Ethical Worksheet Essay Example for Free

Ethical Worksheet Essay 1. What is the ethical issue or problem? Identify the issue succinctly. The probation officer has to generate a presentence investigation report for the husband’s trial. The probation officer has to keep in consideration that this last DUI would be the husband’s third conviction, the only one being after his military service. The standard sentence for a third time offense usually begins at a minimum of 90 days in custody. The husband, however, has a record diagnosing him with post-traumatic stress disorder (developed after serving in Somalia) where confinement can trigger regression, explosive outbursts, and traumatic flashbacks. What should the probation officer recommend? 2. What are the most important facts? Which facts have the most bearing on the ethical decision presented? Include any important potential economic, social, or political pressures, and exclude inconsequential facts. This is the husband’s third DUI offense. Due to the husband’s military service in Somalia, and his imprisonment by the enemy soldier, he now suffers from post-traumatic stress disorder and has regressed to the level of a 10-year-old. As per his psychiatrists, any type of confinement could worsen his regression, triggering explosive outbursts and traumatic flashbacks. The standard sentencing (since he’s a third time offender) usually begins at a minimum of 90 days in custody. His prior convictions happened before his military service and he served a total of 60 days in custody, without incidents. 3. Identify each claimant (key actor) who has an interest in the outcome of this ethical issue. From the perspective of the moral agent—the individual contemplating an ethical course of action—what obligation is owed to the claimant? Why? Claimant (key actor) Obligation (owed to the claimant) Perspective (What does the claimant hope will happen?) Probation Officer Beneficence, protection, service The probation officer would strongly recommend for the husband be placed under house arrest and attend intensive therapy and rehabilitation, rather than being incarcerated or institutionalized. Husband Respect, order The husband would prefer to pay a fine, if any, and be penalized in any way other than confinement. Judge Beneficence, non-injury The judge would prefer to help the mental condition of the husband, as well as keep the order in any jails and/or correctional facilities. Psychiatrist Beneficence, farewell The psychiatrists would prefer to attend to the husband’s mental condition through intense therapy and rehabilitation, and avoid confinement at all cost. Society Justice, peace and order Society would prefer any type of rehabilitative therapy for the husband, a military veteran, and not incarceration. Evaluating Alternatives 4. What are two alternatives for the scenario? One alternative can be a wild card that you ordinarily may not consider an option because of potential implications. Both should be within free will and control of the same moral agent. Alternative A Alternative B The probation officer strongly recommends rehabilitative therapy and psychotherapy in place of any incarceration time. The probation officer generates the PSI report following protocol of recommending the standard mandatory minimum of 90 days in jail for being the husband’s third conviction. 5. Respond to the following questions based on your developed alternatives. Alternative A Alternative B What are the best- and worst-case scenarios if you choose this alternative? Best: The husband shows improvement through different types of therapy and overcomes alcoholism. Worst: Therapy is useless for the husband and his alcohol dependency worsens. Best: Standard procedures are followed. Husband has no outburst or violent flashbacks. Worst: Husband has a violent outburst hrs within incarceration, has to be placed in solitary confinement, mental state deteriorates. Will anyone be harmed if this alternative is chosen? If so, how will they be harmed? Consider families and derivative effects. The husband will be hurt if the therapies recommended do not work as expected. His mental condition and alcohol dependency may worsen if the issue is not approached properly. The husband’s mental, emotional, and maybe even physical state will worsen will incarceration, since his violent outburst and flashbacks will be reoccurring. Would honoring an idea or value—such as personal, professional, or religious—make the alternative invalid? Prioritizing the mental health and wellbeing of a military veteran with service related issues, such as PTSD makes the alternative invalid. Following the standard sentencing for a third time offender would make the alternative invalid. Are there any rules, laws, or principles that support the alternative? Are there rules, laws, or principles that make the alternative invalid? State the rule or principle and indicate if it invalidates or supports the alternative. 