Developmental Theories That Assist Social Workers Essay

Developmental theories are integral to a social workers approach when working with children, and families as they help to guide and explain situations and behaviours. As social workers have an ethical and professional responsibility to their clients, they need to have an established set of guiding theories which underpin their practice. If they work without these theories, they could place their clients at risk of harm by practising from personal assumptions. They also help the social worker understand and manage these situations and to reach the desired outcomes. As suggested by Teater (2014), â€Å"Theory is an essential ingredient in practice that guides the way in which social workers view and approach individuals, groups, communities and society†(Chap 1, p.1). This report will identify and focus on three important developmental theories that assist social workers in their practice. These consist of work by Erikson, Bowlby and Piaget. Erikson’s theory focuses on t he model of life stage development; Piaget’s theory focuses on the cognitive processes while Bowlby’s theory focuses on attachment. Despite these theories representing different aspects of social science, they all have the same guiding principle of development. Once the social worker has identified the relevant theory required, they then use a model to implement the theory. This report will examine and discuss the Collaborative Family Work Model. The Collaborative Family Work Model works in a step by step approachShow MoreRelatedMy Interview With Donna Portnoy889 Words   |  4 PagesMental Health Counselor working in the field of Intellectual Developmental Disabilities. She informed me that she feels it’s easier to find a job as a Social Worker in New York City. 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Post-Impressionism and Van Gogh The Incomparable...

Visual opulence, creativity, inimitable vision, and a style that is highly influential are the many characteristics of an admired movement in art history called Post-Impressionism (1875-1892). This movement, which was the by-product of the Impressionism movement, is the bridging gap between the two movements known as Realism and Expressionism. Post-Impressionism takes on some of the stylistic characteristics of these movements; however, it does not contain the all too glossy visuals of Realism or the heavily fantastic visuals of Expressionism, rather it is the intermediary of these two poles. My paper will discuss why this link was absolutely essential to the history of art movements, and I will be specifically using the artworks of†¦show more content†¦Nonetheless, over time, it became universally lauded as one of the seminal movements in art history. According to David W. Galenson and Bruce A. Weinberg in their article, Creating Modern Art: The Changing Careers of Painters in France from Impressionism to Cubism, the goal of the Post-Impressionism artists was to symbolize, rather than describe nature. Therefore, this in turn, allowed them to use more innovating techniques to express their emotions rather than just being an observer. Gauguin and van Gogh were particularly zealous about using their emotional state to convey the content and symbolism of their paintings. A quote taken directly from Galenson’s and Weinberg’s article perfectly describes this attitude of emotion, rather than observation, as the key artistic foundation for Post-Impressionistic artists: â€Å"Vincent van Gogh and Paul Gauguin drew their inspiration from emotions. Van Gogh declared that instead of trying to reproduce what I have before my eyes I use color more arbitrarily in order to express myself forcibly, whereas Gauguin advised a fellow painter: Go on working, freely and furiously, you will make progress.... A strong emotion can be translated immediately† (Maurice Malingue, qtd. in Galenson and Weinberg_2). Consequently, this notion of an imposing vision creates the truly compelling, haunting artworks of Post-Impressionism; particularly in the works of the artist, who needs no

IHRM Essay for Cross Cultural Essay - myassignmenthelp.com

Question: Write about theIHRM Essay for Cross Cultural Essay. Answer: Introduction Described as the work systems and its employment practices of any firm, the human resource management of a company embraces both the collective and individual aspects of the people management. It is not restricted to any ideology or style but engages energies of both specialist and line managers and includes the responsibilities of HRM such recruitment and selection practices, training and development of employees, and human resources planning. Not only that the function of the HRM also include instituting reward and payment systems, assessment related to the performance of different employees and various initiatives to align the development of employees to corporate strategies. There are two types of HRM management at different levels and they are at the domestic and international level (Boxall, Purcell, 2011, pp. 34). About IHRM With continuous research and development in communication and internet