Dissertation On The Performance Of Employees Management Essay - Free Essay Example

Sample details Pages: 20 Words: 6131 Downloads: 3 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduction This chapter will give the reader with the clear background of research study, research question, research objectives, justification of research, organisation of study, research framework and brief overview of what will present later in the whole dissertation. 1.1. Background of research study: All organizations evaluate the performance of their employees to find out their relative worth for the job they are doing. Performance is being related to the productivity, it is crucial for the organization to achieve its goals and objectives. Effective performance for the organization means that output can be maintained with fewer numbers of employees. Performing effectively is also of crucial importance to the employee because organizations can no longer tolerate poor performance, they (employees) are more likely to be dismissed. The effective management performance, therefore, is not only vital for the long-term survival of the organizations but is also a moral obligation on the employees. Don’t waste time! Our writers will create an original "Dissertation On The Performance Of Employees Management Essay" essay for you Create order Performance appraisal is considered as the systematic evaluation of individuals to their performance on the job and their potentials for development (Dale S. Beach, 1980: 290). Wendell French has defined performance appraisal as a systematic and periodic assessment of how employees are doing their jobs in relation to established norms and the communication of that kind of assessment to employees. It is a process of evaluation an employees job performance with respect to its requirements. A systematic performance appraisal provides information for making decisions about various issues such as promotions, pay increases, layoffs, training and development and transfers. It is managements powerful tool in controlling human resource and productivity. Managers can improve an employees job performance through clarifying expectations and evaluating performance. Employees also, in general, prefer having some kind of appraisal to develop an appropriate vision of their own effectiveness and opportunities (Wood, 1988). Formal performance appraisal can meet the three needs, one of the organization and the other two of the individuals within the organization: It provides systematic judgments to back up salary increase, transfer, demotion or termination. It is the means of communicating to subordinates the behavior, attitudes, skills or job knowledge and let him know where he stands. It is used as a base for coaching and counseling the individual by his superior 1.2. Selected organisation of study Beginning of tea plantation in Nepal dates back to the year 1863, when Mr. Gajraj Singh Thapa, the Badahakim (Chief Administrator) of Ilam, initiated tea plantation for the first time at Ilam. It is said that he was very much impressed by the taste of tea and fascinating beauty of tea gardens of Darjeeling. So he brought tea-technicians from Darjeeling and made local people join hands in tea plantation. His effort was later followed by planting tea in Ilam and Soktim in the year 1865 (both plantations are still under commercial production). It is believed that the tea seedlings were given by the Chinese government as gift to the then prime minister Jung Bahadur Rana. The first tea processing factory was established in the year 1872, in Ilam Tea Estate. But the further expansion of tea plantation lay virtually stagnant for about a century. No efforts were found to be made by the government or private sector in this direction. It was only in 1959 when Budhkaran Tea Estate was established at Rangiadanga (Maheshpur VDC, Jhapa), the first tea estate in private sector. Soon after this venture, a few other landlords also started tea plantation in Jhapa district, which gave birth to some tea estates such as Satighatta Tea Estate, Himalaya Tea Garden, Nakkalbanda Tea Estate, Mittal Tea Estate, Giribandhu Tea Estate. These tea estates are still among the leading private sector tea companies of Nepal. However, these plantations were done more with the motivation of saving the land from land ceiling being imposed under the Land Ceiling Act in 1963, because all the plantations during that period were started by big land holding families. This can be seen in some of the plantation fields of those days having the tea bushes at the distance of mor e than two feet. These ventures, however, opened the door for other entrepreneurs in tea sector. In the history of tea development in Nepal, the establishment of Nepal Tea Development Corporation (NTDC) is considered to be a landmark to augment the tea cultivation. NTDC was established in 1966, with the joint effort of the Government and Overseas Development Administration (ODA), Britain with the objective of making the country self-reliant in tea by producing more tea, thereby, substituting import of tea and earn foreign currency by exporting quality tea. Soon after its establishment, NTDC took over the first two tea plantations, namely, Ilam and Soktim tea estates. NTDC then extended tea plantation in Kanyam (Ilam) in the year 1971, with the aim of producing exportable quality tea. One year later, another tea garden was established in Tokia (Jhapa) in 1972. Keeping in view of the increasing internal demand of tea another tea estate was established in Barne (Shantinagar VDC, Jhapa). Later, two more tea estates, namely, Barradashi (Jhapa) and Chilingkot (Ilam) were established; making altogether seven tea estates under the ownership and management of NTDC. Despite its significant contribution for the development of tea cultivation, the only government owned corporation faced acute financial and managerial problems in the latter years, and eventually NTDC was leased out to the private sector in the year 2000. The management of NTDC was handed over for 50 years to Triveni Group, with the condition of keeping all workers in as it was form and terminating all staff under voluntary retirement scheme with extra two months salary as a golden handshake. Besides these plantations by government and private sectors, small growers started tea cultivation in the nearby VDCs of Kanyam, when NTDC established Kanyam Tea Estate. Some 40 small farmers started tea cultivation in some VDCs of Ilam district, such as, SriAntu, Kolbung, Kanyam, Fikkal, Pashupatinagar, Panchakanya, Laxmipur, and Godak. With the encouragement and technical support provided by NTDC, tea cultivation at small farmers level, expanded gradually in different parts of other districts, namely, Panchthar, Terhathum, Dhankuta, and Jhapa. In view of good prospect of tea cultivation in the Eastern Region, the Government declared these five districts as Tea Zone in the year 1982 