3455. Idiocy as a Defense You may not find the defendant guilty of if (he/she) was legally incapable of committing a crime because of idiocy. The defendant was legally incapable of committing a crime because of idiocy if at the time the crime was committed: 1. (he/she) had a mental disease or defect; 2. Because of that disease or defect, (he/she) did not know or understand the nature and quality of (his/her) act or did not know or understand that (his/her) act was morally or legally wrong. V C Section 23546 Penalty Third Conviction Within Ten Years 23546. (a) If a person is convicted of a violation of Section 23152 and the offense occurred  within 10 years of two separate violations of Section 23103, as specified in Section 23103.5, 23152, or 23153, or any combination thereof, that resulted in convictions, that person shall be punished by imprisonment in the county jail for not less than 120 days nor more than one year and by a fine of not less than three hundred ninety dollars ($390) nor more than one thousand dollars ($1,000). The persons privilege to operate a motor vehicle shall be revoked by the Department of Motor Vehicles as required in paragraph (5) of subdivision (a) of Section 13352. The court shall require the person to surrender his or her drivers license to the court in accordance with Section 13550 Applying Ethical Guidelines 6. Consider each ethical guideline and explain whether it would support or reject your alternative. Guidelines based on the action itself Alternative A Alternative B Should this alternative become a rule or policy that everyone in this situation should follow in similar situations in the future? (Kant) Yes No Does this alternative result in using any person as a means to an end without consideration for his or her basic integrity? (Kant) No Yes Is the intent of this action free from vested interest or ulterior motive? (Kant’s good will) Yes Yes Does this alternative demonstrate a genuine concern for others affected by the decision, and is the moral agency responding to a perceived need? Yes: concern for others and responding to a perceived need are implicated No Guidelines based on consequences Alternative A Alternative B Is the good that results from this alternative outweighed by the potential harm that might be done to others? (Mill’s harm principle) Possibly No Is any harm brought about by anyone other than the moral agent? (causal harm) No Yes, the husband and the implicated correctional facility Will anyone be harmed who can be said to be defenseless? (paternalism) No Yes, the husband in a regressed mental state of a 10 year old To what degree is this alternative based on the moral agent’s own best interest? (ethical egoism) Not based on the parole officer’s own interest. It is based on the best interest of the husband. Not based on the parole officer’s own interest. It is based on the best interest of the husband. Which alternative will generate the greatest benefit—or the least amount of harm—for the greatest number of people? Select only one alternative. (utilitarianism) Alterative A will generate the greatest benefit. Ethical Decision Making 7. Choose to proceed with either Alternative A or Alternative B and explain the reasons for your decision. I recommend that on the parole officer’s presentencing investigation report strongly recommend an alternative type of punitive action against the husband, in lieu of incarceration. He should take in consideration not only the welfare and mental health of the husband, but the order in the corresponding correctional facility. The parole officer should note that incarceration will not only greatly deteriorate the husband’s mental, emotional, and even physical health, but it will also create altercations and physical confrontations in jail. The parole officer should push for some type of intensive rehabilitative therapy, as well as psychotherapy, and any other type of therapy the husband may need in order to treat his mental condition as well as to address his alcohol dependency. If necessary, applying a fine and/or house arrest in order to pay for the offense. The par ole officer should put the health and well being of the husband first.

Multicultural competency Essay Example for Free

Multicultural competency Essay Multicultural competency is indeed an essential tool required in dealing with clients who have different races, perceptions and cultures. Having this skill will be of a great advantage in the progress of counselling sessions. Moreover, according to Pedersen, multiculturalism is â€Å"a wide range of multiple groups without grading, comparing, or ranking them as better or worse than one another and without denying the very distinct and complementary or even contradictory perspectives that each group brings with it† (1991, p. 4). To effectively handle multiculturalism situations in counselling, counselors must develop different levels of awareness which are the following: â€Å"self-awareness, awareness of one’s own culture, awareness of racism, sexism and poverty, awareness of individual differences, awareness of other cultures and awareness of diversity. † More so, to be successful in obtaining multicultural competency, counselors must also be aware of different theories and specific counselling practices. But the most important point to remember is that counselors must first build on a â€Å"sense of worth† for their respective cultural backgrounds before they can start understanding other cultures (Locke, 1986, pp. 119-137). Response to Post No. 2 Jennifer Weeks Among the three weaknesses mentioned by the counselor, I think that the problem on terminating an interview with a client is the counselor’s main problem. In any session, I think time is of the essence. Clients pay the counselors per hour so they should get their money’s worth for very second that they spend with their counselors. In line with this, counselors should develop a systematic way of establishing client-counselor relationship and at the same time effectively and quickly resolving the issues of the clients in order to maximize the time allotted for the sesssion. Also, counselors should learn how to end the interview without being rude or impolite. This can be done by setting up a timeline for the session and preparing fillers which will be used to divert the flow of the conversation if it gets beyond the timeline or the focus for that specific session. References Locke, D. C. (1990). A not so provincial view of multicultural counseling. Counselor Education and Supervision, 30, 18-25. Pedersen, P. B. (1991). Introduction to the special issue on multiculturalism as a fourth force in counseling. Journal of Counseling and Development, 70, 4.

