop ­ing these capacities. There is extensive recognition of the role that technology can play in onboarding new recruits and considerable interest in realizing how technology can be practically used in onboarding. Few companies in the nation use technology in onboarding and the mostly used forms of technology include electronic forms, information web sites, and case management systems. Many new recruits prefer the use of electronic forms since this saves time and eradicates the tiresome process of filli ng out forms as a team especially during the first days of work. Information web sites act as a major source of information in onboarding and this makes the onboarding process more efficient. It increases the ability of the companies in satisfying the needs of both new recruits and shareholders who are partakers of the onboarding program. Case management systems support onboarding by alerting several shareholder departments about incoming workers just after the reporting date has been set. Most organizations gather immediate response on orien ­tation but do not gauge the lasting impact of onboarding practices. The companies carry out orientation session assessments and to a minor degree, new recruit surveys. They use the response to make modifications in their orientation practices. Few companies, however, gauge this long-term effect of onboarding and though some have desire in comprehending the associated efforts, they are challenged by how to gauge the lasting impacts of the who le process (Hamilton, 2008). The research finally showed that in the federal government, companies with more complicated onboarding activi ­ties often incorporated them as part of larger employee retention strategies. For instance, the Federal Deposit Insur ­ance Corporation (FDIC) has initiated comprehensive programs for new employees whose retention is vital to the company’s mission. The program measures the progress of new recruits in relation to its mission (Hamilton, 2008). Onboarding in the U.S Public and federal Sector Executive onboarding focuses on the use of onboarding policies to facilitate new company executives becoming fruitful and successful within the company or organization. In the U.S public sector, executive onboarding entails the acquisition, accommodation, integration, and acceleration of new executives. It is one of the most significant contributions that any employment manager, supervisor, or human resource manager can make to achieve long-term orga nizational success. If done appropriately, it can result to improved productivity and executive maintenance in the company. Executive onboarding however may be highly valuable for externally employed executives who are moving from simple to complex responsibilities since it may be hard for them to discover individual and organizational risks involved in their duties without formal onboarding support. It is also important to executives who have just been promoted into new responsibilities or transferred from one organizational unit to another (Bauer Erdogan, 2011). Onboarding process in U.S. Private Sector The process of on boarding in the private sector has been criticized by various researchers and organizations. According to TMPGovernment: Even in corporate America, where recruitment and hiring processes have matured, the practice of onboarding remains a â€Å"work in progress.† A perennial problem is that traditional orientation programs have focused on new employees alon e rather than the teams of which they are a part. Recent onboarding process only think about the person being hired and does not carter for the existing personnel. Hence, an onboarding communications program should consider how to prepare â€Å"rookies† and â€Å"veterans† to accommodate each other (TMPGovernment, 2010). However, the onboarding process in the private sector has been growing over the years and is more successful than in federal and public sector. Various factors can be attributed to its success. A great amount of time and resources are invested in the training and assimilation of new employee into the company or organizations. The private sector invests in socialization tactics that are designed on their need, values, and structural policies. Successful organizations in onboarding process use a systematic approach in bringing new employees onboard. The less successful ones do not invest in this process and new employees are left to figure out the existi ng norms and expectations of the company without help or guidance. Companies and organizations in the private sector use several models in their onboarding process. This includes the 1979 model proposed by Van Maanen and Schein. The model proposes six ways that a company can apply in their socialization and onboarding process. The first one involves taking a group of recruits faced with the same problem through similar sets of experiences together. This includes basic training, pledging for fraternities or sororities, training and so forth. The process can also focus on an individual employee rather than the collective group. In this approach the employee undergoes an apprenticeship program or an â€Å"on-the-job† training. This helps the employee to gain experiences that are different from other new employees (Van Maanen Schein, 1979). The second approach deals with the formal or informal socialization. In the formal socialization approach, new employees are more or less se gregated from other employees and they are trained about the requirements of the job. This is mostly seen when the companies take their employees through internship or apprenticeship. On the other hand, the informal socialization process companies do not separate the new workers from the existing ones and there is no difference in the role that both take. The informal approach helps the new employees to learn their roles through trial and error. This is mostly seen where new employees