and accordingly adopted a favorable policy to encourage tea farmers in private sector. The facilities incorporated in the policy included: providing easy loan to tea cultivators from Agriculture Development Bank with 50 percent subsidy in the interest on loan for the first 5 years in Terai and 7 years in hills, exemption from land-ceiling for tea cultivation and 90 percent rebate on land-tax. With the objective of extending technical services, seedlings and transport facilities, small farmers offices were established under NTDC in Fikkal, Manglabare and Jasbire of Ilam; Chilingden of Panchathar; Solma of Terhathum; and Hile of Dhankuta districts. All these efforts contributed quite positively to the expansion of tea cultivation, which consequently gave birth to the concept of Bought Leaf Factory. The first processing unit of this kind was established in the year 1989, at Fikkal of Ilam district. The enactment of Industrial Enterprise Act by the Government encouraged and facilitated more to the extension of tea cultivation. Industrial Enterprise Act, 1992 (amended in 1998) has an objective of encouraging the promotion of manufacturing industries in the country by making the environment of industrial investment more congenial and straight forward. The Act has categorized tea cultivation and processing industry as an agro-based industry which fall under national priority industries like horticulture and fruit processing, vegetable and seed farming, sericulture and silk production, animal husbandry etc. The Act has proposed some concessions to the agro-industries with an income tax exemption for a period of five years from the date of commercial production. If the tea industry wants to invest in the pollution controlling mechanism or equipment, then a reduction of up to 50 percent is granted in the taxable income. Such remission may be deducted on a lump sum or an installment with a period of three years. The Ninth Five Year Plan (1997-2002) gave a high priority to agro-based industries such as tea plantation and processing. The plan recognized agro-based industries as the basis of industrialization in the country. This plan emphasized on the plantation of high-valued Orthodox tea for export. Similarly it placed importance on the promotion of CTC tea for domestic consumption. During the plan period, total tea area was projected to be 4564 hectare and total tea production was projected to be 4101 mt. from 3156 ha. Agriculture Development Bank actively disbursed credit to the tea sector during 1996-1997. As a result, the number of CTC planters under tea estates and out growers category increased rapidly. The reasons for increase in plantations, as responded by the tea planters, were: Good rate of returns as compared to traditional farming. Availability of bank credit attracted tea plantation. High demand for tea in both domestic and foreign market (esp Orthodox tea). Peer pressures also motivated out growers to start tea plantation. The other reason was that other food crops could not be grown in the land adjoining tea plantation. By the use of insecticides and pesticides in the tea plantation, insects are flushed out and take refuge in the nearby land which devours the crops. 1.2.1. Types of Tea: Generally two types of tea are produced in Nepal. One variety that is grown in the hilly region is called Orthodox tea. Orthodox tea has a huge demand in overseas countries and its export is increasing over the years. The major markets of Nepalese Orthodox tea are Western Europe and North America. Similarly, tea grown in Terai (plain area) especially in Jhapa district is called CTC (Crush, tear and Curl) tea, which accounts for more than 95% of the total domestic tea consumption. 1.2.1.1. Orthodox Tea: Black tea, in the form of traditional leaf tea produced from hill grown tea, particularly Chinese type of tea is known as Orthodox tea. The Orthodox tea, particularly popular for its aroma, is considered as premium tea all over the world (Singh, 2001). This tea is produced from the leaves of tea bushes in the eastern hilly region. Despite its long plantation history, the production and productivity of Orthodox tea have been low due to lack of conducive govt. policy, high cost of production (and therefore expensive) lack of technical know-how, and CTC oriented domestic market. However, the increasing demand of hill-orthodox tea in the overseas market provides good prospect of tea cultivation in the hilly region of Nepal. 1.2.1.2. CTC Tea: CTC tea, commonly used by majority of tea consumers of the world (produced in Jhapa district) is popular for its color. The manufacturing process of CTC tea consists of withering of leaves, rolling, fermenting, and drying through mechanical devices. Furthermore, sorting is done with the help of machine in different grades such as brokens, fannings, and dust. 1.2.2. Present Status of Tea Industry: Tea Industry includes all Tea Estates, processing plants, small growers, Packeters and marketers that are directly involved in production and marketing of tea. National Tea Policy-2000 defines Tea Industry as the tea cultivation with the registration of industry in the land availed under the concession of land ceiling facilities and having ones own processing plant. Although tea industry has a long history of more than a century, in real sense it is only after the establishment of Nepal Tea Development Corporation. Ltd. in 1966, that tea cultivation flourished in Nepal. At present, there are 128 tea estates and 45 tea processing factories as registered in NTCDB. Out of these 24 tea estates have their own processing factories whereas 21 tea processing factories do not have their own tea gardens. In addition to these, there are 20 tea packaging industries and export import agencies related to tea marketing. Tea industry in Nepal has developed under three different ownership status and management, namely, Public Estates, Private Estates and Small Holders. The only government owned and managed, NTDC was privatized in the year 2000. All these three types of tea producers have contributed significantly for the expansion of tea cultivation. The efforts made by Government and private sector entrepreneurs including small farmers have been the driving force for the extension of tea in the hills and Terai. Some of the important steps taken by the Government over the last 25 years include establishment of NTDC, implementation of outgrows scheme, declaration of tea zone, and policy package including facilities like providing loan and subsidy on bank rate, exemption from land ceiling and land tax etc., establishment of NTCDB, and issuing of National Tea Policy-2000. The organization structure in all the tea estates under study was not presented clearly in the charts. However, the procedures and processes being practiced in carrying out the everyday tasks in tea industry are more or less similar in most of the cases. On the basis of the management