Corporate Culture Enhance Organisational Performance Business Essay

Corporate Culture Enhance Organisational Performance Business Essay Organization culture is a source of sustained competitive advantage; corporate culture plays a very important role in organisational performance. By reviewing existing documents of the organizational culture research, we make a study of the theoretic elements of organizational culture and analyse its effect on firms performance. The study in this paper gives us a better understanding on how enterprises get better performance and establish the foundation of the successful corporations. The Hewlett Packard case analysis from Kotter and Heskett (1992) had confirmed that strong corporate culture enhances organisational performance Key words Organizational behaviour, organizational culture, firm performance Competitive advantage, resources, synergistic effect Introduction A recent study (Fun Yun et al. 2003) has investigated that the development of modern management science has been through three stages: Classical Management Theory, Behavioural Science Management Theory, and Management Theory Jungle (Harold Koonty 1961). In early 1980s the fourth stage organizational culture has began, this phase focuses on how to apply the cultural research results to the enterprise management. Organizational culture as a modern enterprise management theory and management strategy are more and more sought after from the business community and the academic circles from whole world. Some scholars believe that the enterprise competitive advantage not only can be relied on its capacity also with its ability in the organizational culture. However, many studies have shown that, when determining unique characteristics of a company, culture can even be decided for which strategic to choose. According to the view of Barneys (1986), culture is the continuous strategy for enterprises to give them a competitive advantage of the resources. Achieve competitive advantage at least in part rely on capacity. Therefore, the enterprises research extends to the key ability and resources such as culture is meaning very important. This literature review is revolve around cooperate culture and to discuss the basic theory of organizational culture and corporate culture for the influence of enterprise performance. Literature Review 1 Organizational culture theory research evolution process of a brief review The concept of organization culture is acknowledged by Pettigrew (1979) in the article organizational culture research , and in 1982 attracted the attention of academic and business management circles mainly due to few books published: Ouchi (1981) theory z; Pascale and Athos (1981) the Japanese management art L6; Deal Kennedy(1982) corporate culture , Peters Waterman(1982) search of excellence. Since then, organization of culture has opened a new page and a lot of organizational culture research paper is constantly emerging by group of distinguished researchers as Ouchi, Hofstede, Sehein, Wilkins etc, they are excellent at the area of organizational culture in their respective areas of expertise and conducted successful research. After the 80s the academics and businesses were mainly studying the organization culture management that were based on the following elements, comparative management culture, factual study of the culture and management of the cooperate culture and other relative elements of the culture. Hofstede (1980) points out variation of manage practices, similarity or dissimilarity due to different culture or countries, and hance finding out the effect of culture on organizational performance. As Lincoln and Kalleberg (1990) In their reseach of the United States and Japanese enterprises explored the work attitude with emphasis on the culture, and they visualize culture as a management tool for the organization control. This is also further illustrated by Sekaran and Snodgrass (1989) with four counties (United States, Japan, Sweden, Yugoslavia) showing the effect of culture on the organizations efficiency difference. Some culture researcher like Schein (1990) and Kotter and Heskett (1992) were using questionnaire or empirical data as research method. They are studying aims to determine if there is a correlation between organization culture and enterprises long term business performance. Considerable attention has been given to leadership and organization culture. Also there are other researcher consider effectiveness between coalition of culture and other factor during the organization management. Ogbonna et al. (2000) claims that when the enterprise face to pressures from external environment, the leader style impact organization culture and then further impact to organisation performance. Leadership style cannot be directly affect organizational performance and can only through the organizational culture as a media to indirect influence performance. Corresponding is that competitive and innovation of Cultural characteristics directly affect performance. 