technology, more and more companies are expanding their operations throughout the world in a quest to reach out new markets, expand the marketing and sales of their products and services and increase their revenue and profit. An important of the organization, the main focus of HRM is to identify requirement of personnel, recruit suitable candidates, attract the best talent, train and develop their skill-set, and retain them for a successful business or venture, and increase market share. In their research article Welch Bjorkman, (2015) state that, IHRM is subsumed into or overlap with the related research areas of cross-cultural management or comparative human resource management. Not only that, in their research work, Briscoe, Schuler Tarique (2016), describe IHRM as the study as well as an application of all types of human resources management activities that impact the management process of human resources in any company in the global environment. The key word here is the global environment that includes diverse workplace or the office premises in different cultural or cross-cultural societies and this remains the greatest challenge faced by IHRM in any global or multinational corporation (Manroop, Boekhorst, Harrison, 2013). IHRM is mainly concerned with HR issues that cross national borders or when this function is conducted in various locations other than the home country offices. The main focus of IHRM is to create, and maintain the relationship between the HR department of an organization and foreign environment in the areas of operation of that particular organization Pudelko, Reiche, Carr, 2014). The IHRM include various aspects such as recruitment and selection, staff induction, performance appraisal, career management and occupational health and safety. Defined as a business environment where citizens of different region or countries and bring different viewpoints, values, and business practices, the cross-cultural issues remain the core problem in IHRM whose resolution can decide the extent of success and failure of that particular organization in the market (Shen, Chanda, Dnetto, Monga, 2009). During its functions, the IHRM faces a wide-range of challenges related to cross-cultural issues such as cross-cultural communication, cultural differences, sustaining international operations and host and foreign countries issues (Pudelko, Reiche, Carr, 2014). One of the best examples of the seriousness of the cross-cultural issues remains the recruitment and selection of the employees. Recruitment and selection of the employees and cross-cultural issues The recruitment and selection of the employees in the organization remain the core activity of the HRM department whether it is at the domestic level or the international level. In this regard, the main focus of this department remains to attract and retain the best talent available in the market (Vaiman, Brewster, 2014). For this purpose, IHRM practices take four approaches that have become very common as more and more companies try to seek out best talent throughout the world. These four approaches include ethnocentric, polycentric, geocentric and regiocentric approach (Luu,Rowley, 2016). With the ethnocentric approach, IHRM seeks to fill-up the key positions by the nationals of the parent company. Similarly, the polycentric approach, IHRM seeks to fill-up key position with the host country national for the management of the subsidiary in the host country. The third approach is geocentric recruitment approach where the organization seeks to recruit best people regardless of their nationality (Hongvichit, 2015). The last and final approach is known as regiocentric approach where the organization seeks to recruit the best people within the region where the subsidiary of the company operates (Hongvichit, 2015). The IHRM chooses its approach based on many factors such as characteristics of the existing staff, type of industry and markets that are being served, the cultural preferences as well as the type and degree of internationalization (Allen, Vardaman, 2017). Some of the best examples related to cross-cultural differences between different cultures when it comes to recruitment and selection of the employees include the different perspectives related to the importance of the skill-set to the employers (Chan, Cheung, 2008). Interviews are often described as the conversation between two people, each of whom has something required by other person. However, when both people belong to different cultures, it is very easy to misunderstand and send wrong signals as the verbal and non-verbal language differ from others (Chan, Ye, Xu, 2016). For example, when a North American person interviews an Indian candidate, although they both speak English, the cues they give are completely different. An Indian candidate would not shake hand with the person who belongs to opposite gender and may start with his or her family history when asked to offer information about them. In contrast, the North American employer would select the candidate who would refuse to shake hands or tell his or her family history in this reference (Allen, Vardaman, 2017). The next aspect where the cross-cultural issue plays an important part includes the performance appraisal. Performance appraisal and cross-cultural issues Also known as performance evaluation, review, employee appraisal, the concept of performance appraisal refers to documentation and evaluation of employee performance (Selvarajan, Cloninger, 2012). An essential part of the function of HR department, the main focus of performance appraisal is to review the employee performance as per specific parameters (Selvarajan, Cloninger, 2012). As the organization employs different type of workers and executives such as expatriates in the host country, some factors it needs to include in the performance appraisal differ from location to location and the type of employees (Abu-Doleh, Weir, 2007). For example, when a company needs to conduct the performance appraisal of an expat, it needs to take various factors in consideration such as his or her ability to adapt to the host country environment, employee behavior, and the culture in addition to the normal performance evaluation that is connected with the position and department. Not only that t he type of performance appraisals differ for different types of the employees who work not only for the employees in the host country but also in the foreign country. Conclusion Human resources remain one of the most important inputs that determine the difference between the success and the failure of any organization and HRD or HRM remains an essential part of any organization at any level, whether it is domestic and international. As the organization continues to increase their operation throughout the world, the importance of the IHRM continues to increase at the rapid rate. Like any field, this field also faces many challenges including the cross-cultural issues such as the difference in language, customs, traditions, power-distance, and method of operation. The situation becomes more complex with an increase in the diverse workplace. As the main focus of IHRM is to recruit, select, maintain and retain talent that is required by the organization, it needs to take a broad approach to fulfill its objectives in any region of the world. For that purpose and find the resolution, the IHRM need to customize its approach to every matter that includes cross-cultu ral issues. References Abu-Doleh, J. Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations.International Journal of Human Resource Management, 18(1),75-84. Allen, D. G., Vardaman, J. M. (2017). Recruitment and Retention Across Cultures.Annual Review of Organizational Psychology and Organizational Behavior,4(1), 153-181. doi:10.1146/annurev-orgpsych-032516-113100 Boxall, P. F., Purcell, J. (2011).Strategy and human resource management. Basingstoke: Palgrave Macmillan, pp 34. Briscoe, Dennis, Schuler, Randall Tarique, Ibraiz. (2016).International Human Resource Management. Prentice Hall, NY, pp 14. Chan, D., Ye, T., Xu, H. (2016). Culture Differences and Challenges in Localization of Senior Executives of International Luxury Hotels in China.Journal of China Tourism Research,12(2), 196-215. doi:10.1080/19388160.2016.1224209 Chan A. W. H.,Cheung H. Y.(2008).Common cultural relationships in corporate governance across developed and emerging financial markets. Applied Psychology: An International Review, 57:225-245. Hongvichit, S. (2015). The Relationship Between Cross Cultural Adaptation and Turnover Intention: A Study of Lao Employees in Foreign Enterprises.International Business Research,8(8). doi:10.5539/ibr.v8n8p164 Luu,T.T, Rowley, C, (2016) "The relationship between cultural intelligence and i-deals: Trust as a mediator and HR localization as a moderator",International Journal of Organizational Analysis, Vol. 24 Issue: 5, pp.908-931,https://doi.org/10.1108/IJOA-03-2015-0848 Manroop, L., Boekhorst, J. A., Harrison, J. A. (2013). The influence of cross-cultural differences on job interview selection decisions.The International Journal of Human Resource Management,24(18), 3512-3533. doi:10.1080/09585192.2013.777675 Pudelko, M., Reiche, B. S., Carr, C. (2014). Recent developments and emerging challenges in international human resource management.The International Journal of Human Resource Management,26(2), 127-135. doi:10.1080/09585192.2015.964928 Selvarajan, T. T., Cloninger, P. A. (2012). Can performance appraisals motivate employees to improve performance? A Mexican study.The International Journal of Human Resource Management,23(15), 3063-3084. doi:10.1080/09585192.2011.637069 Shen, J., Chanda, A., Dnetto, B., Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework.The International Journal of Human Resource Management,20(2), 235-251. doi:10.1080/09585190802670516 Vaiman, V., Brewster, C. (2014). How far do cultural differences explain the differences between nations? Implications for HRM.The International Journal of Human Resource Management,26(2), 151-164. doi:10.1080/09585192.2014.937969 Welch, Denice Bjorkman, Ingmar. (2015). The place of International Human Resource Mangement in International Business.Management International Review, 55.3, 303.