system being adopted in the tea gardens consisting of different levels and statutory requirements, a common type of organization structure could be designed. The common structural pattern of tea estates is presented in Fig. 1.1. Fig. 1.1 Structural Pattern of a Tea Garden Owners / Board of Directors Managing Director Labor Welfare Officer Asst. Manager (Factory) Office Finance Officer Asst. Manager (Field) Factory Babu Main Mechanic Garden Babu Garden Clerk Head Clerks Accountant Computer Operator Asst. Health Worker Staff Nurse Sisters Electrician Mechanic Fitter Babu Main Sardar Sardar Dafadar Chaprasi Bajliwala Kalwalla Sardars Bahidar Main Sardar Munshi Weathering Rolling Storing Workers Workers Tea Maker Tea Worker Tea Maker Workers Manager Medical Officer Asst. L.W.O. Asst. Clerk Asst. Accountant Peon In practice the estates in Nepal were having typically a very simple line organization structure to administer the day to day routine operations. Fig. 1.2 exhibits a typical form of common organization structure found in all tea estates, though it was not formally exhibited in charts. Each tea estate consisted of a manager with whole responsibility to look after the garden and the factory both as routine work. His roles were more of a technician with the knowledge of tea gardening and processing than a manager. Under the manger were appointed an assistant manager or an officer known as factory in-charge whose main roles and duties were related with running the tea processing factory with the help of technical assistants. And in the garden there were a few assistants called Sardars to supervise the field work whereas in the office were an accountant/clerks. Attendance-keepers called Hazira-Babus and a peon. On the basis of field visits and observation in different tea estates the exis ting common organization structure could be drawn as under. Fig. 1.2 Organization Structure of Tea Estates Owners / Board of Directors Managing Director Mechanics, Fitters Sardars Asst. Fitters Peon Guards Field Workers Workers Manager Office Accountant Factory Incharge Field Incharge Senior Sardars Clerks Computer Operators Attendance Keeper Sardars Bahidars 1.3. Research question Is the performance appraisal practice key to pay rise, training and development, promotion or termination of the employee in the tea industry of Nepal? 1.4. Research objectives The specific objectives of this study were: 1. To examine how employee performance is appraised in an organization. 2. To evaluate the effectiveness of performance appraisal system in the organization. 3. To analyze the relationship between performance appraisal and the factors like pay rise, training and development, promotion or termination of employee in an organization. 1.5. Justification of research Tea industry which occupies an important position in the national economy is growing extensively mainly in the eastern region of Nepal. It is, being one of the most labor intensive, agro-based industries; it involves a great deal of workforce, which provides direct employment to about 41000 workforces. After the privatization of Nepal Tea Development Corporation in 2000, the change in ownership is also accompanied by deep changes in organizational procedures and culture that could have a profound effect on enterprise behavior and performance (Manandhar, 2002: 37). There have been only a few research studies in the field of human resource management in private enterprises of Nepal. And there has not yet been any specific research conducted in performance appraisal in tea industry of Nepal. So, in view of the poor research-based on performance appraisal and the lack of knowledge existing in this field, the research work is virtually called for the streamlining of performance appraisal practices. Research can lead to an increased understanding of and improvement in performance appraisal practices. It can provide insights for managers as they attempt to increase employee productivity and satisfaction while reducing absences and turnover. Research can also identify potential problem areas related to performance appraisal Lack of specific research in this field has encouraged the researcher to take up the task of conducting a comprehensive research with the purpose of examining and analyzing the actual performance appraisal practices in tea industry of Nepal. This study will reveal a clear picture about the existing state of performance appraisal practices in tea industry. The outcome of the study may serve as a research infrastructure on which further researches can be built. And the information and conclusions derived from this study may be useful and helpful for practicing managers, as well as planners, policy makers and other agencies concerned, through better understanding of performance appraisal practices relating to tea industry. Thus, it is a modest attempt towards examining and understanding performance appraisal practices in tea industry of Nepal. 1.6. Structure of dissertation Chapter 1: Introduction: In the first chapter of dissertation covers with background information followed by the selected organisation of study, research question, research objectives, justification of study, structure of dissertation and end with research framework. Chapter 2: Literature review: The second chapter reviews relevant literature of performance appraisal consisting of academic and institutional researches, seminar and survey reports, and articles. Also it includes purpose of performance appraisal and methods of PA. The literature showed that there is positive and strong relationship between performance appraisal and pay rise, promotion or termination, and training and development of employee. . Chapter 3: Methodology: This chapter deals with the general theories of research like phenomenology and positivism and shows the relevance of phenomenology for this research study. Apart from this, it includes the types of research like inductive and deductive research where the researcher applies the inductive research approach. Finally the data collection tools, techniques, analysis and interpretation methods are dealt briefly in this chapter. Chapter 4.Finding/result: This chapter presents all collected data from primary and secondary sources in tabular form for analysis in order to achieve the goal of the dissertation. Chapter 5: Analysis and discuss of finding: This chapter deals with the results of the data analysis and discussion on the findings. Chapter 6: Conclusion and recommendation: This chapter deals with summarizes major findings of the study and forwards some suggestions 1.7. Research framework Figure 1.3. Research framework: PROBLEMS LITERATURE REVIEW OBJECTIVES FINDINGS AND DISCUSSIONS PROBLEMS CONCLUSIONS PROBLEMS RECOMMENDATIONS PROBLEMS RESEARCH METHODOLOGY Primary Data Questionnaires Interviews Secondary Data PAS Model of Tea Industry Analysis of Organisations Operating Systems and Performance CHAPTER: TWO