2 Influence corporate cultures on enterprise performance According to Kilman et al (1985) comment, there is three degree of impacts: (1) Cultural orientation, meaning that Cultural influence organizations operational direction correctively; (2) the permeability of culture, means the degree of consensus in the members of the organization for the culture. (3) Cultural strength means the degree of loyalty to culture by organizations members. Strong cultures have greater influence that means it has a wide range of permeability and far reaching impact on the strength of the entity. If the team member are provided with consistent targets and shared the same values, they will be satisfied with what they are doing and will be more focused with their tasks. However even if the culture of the organization is pointed in right direction but the members cannot understand or achieve it or be loyal to it, then this will be a weak culture with negative impact on the performance of the entity. Trice (1993) also indicates that a strong organizational culture also can reduce the cost of decision- making and make work specialization. Strong organizational culture has been recommended by Akin and Hopelain (1986) to the entire managers who wish to enhance their productivity or performance. The organization will receive great return from investments or marketing if they propagate culture and using it as the decision making tool. The organizations that do not propagate culture always get less return; it has been confirmed by Denison (1990). Regardless of companies strategy or culture being people or reliability or productivity orientated they all still compete for great profit and productivity. IBM CEO Tom Watson in 1962 delivered a speech at Columbia University, he said: related business operating performance, enterprises management thoughts, spirit and goals are much more important than technical resources, economic resources, enterprise structure, invention and random Decision. Of course, all these factors also greatly affect the performance of the business. But I think, all those factors are sourced from employees and how they extent of basic beliefs of enterprises ideas (Jack E. S. 2012). But at many enterprises, organizational culture has been viewed as subordinate, even they described it as companys slogan, they deem the organization culture is creating needless official documents and procedures, and organization culture cannot bring any value to the enterprise. Kets deVries and Miller (1986) argued that when the business face hardship due to factors that is beyond their control even the culture is not helpful and may affect the company s performance negatively. Some scholars have began to try or test the construction of culture-performance causal relationships, such as Peters and Waterman (1982) of excellent companies , all emphasize positive effect of organizational culture on organizational performance . All in all, comprehensive enterprise practices and scholars research results shows organizational culture is positive factor for enterprise to obtain the best performance, to make right decisions and also face and deal with external factors. Therefore, all the attention and practice researchers been that cultural pattern is commodity and culture and organizational performance are coupled (PetersWaterman 1982). Conclusion To sum up, in the 20 years of organizational culture research, great achievements have been made. Culture can be regarded not only as a Relative special management field; it can also create influence and change cultural reality. Although some scholars believe that thotre of lack of the organization turn the research category too widely, as if from soup to nuts (Alvesson, 1993)  ¼Ã…’This is mainly due to the organizational culture research lack of a clear Analysis framework and theory foundation for culture research orientation, which led to the blind man feels like results (Mirvis Sales, 1990). Therefore, this paper is based on the organizational culture of the evolution process. I have briefly reviewed and analysed the theoretical basis of organizational culture, and it link to enterprise performance. this paper discusses the organizational culture for the influence of so as to further study on culture as the foundation. The organizations of the future culture research must be around the competitive advantage it creates and maintains in wider and deeper level and strategic change, other factors such as technology innovation behaviour by combining research, for enterprises in the fierce competition process on top is a positive.