are taken through apprentice programs without a clearly defined role (Van Maanen Schein, 1979). The third approach considers a sequential or random socialization and onboarding process. The sequential socialization approach looks at how the organization can improve and create steps that new employees need to pass through. Random socialization looks at the sequence that will lead to achieving a certain goal in helping the new employee settler in their new job and does not follow any specific steps. In other terms, though there are many steps that lead to specific organizational roles, there is no specified order through which they have to be taken (Van Maanen Schein, 1979). Another dimension that is proposed by the theory is the fixed or variable socialization. Fixed socialization proposes that the new employees should be equipped with the exact knowledge of time that the onboarding process will be completed. Variable socialization does not follow any set timetable and therefore there is no date given or a specific date set for the completion of the process. This model can be seen mostly in mobile careers that are within organizations as a result of uncontrolled factors such as turnover rates (Van Maanen Schein, 1979). Serial and Distinctive socialization process is also proposed by the model where a serial socialization process focuses on the experienced members of the organization helping the new employees in the same capacity within the company or organization. A good exampl e is a managerial trainee who may tag along an experienced manager for a specific period and learn about the work. Disjunctive socialization, on the other hand, focuses on the time when new employees do not find a role model to guide them through the process of learning about the job. In this case, they do not have guidance and they are left to learn on their own (Van Maanen Schein, 1979). Another tactic employed by organizations in the private sector based on the model is investiture and divestiture. When the organization uses investiture approach, the new employee is expected to behave naturally and the importance of the employee is based on their ability to deliver work and use values and attitudes that the company believes the new employee posses. In divestiture, the organization tries to eliminate certain characteristics of the employee that they view does not reflect the company. In this case, employees are required to cut off previous ties, change their habit, and create a s elf-image that reflects the company based on the recommendations or assumptions made (Van Maanen Schein, 1979). Another model that the private sector has used and proven to be successful is the 1986 of Jones. The model is built on the work done by Van Maanen Schein. According to jones the six approaches advanced by Van Maanen Schein in 1979 can be reduced into two approaches. These approaches are institutionalized and individualized onboarding or socialization. The institutionalized can be found not only in the private sector, but also in federal organizations such as military. In this approach, recruits or new employees undergo an extensive training program through participative cohort. On the other hand, when individualized approach is adopted, the employee starts working on his position and by doing so begins to learn the norms and values as well as expectations of the company. In this approach, the new employee has to seek information and forge relationships with other worker s (Klein, Fan Preacher, 2006). The private sector has also tried to incorporate formal orientations in their onboarding process. In spite of the approaches used in socialization, there is need for formal orientation in processes of helping new employees settle in their new environments and appreciate the culture in the company. It helps to introduce the new employee to their jobs roles and the organizational structure of the company. The orientation programs will include lectures, videos, and brochures. Advancement in technology has seen adoption of computer based orientations in organizations, where the company offer training to various new employees in different branch locations. Another strategy used in facilitating onboarding process in the private sector is recruitment events. This approach is useful in identifying potential employees who are a good fit for the organization. The recruiting events help future employees to get information about a company that relates to the norm s and virtues held by the organization. By undertaking this approach companies are able to weed out potential employees that are misfits to the organization. Research shows that new employees who get a lot of information that is accurate about the organization tend to perform better in their new roles (Klein, Fan Preacher, 2006). Mentorship is also an important approach that is applied by the private sector in their onboarding process. According to research by Ostroff and Kozlowski (1993) when new employees are mentored, they learn more about the organization than those that lack mentors. Mentors have been proven instrumental in helping new employees to better manage their expectation and adjust within the new environment. They do this by advising the new employees and offering a social support (Ostroff, Kozlowski, 1993). In the research carried out by Chatman in 1991, it was found that if new employees spend time with their assigned mentors, they are likely to internalize key val ues and norms held by their organization. He states that this can be done during company social functions where the new employees attend with their mentors. Chatman also found that there is need to consider demographic matching between new employees and mentors if the process is to be effective (Chatman, 1991). Enscher and Murphy in 1997 carried a similar research to that of Chatman, but focused on race, gender, and its effect on the amount of contact