Literature Review 2.1. Performance Appraisal The essence of the concept of the HRM is that people working in the organization are viewed as a valuable resource. If these people are managed properly, they can boost productivity through commitment and capability. HRM lays emphasis on the importance of integrating personnel functions (recruitment, selection, appraisal, reward, development, industrial relations, grievance and discipline, retirement, redundancy, dismissal) into the overall strategic management of the organization obligation on the employees. The effective management of performance is not only vital for the survival of the organization but is also in the best interest of the employees. The underlying assumption of performance management is that the individual employees can satisfy their needs and objectives by contributing to the attainment of the organizations objectives. This may result in employees motivation and greater job-satisfaction which is at the core of HRM (Foot and Hook 2008).The performance appraisal process generally consists of the following six steps as depicted in Figure 1 (Decenzo and Robbins, 1998). Table 2.1. The Performance Appraisal Process Establishment of performance standards Communicate the performance expectations to employees Measure actual amount of performance Compare the actual performance with standards Discuss appraisal with the employee If necessary, take corrective action Performance appraisal begins with the establishment of clear and objective standards of performance evolved out of job analysis and job description. These standards need to be communicated to the employees. Subordinates have to receive and understand the information properly. The third step is the measurement of the actual performance. For this, four measures can be utilized by managers, namely, personal observation, satisfied reports, oval reports and written reports. The fourth step is the comparing of the actual performance with standards. If any deviations are found between standards and actual performance, the manager may proceed to the fifth step to discuss the appraisal with the employees. Final step of appraisal is taking corrective action when it requires The objectives of performance appraisal can be classified by different ways but according to (Harrison, 1995) to the objectives of performance appraisals are i. administrative: which determine orderly way of promotion, transfers and increase of payment. ii. Informative: supplying the relevant data to management team according to performance of subordinates and weakness and strengths of individual. iii. Motivational: create good environment to employee which motivate staff to develop themselves and to improve their performance According to (Randell, et al. 1972) the main purpose of staff appraisal is to evaluate, auditing, constructing succession plans, motivating staff, developing individuals and checking. Similarly according to (Lefton, 1997 ) performance appraisal can be defined by mainly four characteristics a. its formal b. it tries to find out why and how a subordinates is doing the job c. it tries to explore how subordinate can do better way in a job d.it always tries to produce benefits for subordinate, the organization and the superior. Performance evaluation systems in Nepalese organizations are mandatory. The results of performance appraisal are not used in terms of career development, reward management and employee training and development. The results are mostly used to decide whether to promote employees or not (Adhikari, 2006).The main purpose of performance evaluation in government and public enterprises is the promotion of employees. It is not used for performance feedback to employees, reward management and identifying the needs of training and development. In civil service, 40 percent of performance appraisal is confidential and thus non transparent to employee (Agrawal, 2001). Three different approaches exist for doing appraisals. Employees can be appraised against (i) absolute standards, (ii) relative standards, or (iii) objectives (MBO). However, no one approach is always best. Absolute standards are individual oriented whereas relative standards rank individuals. Management by objectives facilitates continuous improvement of performance results. Most of the private sector enterprises in Nepal lack systematic performance appraisal system. Personal judgment and subjective assessment of owner-manager serves as the key criteria for performance appraisal (Agrawal, 1982). Formal and systematic performance appraisal system was non-existent in tea industry of Nepal. Promotion is the vertical movement of an individual in an organizations hierarchy, enhanced status, accompanied by increased responsibilities, and usually with increased income, though it is not always so (Monappa and Engineer, 1999). It is the advancement of an employee to a higher job-rank in the organizational hierarchy accompanied by a pay rise (Pigors and Myers, 1981: 303). Employees consider their ultimate success of their career and performance in terms of the number and frequency of promotion they get during their service. Yoder et al observed that promotion gives incentive to initiative, ambition and enterprise, unrest and minimizes discontent, attracts capable personalities, appropriate logical training of advancement, and forms and effective reward for cooperation and loyalty, long term service, etc. (Yoder,1979). It increases satisfaction in the employees that their talents and capabilities are being recognized. In turn, they trust the organization and devote for the acco mplishment of organizational goals and objectives. In Nepal, the Civil Service Act was promulgated in 1956 which stated that promotion should be given to civil service personnel on the basis of work efficiency (Civil Service rule, 1993). Many changes have been done in the promotion system of the employee in the government organization since that time. The Administrative Reform Commission formed under the chairmanship of Mr. Vedananda Jha suggested that the promotion criteria for civil service personnel should include (a) seniority, (b) experience, (c) academic qualification and training, and (d) departmental performance report including co-operative attitude. Another Administration Reform Commission formed under the chairmanship of Mr. B.B. Thapa noted as promotion occupied special importance in the career development of employees, so capability to hold higher promotion and the capacity to perform the work satisfactory in the present position were the main criteria of promotion (Government of Nepal, 1996, Report of Commission). Amend ments were done in the Civil Service Rules in 1978 and 1983. Similarly the Administrative Reform Committee formed under the chairmanship of the then prime-minister Mr. G.P. Koirala in 1991 emphasized performance oriented promotion system. The new Civil Service Act, 1993 laid stress on