An Investigation into the Portrayal or Truth Within the Documentary Gen

As documentary by its very nature introduces itself as factual, concerns exist as to where the boundary between the truth of subject and the fiction produced by its creator emerges. As anything that has been edited has by definition removed certain aspects and enhanced others, there must be at best an innocent naturally occurring bias formed from individual perception, and at worst purposefully manipulated misinformation. Through researching various sources, I intend to discover the difference (if any) between these two methods making factually based programmes, to determine any variables that lie in the ‘grey area’ between the two extremes, and to ascertain the diverse forms of conduct in which truth (and in turn documentary) can be presented to an audience, and to what effect? This report aims to make light of certain elements of documentary making that are perhaps more susceptible to influence on the director’s part, and once again explore the effect of these decisions on the audience’s reaction to the information presented. Corner, J. ed., 1986. Documentary and the mass media. Suffolk: Richard Clay ltd This book contains, amongst other things, an insightful account into the foundations of documentary, in particular its British base and its early days via the medium of radio. It features quotations and journal extracts, as well as interviews with some of the prominent figures of early documentary programming during the first half of the 20th century, before leading into the mass observation experiments beginning in the late 30’s. The book describes the documentary format’s departure from its BBC London base under the guidance of Hilda Matheson and Charles Siepmann, who relocated their mobile recording units to what was kn... ... a documentary film by definition must include visuals, but Ames aspires to explain how an emphasis on certain imagery can be used to persuade as well as inform. Works Cited Corner, J. ed., 1986. Documentary and the mass media. Suffolk: Richard Clay ltd Davies, N. 2008. Flat Earth News. London: Random House Publishing Control Room, 2004. [Film] Directed by Jehane Noujaim. Iraq: World Cinema ltd. Waltz with Bashir, 2008. [Film] Directed by Ari Folman. Israel: Artificial eye. Tompkins, C., 2009. The paradoxical effect of the documentary in Walter Salles’s â€Å"Central do Brasil†. Studies in 20th & 21st Century Literature 33 no1 p9-27 Zeitgeist, 2007. [Film] Directed by Peter Joseph. USA: Released via Internet. Available at http://www.zeitgeistmovie.com. [accessed 14/03/2010] Ames, E,. 2009 Herzog, Landscape and Documentary. Cinema Journal v. 48 no. 2 p46-69.

The Plausibility of Artificial Intelligence Essay -- Science Scientifi

The Plausibility of Artificial Intelligence Can mankind create intelligence? Can the dream of artificial intelligence ever be realized? Is it possible to formulate intelligence out of inorganic matter? In this paper, I intend to show that artificial intelligence is indeed attainable, that it is within the capacity of human intelligence to fashion intelligence out of non-living materials. Let me begin with one of the major theories concerning the philosophy of artificial intelligence: The Church-Turing thesis. The Church-Turing thesis is the brainchild of Alan Turing and Alonzo Church. It concerns the concepts of â€Å"effective† and â€Å"mechanical† in logic and mathematics. Both Turing and Church reached the hypothesis independently and in different forms. But both forms confront similar issues and the general form is known as the ‘Church-Turing thesis’. In general, the thesis asserts that a machine can execute all processes that are ‘mechanical’[1]. Clearly, there is some ambiguity in this statement. What is meant by mechanical? What is meant by machine? ‘Mechanical’ (or ‘effective’ as Turing sometimes uses) is used in a very strict sense. A process that is mechanical must satisfy the following four properties. First, it must be set out in terms of a finite number of exact instructions. Each instruction must in turn contain a finite number of symbols. Second, if carried out properly, it must produce the desired result in a finite number of steps (a finite amount of time). Third, in practice or in principle, it must be able to be carried out by a human being unaided by any machinery (except paper, pencil, etc.). And finally, it must not demand any insight or ingenuity on the part of the human bei... ...l> (visited 06 Dec. 2002) [4] P. Millican and A. Clark, ed. The Legacy of Alan Turing [5] Herken, Rolf, ed. The Universal Turing Machine: a half-century survey [6] P. Millican and A. Clark, ed. The Legacy of Alan Turing [7] Hofstadter, Douglas. Godel, Escher, Bach: and eternal golden braid. (pg 561) [8] see Hofstadter (pg. 18, 438, 561, 738-739) [9] Hofstadter (pg. 561) [10] Garson, James. â€Å"Connectionism† Stanford Encyclopedia of Philosophy, 19 Aug. 2002. < http://plato.stanford.edu/entries/connectionism/> (visited 06 Dec. 2002) [11] Garson, James. â€Å"Connectionism† Stanford Encyclopedia of Philosophy [12] Srinivasa Rao, K. Srinivasa Ramanujan : a mathematical (East West Books, c1998) [13] Miller, Leon K., Musical savants : exceptional skill in the mentally retarded. (Hillsdale, N.J : L. Erlbaum, 1989.)