and the quality of the mentorship. According to their research satisfaction, liking and contact was high in mentorship programs that where the new employee and the mentor were seen to share common traits (Enscher Murphy, 1997). Onboarding process for U.S Private Sector vs. the Public Sector Organizations in the private sector monitor how well their new recruits adapt to the new responsibilities, cohorts, managers and the company at large. Research on the private sector shows that role clarity, social recognition, self-efficacy, and fa miliarity with the organizational culture are good pointers of recruits who have fully adjusted to the new organization. Employees in the private sector understand their duties and responsibilities more than in the public sector. New recruits in the private sector are aided when it comes to reducing uncertainty so that it is simpler for them to get their duties done correctly and effectively. The public sector, however, produces employees with sub-par productivity since they are unsure of their responsibilities. A strong onboarding program as in the private sector generates productive employees since they know what the company expects from them. Employees in the private sector have the capacity of successfully completing duties allocated to them and accomplishing their responsibilities. This is known as self-efficacy. Research has shown that job satisfaction, company dedication and proceeds are all related with feeling of self- efficacy. Social recognition by employees is evident in the private sector. This gives new recruits the encouragement needed for the company to be successful. While role clarity and self-efficacy are vital to a new recruit’s capacity in fulfilling the needed job requirements, social recognition is important when it comes to the employee’s perception of the work place. Research has shown that social recognition increases dedication to a company though it decreases turnover. If a worker feels less appreciated by his colleagues, a personal investment in the company develops and quitting becomes rare. Familiarity with organizational culture depicts how well a new recruit understands the values, objectives, responsibilities, beliefs and the environment of the company. For instance, some companies may have stringent, yet unspoken, policies of how relations with superiors should be or whether overtime is a belief and anticipation. Familiarities with the cultures of the company is vital for recruits seeking to adjust to a new comp any since it allows for social recognition and helps in completing duties in a manner that meets the standards of the company. Generally, familiarity with organizational culture has been associated with increased satisfaction and dedication, as well as reduced turnover. Onboarding practices does not only involve seeking high productivity it is involved in seeking to have job satisfaction and the employee to be committed to the company. Recommendations for onboarding process Organizations and companies in both the private and public sectors should develop strategies for their onboarding processes. The strategy should be structured in a way that it takes into consideration the individual’s personality and support proactive behavior. The organizations should also encourage new workers to seek information that will help them to settle in their new jobs This generates valuable outcomes in job contentment, organizational dedication, and job performance. It also leads to reduced tur nover rates and low intent to leave of employees in quitting from the company. In terms of structure, the public sector in the federal government should adopt formal institutionalized socialization since it is the most efficient onboarding technique. New recruits who adopt this kind of program experience constructive job attitudes and reduced levels of turnover compared to those who adopt individualized techniques. In-person Onboarding techniques are more efficient than virtual ones. Though in the start, it may seem cheaper for a company to adopt standard computer-founded orientation; workers learn more about their responsibilities and organizational culture through direct contact orientation. Conclusion Despite the benefits associated with onboarding programs in the federal government, onboarding is not a silver bullet for worker productivity and commitment. For a well-organized onboarding program to have great impacts, then management must incorporate it into human resource progra ms and with strategic objectives. Effective onboarding does not compensate for other issues that lead to sagging engagement and other practices such as unfair recruitment processes and weak organization managers. The good news is that well structured and successful onboarding practices can be relatively cheap yet generate many temporal and permanent benefits in the organization. The costs involved when companies ignore onboarding practices on new employees are relatively high. Companies in the federal government need to onboard new recruits in a strategic manner to deal with the expected increase in employment in the future. References Ashford, S. J., Black, J. S. (1996). 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M., Ashforth, B. E. (1996). Proactive socialization and behavioral self-management. Journal of Vocational Behavior, 48, 301–323. TMPGovernment. (2010). Welcome to Onboarding: Turning Your Rookies into Pros. Web. Van Maanen, J., Schein, E. H. (1979). Toward a theory of organizational socialization. Research in Organizational Be havior, 1, 209–264. Wanberg, C. R., Kammeyer-Mueller, J. D. (2000). Predictors and outcomes of proactivity in the socialization process. Journal of Applied Psychology, 85, 373–385. This research paper on Onboarding Process for U.S. Federal Public Employees was written and submitted by user Jagger Walter to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.