performance ability with criteria such as past performance, seniority, work experience of remote area, and academic qualification. Similarly, the comparative weight-ages of promotion criteria of civil service employees were changed after 1992. NASCs study on promotion system of civil services stated that there was lack of clarity in its purpose and no consistency in the average promotion period between level and services. The risk of subjectivity in merit rating was a major apprehension in the minds of civil servants for giving more weight to merit rating. Even the performance evaluators views were in favor of no link of the promotion with the performance. Basic perquisites for sound performance appraisal practices, such as clear organizational and sectional objectives, individual job descriptions, adequate and reliable information system etc. were not properly provided in the civil service. Majorities were in favor of number allotting 50 percent of seats to the promotion by competitive examination as compared to the exiting 25 percent, in some cases even less. Williams (1972) ascertained that managers lacked adequate means or determination to control the motivation and productivity of their workforce. Job description, performance appraisal and output indicators were non-existent; rewards and sanctions were irrationally applied; salaries were not genuinely related to knowledge and or effort requirements; offices had inadequate facilities; poor co-operation and limited delegation. The top of the decision making level was congested by trivialities while middle-level staff were in a soporific frenzy over the responsibilities for complex planning and fiscal matter. The review presented above fairly indicates that the limited attempts have been made to study personnel / HR management practices in public and private enterprises of Nepal. Those studies have shed light on some aspects of personnel / HR management, however, the concluding remark indicates that personnel /HR management in the past remained neglected areas of management. This review a lso indicates that no systematic attempts have been made to study HRM practices in tea industry of Nepal. This knowledge gap has called for a systematic study which could bridge up such a gap. The present study is an attempt in that direction. 2.2. Purpose of performance appraisal It can be appeared at first glance that performance appraisals are applied for a kind id narrow purpose to assess who is doing a better job (or not). Even so genuinely performance appraisals are one of the most various tools available to managers. They may operate many purposes that profit both the employee whose performance is being appraised and the organisation. Table 2.2.Purpose of performance appraisal ADMINISTRATIVE DEVELOPMENT Decide on lay offs Describe individuals weaknesses and strengths Determine retention and termination Describe individual training needs Document personal decisions Provide performance feedback Find out promotion conditions Acknowledge individual performance Determine transfers and assignments Measure goal achievement Describe poor performance Assist in goal identification Evaluate training progress/program Determine the organizational training needs Personal planning Reinforce authority design Meet legal requirements Improve communication Validate selection criteria Allow employee to discuss concerns Make compensation/reward decisions Provide a forum for leaders to help 2.2.1. Administrative Purposes From the administrative outlook, appraisal programs supply inputs which can be used for total range of HRM activities. Performance appraisal is directly connected to sum other measure HR function, such as transfer, promotion and layoffs decisions. The performance data may use in HR planning in regulating the relative value of jobs under a job measure programme and as a criteria for supporting selection tests. It also supply a paper trial for documenting HRM action which can be result in lawful action because employers should keep up exact objective records of employee performance, in order to support themselves from possible target of discrimination in touch with such HRM action as salary determination, promotion and termination. Lastly it is most important to acknowledge that the success of total HR programme rely on understanding how the performance of employee weight up with goals set up for them. Appraisal systems have the ability to effect employee manners, by guiding directly t o make better organizational performance. 2.2.2. Developmental purposes: From the individual development outlook, appraisal supplies the feedback which is necessary for discussing weakness and strength as well as making better performance. Irrespective of the employees level of performance, appraisal process supply a chance to describe issues for discussion, remove any essential problems and arrange new goals for fulfilling high performance. A developmental reach to appraisal acknowledge that the intention of managers is to make better job manners, not only to judge past performance, having a sound basis for making better performance is one of the major merit of an appraisal programs. 2.3. Who must appraise performance? Nowadays, jobs are getting more and more challengeable so it is often not sensible to presume that one person can fully watch and judge an employees performance. The rater can include team members, supervisors, peers subordinates, self and customers. 2.3.1. Managers/supervisor appraisal: Managers/supervisor appraisal become the traditional reach the judging an employees performance.in most cases, supervisors are in the finest position to carry out this function, although it cant be possible every time to do so for them. Most of the time managers protest that they dont have time to fully watch the performance of employee as such they depends on performance data to judge an employees performance. Generally, the supervisors superior examine the evaluation once informed by the managers. Having appraisal examined by a supervisors superior minimize the possibility of superficial or biased evaluation. Examine by superiors normally are more objective and supply a wider prospective of employee performance than do appraisal by instant supervisors. 