Milgram’s Destructive Obedience Essays -- Psychology

Stanley Milgram was a social psychologist best known for an experiment he did regarding destructive obedience (Hockenbury & Hockenbury, 2011). According to McLeod, Milgram had originally set out to prove that Germans were somehow more obedient than Americans. This was a short while after WWII had finished and the horrors committed by the Nazis under Hitler’s authority had been learned. His experimental results were contradictory to the results predicted by fellow psychiatrists, college students and some adults of various occupations. They had predicted that very few people would obey an order that would harm another person; however, the actual results proved quite the opposite. Instead of proving that German’s were more obedient, Milgram opened the door to the possibility that anyone is capable of carrying out orders that would harm another person (2007). Douglas Navarick expanded on the experiment’s results and derived a three-stage model for defiance and withdrawal (2012). After comparing the three sources on the previously mentioned topic, it is my belief that the peer reviewed journal (Navarick, 2012) is the most credible. Its credibility is largely accredited to the established requirements of publication in the journal it is found in. Hockenbury and Hockenbury summarized Milgram’s experiments as simply as they could. The test subject was led to believe that the second participant was as uniformed as they were and that their roles in the experiment were chosen at random. They were told that the experiment was about learning and memory and the effect punishment has on them. The test subject was given the role of â€Å"teacher† and the other participant given the role of â€Å"learner† seemingly at random. The second partici... ... it means avoiding personal discomfort. A source is considered credible if it is accepted by general consensus of the experts of the field it concerns. It should also show the scientific facts that support it. A standalone source that does not show any form of reference to other psychologists that agree with or support his/her theory would not be considered as credible. Works Cited Hockenbury, D., & Hockenbury, S. (2011). Discovering Psychology (5th ed.). New York: Worth. McLeod, S. A. (2007). Simply Psychology; Obedience in Psychology. Retrieved 25 March 2012, from http://www.simplypsychology.org/obedience.html Navarick, D. J. (2012). Historical Psychology and the Milgram Paradigm: Tests of an Experimentally Derived Model of Defiance Using Accounts of Massacres by Nazi Reserve Police Battalion 101. Psychological Record, 62(1), 133-154.

Psychological Contract in the Contemporary Organisation Essay

Every human being is an unique individual. This is an undeniable fact, thus organisations have to explore the various antecedences of the psychological contracts between employees and the organisation. Employees have different perceptions and thinking over the concept of psychological contracts. Generation Y is slowly filling up the positions in contemporary organisations. Therefore, what are the influencers revolve around this power craving group of people? Research has concluded that employees and employers have different perceptions on job support and resources (Attridge 2009, 392; Kahn 1990, 708) and even job satisfaction (McShane and Travaglione 2007, 180). Employee disengagement has been occurring more and more often nowadays (Bates 2004, 44). Employee engagement is closely linked with the result of the organisation (Medlin and Green 2009, 948; Harter, Schmidt and Killham 2003, 27), where employee disengagement may cause unsatisfactory employee achievement; leading to undesirable organisational advancement and financial development. Because of these, organisations should examine the psychological contracts between them and the employees, especially that of the Generation Y. Psychological Contracts Ppsychological contract is defined as ones beliefs about shared responsibilities and commitments in the framework of the relationship between employees and the organization (Robert, Kristie and Kathryn 2010, 220). Cyril (2004, 1) mentioned that psychological contracts are the employees’ mindset about what they look forward to from the organization and what they feel they should commit to the organization. The psychological contracts emphasize more on the relationship between an employee and employer as a whole rather than traditional compensation issues (Robert, Kristie and Kathryn 2010, 220). The concepts of the psychological contract are commitments particularly based on perceived obligations by the others (Robert, Kristie and Kathryn 2010, 220). Whether well expressed or not, the perceived obligations create commitment and responsibility that must be executed for the contract to be affirmed (Robert, Kristie and Kathryn 2010, 220). For instance, the organization making use of a relational psychological contract is responsible to account for the individual fairly, provide hazard free working conditions, allow employees justifiable personal time, and provide adequate materials to accomplish their job. On the contrary, the employee is responsible to accomplish given tasks, display a positive attitude, boost the reputation of the company, and abide corporate policy (Robert, Kristie and Kathryn 2010, 220). Given so, these obligations do not only encompass on the quantity of work is to be carried out for a certain amount of pay, but also draw in the whole pattern of rights, privileges, and obligations between employee and organisation (Mario Pepur, Sandra Pepur, and Dr. Ljiljana Viducic 2010, 231). For instance, after serving the company for a number of years, the employee may expect the company not to fire him and similarly, the company may expect that the worker not to tarnish company’s reputation or leak out confidential secrets to rival companies(Mario Pepur, Sandra Pepur, and Dr.  Ljiljana Viducic 2010, 231). Expectations as such are not transcribed into contractual agreement between employees and organisation, yet they work as power determinants of behaviour (Mario Pepur, Sandra Pepur, and Dr. Ljiljana Viducic 2010, 231). Literature Review No doubt, the theory on psychological was established in the 1960 by Argyris (Cyril 2004, 1), it is still highly applicable in today’s context. Rothbard’s (2001, 656) empirical study shows that there is a relationship between psychological contracts and employee engagement. Rothbard (2001, 656) mentioned that attention is the psychological presence and the time spent by the employee contemplating about his responsibilities at work, while absorption is concerned with the affection of employee to put emphasis on the responsibilities on duties. It is believed that the psychological contract is generally an appropriate and impactful construct that can aid explain, and inform effective management of, contemporary academic work performance and workplace relations (Grant, Branka and David 2010, 6). The psychological contract can help both employee and employer to gain awareness on contemporary employment relationships; indeed, it has been debated that perceived obligations within the psychological contract are usually more vital to work related attitudes and behaviour than are the official and explicit elements of contractual acknowledgement (Grant, Branka and David 2010, 6-7). Employees trust that the employer has the obligations to facilitate them the following: career advancement, incremental salary, alary based on the current working efficiency, upgrading, safe long-term employment, opportunities to build their career as well as support in case personal problems occur (Mario, Sandra and Dr. Ljiljana 2010, 233). On the other hand, the employees believe that they have the following obligations towards their employer: working overtime, staying loyal, taking initiative to take up new responsibilities at work, providing a beforehand notice when taking another position, be ready for transfer, rejecting support to rivalry, protecting confidential company information, spending a minimum of two years doing the routine (Mario, Sandra and Dr.  Ljiljana 2010, 233). Many studies indicated that personal and psychological factors have significant influence on employees, including biological factors and the work attitudes of employees (Hung-Wen 2010, 92). Hung-Wen (2010, 92) mentioned that Yu suggested work attitude is the level of organizational identification, the levels of involvements in current jobs and overall job satisfaction. Therefore, this research explains job satisfaction and work involvement as its two variables (Hung-Wen 2010, 92). Job Satisfaction Job satisfaction is an assessment of the work and job context by employees (McShane and Travaglione 2007, 116; Spector 1997, 2). Little and Little (2006, 115) deemed job satisfaction as an enjoyable experience or positive emotional condition . They agreed with the research done by Kreitner & Kinicki in 2004 that job satisfaction is associated with job involvement, organizational behaviours and commitment (Little and Little 2006, 115). In an adverse effect, it is also associated with turnover and stress. Similarly, experimental studies on 7,939 business units in 36 organizations find out that job satisfaction concludes employee engagement, and are forecasting organisation progression (Harter, Schmidt and Hayes 2002, 268). The extended studies by Harter, Schmidt and Hayes (2002, 268) states that it is crucial to constantly stress on the degree of employee engagement and contented and happy employees would be very much motivated in the organisation (McShane and Travaglione 2007, 180). Poornima (2009, 35) has given a hypothesis that statistically, there is a strong relationship between age and difference between expectation and fulfillment levels of employees with regard to monetary and non-monetary compensation practices followed by the organizations (Poornima 2009, 35). The result shown that those aged between 25to28 are not responding positively to monetary motivation. Research shown 85% of the young people want progressive management to inspire them and 52% of them think that the managers are not helping in their development (Robin 2007, 34). Kim (2007, 154) agrees with (Henry 2006, 11) that Generation Y is motivated by the chances to grow and develop, thus they welcome comments and feedback. Therefore, Generation Y would expect organisation to enrol them with training and development program, as well as providing them with feedback for improvement. Failing to do so, goal is not achieved, thus motivation of Generation Y decrease. With that, these create job dissatisfaction in Generation Y. Taking consideration of Poomima and Kim’s studies, Generation Y is a group of people who are more intrinsically driven rather than monetarily motivated. Work Involvement In today’s context, organisation should anticipate expectations of their employees through their psychological contracts if they want to gain their loyalty (Mario, Sandra and Dr. Ljiljana 2010, 236). Mario, Sandra