2.3.2. Self-appraisal: When the manager search to extend an employees participation in the review process, the self-appraisal is advantageous. It requires an employee to finish the appraisal form earlier to appraisal interview. At the lowest level this gets employee view about his or her weakness and strength and may guide to discussion about barriers to successful performance. The performance interview, the employee and the manager discuss the job performance and they agree the last appraisal. When the employee and the manager together set up future performance goals of employee progress plan than this approach also works well. 2.3.3. Subordinate appraisal: The subordinate are in an excellent position to judge their managers since they are in often touch with their superiors and occupy a special position, from which to watch many performance connected manners. Since, subordinate appraisals present with employees activity over their managers, the managers themselves can be hesitant to support such a system, especially when it can be used as a basis for amends decisions. Even so, managers intend to be more open to the concept when the information is used for progressive purposes. In addition, available proof suggests that when pay attention to the advice of their subordinates, their personal performance may get better substantially. However, to keep away from potential problems, subordinates appraisal should submit unnamed and mixed across sum individual raters. 2.3.4. Peer appraisal: Individuals of same positions who works jointly was asked to judge each other. A peer appraisal supplies information that contrasts to some degree from ratings by a superior, since peers frequently see dissimilar dimensions of performance. Peers may readily describe leadership and interpersonal talent along with other weakness and strengths of their co-workers. The merit of peer appraisal is the trust that they fit out more exact and logical information than appraisals by superiors. The supervisors frequently notice employees, putting their better foot ahead, while a usual basis can be seen a more genuine pictures those who work with their fellow employees. Even so, peer appraisal cant be wise able for administrative decisions such as bonuses and salary. Employers who used peer appraisal should also be confident to safeguard confidentiality in handling the review forms. 2.3.5. Customers appraisal: A customer appraisal is same to team appraisal, which is post on TQM ideas and seeks judgements from both internal and external customers. In differ to internal customers; external customers include anyone inside the organization who rely on an employees work output eg. Managers who depend upon the HR department for choice and training services could be applicant for coordinating internal customers judgement of that department. For both administrative and developmental purposes internal customer may supply must useful feedback regarding the value attached from an employee or group of employee. 2.4. Performance appraisal methods: Performance appraisal methods might be widely described as measuring behaviours, traits or results. Trait approaches carry on be the extra popular system in spite of their inherent subjectivity. Behavioural approaches supply extra action oriented facts to employee and for that reason it might be best for development. The result oriented approach is obtaining popularity because its central point on the Jud gable contributions that employees make to organization. 2.4.1. Trait methods: Performance appraisal of trait approaches are planned to judge the area to when an employee possesses positive characteristics such as creativity, dependability, initiative and leadership that are observed as significant for the organization and the job in general. The reason that trait methods are extra popular is outstanding in great part to the case with which they are progressed. Even so, on the basis of job examination if not planned carefully trait appraisals can be notoriously subjective and biased. 2.4.2. Easy Method: In this method, the appraiser should compose a statement which best describes about the employee to appraised. The appraiser should describes the employees talent and weakness and create a further recommendation for development. This methods point out unique characteristics of employee to be appraised. It is more useful when supervisor/manager need to identify specific point about the employees skills, special talents, promotion and weakness. 2.4.3. Behavioural method: This method mainly develops and describes the action which should be exhibited on the job. Behavioural methods are mainly used for providing the developmental feedback to employee. 2.4.3.1. Critical incident method: Critical incident method is used when the behaviour results of employee are unusual failure or unusual success in some parts of job. The most advantages of critical incident methods are that which covers the required appraisal period. Behavioural incidents are specific, which can facilitate feedback and development of employee. 2.4.3.2. Behavioural checklist method: It is one of the oldest methods, in which rating form is constructed containing the statement having both effective and ineffective job activities. To construct a behaviour checklist form of salesperson the following points needs to be include: After any complain from customer, call him/her immediately. Discuss about the complaint with customer. Gather facts about complaint. Transmit right information which can solve the problem and customer fell happy from it. 2.4.3.3. Behavioural anchored rating scale (BARS): A BARS contains of 5-10 vertical rating scale, where each scale covers important dimension of job performance or behavioural statement containing important job performance abilities as good or bad. Statements are prepared through critical incidents of job. The critical incidents are kept along the scale and assigned value accordingly to export option. A BARS is developed by committee including subordinates and managers. It takes long time and effort to construct. 2.4.4. Result method: Rather than evaluating the behaviour of employee on job, some organization evaluates the result they achieve through their work. Through result appraisal employee often fell responsible to their outcomes. 2.4.4.1. Productivity Measures: There are various numbers of results that can be seen to evaluate performance of employee. For example salesperson can be evaluate on the basis of their sales volume, production workers can be evaluate on the basis of number of units production and number of detected defects item. So, it is directly align to employee and goal of the organization. But there are some limitations of this method. 2.4.4.2. Management by objectives (MBO): This method tries to overcome the limitation of result appraisal method. MBO is the philosophy coined by Peter Drucker in 1954. According to this method, employee constructs objectives by consulting with their supervisor and applies these objectives for their evaluation criteria. MBO is a system which involves a cycle starting with the common goal and objective of organization and finally back to that step which is shown as follows: Figure 2.2. Management by Objectives: Step 1 Organization goal and metric Step 3A Supervisor lists goal and metric for subordinate Step 4 Mutual agreement of goals and metrics Step 2 Department goal and metrics Step 3B Subordinate purposed goals and metrics Step7 Review of organizational Performance Step 6 Final review Step 5 Interim review

How Is Sympathy Created for Jane Eyre in the Opening Three...