and Dr. Ljiljana (2010, 236) agrees to Rousseau that the main difference between new and old psychological contracts lies in the lack of job security. She proves this by quoting an employee of a telecommunication company who says that: â€Å"It used to be that working for the company meant being part of a family (Mario, Sandra and Dr. Ljiljana 2010, 236). As organisation moves towards the modern era, the younger generations are beginning to fill up most of the positions. Tulgan (2009, 3) shared that Generation Y is so far the hardest generation to manage. While organisation expects employee to stay loyal to the company, Generation Y, a group with high expectation and believe in their capability tends to switch jobs to satisfy their hunger for fast career advancement (Tulgan 2009, 3). Another contributing factor to the frequent job switch is the Generation Y’s expectation; they are constantly looking out for jobs that provide training (Sue and David 2008, 368). Sara and Ans (2010, 256) have come up with two hypothesizes. â€Å"The level of careerism will be emphatically related with psychological contract expectations in account of job description, employment development, training, and monetary rewards. The level of careerism will be cynically related with psychological contract expectations in account of social environment, work-life balance, and employment assurance† (Sara and Ans 2010, 256). The first hypothesis does make sense as the three factors mentioned act as a motivator to increase the level of careerism. However, the second hypothesis is countered by the research of Sue and David (2008, 368) which points out that â€Å"although Generation Y has a desire for defined goals and managerial reinforcement in what is to be done, they also crave for autonomy and flexibility in decision making process. Furthermore, despite being autonomous, they are viewed as being emotionally needy and consequently, continuously looking for acknowledgement and commendation. In terms of work, they are power thirst. However, they do look upon work life balance and if given a choice will choose family and friends rather than work†. Evaluation Given the unique characteristics of Generation Y, it is difficult for the organization to determine their psychological contract with the organization, thus making it a challenge for the organization to come up with strategies to motivate and retain these â€Å"potential job switchers†. Demanding for power in workplace, yet craving for work life balances; organizations have to come up with plan to satisfy these employees before they can be aligned and work towards the same goal. Event such as Bring Your Child to Work promotes work life balance yet not disrupting the normal working procedure. Organizations can consider such event to strike a balance for the employees. Employee disengagement is one of the crucial explanations for organization turnover. With this getting more and more common in the organization (Pech and Slade 2006, 22), management should seek to understand the reasons behind the dissatisfaction and explore the psychological contract between them and the employees to reduce the possible unhappiness, thus creating a conducive work environment. Conclusion The concept of psychological contracts is characterised by dynamic features. They are continuously adjusted to new trends in the working environment. A triumphant resolution to the productive handling of employee engagement kicks off with recognition of the uniqueness of each employee. Accessing the factors influencing their needs and perception after presuming that employees are engaged is an fallacious way and is not very much encouraged. Psychological contracts can encompass various areas such as work involvement and job satisfaction. However, psychological contracts involve many other factors. For instance, human resource practices such as employees’ relation and welfare, training and development, and compensation and benefits (Saks 2006, 613). Therefore, effective understanding of psychological contracts would require organisations to contemplate the perception of individual employees towards the influencing variables. Franking speaking, how many organisations are prepared to go for the extra mile for the employees? Even though the organizations may acknowledge the significance of psychological contracts, it is intricate to get to a mutual understanding for both the organisation and employee. Organisations may only see the link between the understandings of psychological contracts in both aspects with beneficiary outcomes as a theoretical model, thus are not convinced that their employees can make it happen. Every employee is unique. They have different needs and perceptions in terms of psychological contracts with the organisation, which may also change over time. This would also mean that the organizations have to take into consideration of the incalculable factors catering to the different employees. Is this cost and time efficient? Management would rather spend the time on the operations and focus on the visible and instant results. Nevertheless, there are organizations that are still prepared to spend their effort working on psychological aspect in employees. Personally, I feel that understanding of psychological contract is essential to organization success. However, it is very much reliant on the distribution of time, effort and loyalty of the organizations to form a successful understanding and alignment of the psychological contracts between themselves and their employees.