Sympathy is created for Jane within the opening three chapters of Jane Eyre in a number of different ways. It becomes evident from the very beginning of the novel that Jane is oppressed by her surroundings and the Reed family. She is physically and psychologically abused and clearly made to feel as she is worth less than the family who keep her. Despite this there is a comforting undercurrent that flows through the opening three chapters as the reader realises that Jane Eyre is recalling her troublesome childhood from a position of fulfilment. The opening of the novel creates an instantaneous impression of sympathy through the use of pathetic fallacy. The rain in the opening paragraph is described as â€Å"so penetrating that outdoor exercise†¦show more content†¦Sympathy then is created as Bronte cleverly criticises the British class system because, as I believe Bronte is implying, it is a sad state of affairs when someone is trapped within an abusive family because they cannot move to poorer relatives as being poor and living in the type of poverty that entailed would be no better. Despite the abuse Jane endures in the opening chapters and the sympathy this subsequently creates the reader can take some comfort in knowing that Jane is recalling this from some place in the future and this therefore implies that Jane has reached some sort of fulfilment. The reflective nature of which Jane retells some of her stories reflects this idea. Jane states that she could not answer the question of â€Å"why I thus suffered† but declares â€Å"now I see it clearly.† This suggests that Jane has given her childhood sufferings much thought and has found solace in answering her question of why. As Jane Eyre is a bildungsroman the sympathy one may feel towards Jane is weathered slightly by the knowledge that she is writing her story from a place of peace and suggested self-content. To conclude much sympathy is created for Jane within the opening three chapters as she is clearly oppressed by those immediately around her and by society as a whole. The reflective nature of Jane gives the reader hope that she has found herself a happier existence and this, coupled with the sympathy created, intrigues the reader and urges them to read on to findShow MoreRelatedThe Childs Viewpoint in Jane Eyre by Charlotte Bronte Essay1523 Words   |  7 PagesThe Childs Viewpoint in Jane Eyre by Charlotte Bronte In the novel Jane Eyre we see the journey of how a boisterous and rebellious girl turns into a sensible and determined woman. It also shows us the search symbolic search for love and her identity. The novel itself is set in the middle of the Victorian period where women and children had no rights. A womans place was at home where as a husbands was to earn money by being a landowner or pursuing a profession. SocialRead More Suffering and Injustice in the Opening Chapters of Charlotte Brontà «Ã¢â‚¬â„¢s Jane Eyre3724 Words   |  15 PagesSuffering and Injustice in the Opening Chapters of Charlotte Brontà «Ã¢â‚¬â„¢s Jane Eyre At the time the novel Jane Eyre was written, it was very difficult for women writers to have their books published. Charlotte Brontà « was very aware of the problem, and cleverly changed her name to Currer Bell so the book would be accepted. Luckily for Charlotte, her novel Jane Eyre was published in October 1847, and since writing this novel, Charlotte Brontà « has become very popular, and a classic author. TheRead MoreReview Of Charlotte Bronte s Jane Eyre 10879 Words   |  44 PagesSummer Reading Notes Jane Eyre Background of author Name: Charlotte Bronte Birth/Death: April 21, 1816 to March 31,1855 Facts that connect: Mr. Brocklehurst is based off the Reverend Carus Wilson, the man who ran Cowan Bridge. Bronte lost two of her sisters, Mary and Elizabeth, to tuberculosis at Cowan Bridge. Bronte s brother, Patrick, became addicted to drugs and alcohol before he died. Similarities: She, along with her three sisters, was sent to the Clergy Daughters School at Cowan Bridge

Breast cancer and possible solution of Mammograms Free Essays

string(145) " to acquire an one-year mammogram, get downing at age 40, to catch malignant neoplastic disease early and avoid extended intervention like hers\." Breast malignant neoplastic disease occurs when chest cells grow abnormally and uncontrollably. It is the most common malignant neoplastic disease in the UK. This is indicated in the pie chart below where chest malignant neoplastic disease histories for the highest per centum happening among adult females, that is approximately 26 % . We will write a custom essay sample on Breast cancer and possible solution of Mammograms or any similar topic only for you Order Now An estimated 46 000 adult females are diagnosed every twelvemonth. [ 1 ] The two chief hazard factors for chest malignant neoplastic disease are gender – being a adult female and age – turning older. [ 2 ] In fact 8 out of 10 of the diagnosed patients are adult females above 50 old ages old. [ 1 ] 90 % of chest malignant neoplastic disease is caused by environmental factors while the staying 10 % is due to familial defect. [ 2 ] Breast malignant neoplastic disease can be treated if it is detected at an early phase, doing the patients ‘ opportunities of endurance greater. Among the symptoms of chest malignant neoplastic disease are the presence of a ball or thickener in the chest tissue. Figure 1: Cancer occurance among adult females. A Possible Solution – Mammogram In my sentiment all adult females particularly those above the age of 50 and those with a strong household history of chest malignant neoplastic disease should travel for regular mammographic showing. A mammogram is really of import for chest malignant neoplastic disease showing and early sensing. It is an X-ray exposure of the chests where consequences are studied to observe any abnormalcies or locations of leery tissue. Harmonizing to the National Health Service ( NHS ) UK, 1 400 lives are saved because of testing. [ 4 ] There are a few differences between testing mammograms and other mammograms. Screening mammography is carried out when there is no ball or seeable marks of malignant neoplastic disease. However, if a specific ball demands to be looked at, so a diagnostic mammography is done. Here my research is based on testing mammography. [ 25 ] There is a important difference in sentiment sing how frequently adult females should travel for mammograms. The American Cancer Society ( ACS ) suggests that all adult females over 40 should travel for mammograms one time every twelvemonth while the National Cancer Institute ( NCI ) of the US advises adult females to travel every 1-2 old ages. [ 5 ] I agree with NCI as their suggestion would intend that adult females are non exposed to radiation excessively frequently. Increased exposure to radiation increases the hazard of acquiring malignant neoplastic disease. Figure 2: Woman undergoing mammogram. ( hypertext transfer protocol: //i.dailymail.co.uk/i/pix/2006/06/mammoREX020606_228x179.jpg ) ( 396 words ) A mammogram is conducted on an outpatient footing and stopping points for about 30 proceedingss. [ 6 ] During the process, a qualified radiotherapist intially places merely one chest on a little level home base that has an X-ray home base under it. Above the chest there is another level home base. The machine presses the chest down between the home bases keeping the chest in place and bettering the acuteness of the image. When the chest is compressed, there is a small uncomfortableness. [ 7 ] Small explosions of radiation, something like wireless moving ridges is produced by the tubings in the machine and is passed through the chests. The image formed is recorded on photographic movie or a particular digital image entering home base. The chest is less heavy in comparing to the tumour. Therefore the chest appears in grey sunglassess on the mammography while the tumour is white and the air is black as it is the least dense. Figure 3: Breast malignant neoplastic disease tumour shown ( hypertext transfer protocol: //breastcancer.about.com/od/mammograms/ig/Mammogram-Images/Breast-Tumor.htm ) ( 556 words ) A radiotherapist will analyze the images and look out for any marks of malignant neoplastic disease. A signed study is sent to the physician who will explicate the consequences to the adult female. When a adult female goes for this process, she is told non to have on any deodourant, pulverization or lotion in her axillas or her chest as these would look as calcium musca volitanss on the mammogram. [ 6 ] Sometimes alternatively of tumours physicians may happen cysts, calcifications and fibroadenomas on the mammograms. Calcifications are non breast malignant neoplastic disease but can be an indicant of precancer. They are little measures of Ca that appear in the soft tissue of the chest. Fibroadenomas are benign tumours made of hempen and glandular chest tissue that are removed as a precautional measure. Cysts are benign unstable – filled pouch that are non related to malignant neoplastic disease. [ 8 ] ( 693 words ) Effectiveness Figure 4: Breast malignant neoplastic disease rates by phase Figure 5: Breast malignant neoplastic disease mortality rates ( hypertext transfer protocol: //mole.health.state.ny.us/diseases/chronic/screening.htm ) From the first graph, it is observed that the rate of early diagnosing of chest malignant neoplastic disease had significantly improved because of the addition in the figure of adult females who underwent mammography. Consequently, the rate of late diagnosing of chest malignant neoplastic disease decreased. The 2nd graph shows that when chest malignant neoplastic disease is detected early, there is a diminution in the mortality rate. [ 9 ] I strongly believe that naming chest malignant neoplastic disease early through mammography helps better adult females ‘s opportunities of endurance. ( 836 words ) A newspaper article by Reuters in Washington, US dated October 6th 2009 stated that a survey conducted by US research workers found that 75 % of adult females who died of chest malignant neoplastic disease ne’er had a mammogram, or were diagnosed after their first of all time mammogram. [ 22 ] Dr Blake Cady of Cambridge Hospital Breast Cancer and Harvard Medical School in Massachusetts said: â€Å" Womans who are in testing programmes have merely a 4.7 % mortality. Womans who are non screened have a 56 % mortality. † ( hypertext transfer protocol: //www.reuters.com/article/idUSN0644662320091006 ) To further turn out mammogram effectivity, below is a drumhead from a existent life chest malignant neoplastic disease subsister. [ 10 ] Pam ‘s narrative ‘Diagnosed at 46 with chest malignant neoplastic disease, after holding skipped her mammogram for a twosome of old ages, Pam ‘s intervention involved mastectomy, radiation and chemotherapy. She wants adult females to acquire an one-year mammogram, get downing at age 40, to catch malignant neoplastic disease early and avoid extended intervention like hers. You read "Breast cancer and possible solution of Mammograms" in category "Essay examples" ‘ ( hypertext transfer protocol: //www.mammographysaveslives.org/Stories.aspx? pl=stories A ; item=1 # narratives ) ( 969 words ) Deductions While carry oning this research, I encountered one societal issue that is, non all adult females realize the importance of acquiring a mammogram. This degree of consciousness varied due to different degrees of instruction among the adult females. The graph below supports my statement. Percentage of US adult females aged 40 and older who Have Had a Mammogram in the last 2 old ages by Education Level Figure 6 ( hypertext transfer protocol: //www.cdc.gov/cancer/breast/statistics/screening.htm ) Based on the graph adult females with more than a college instruction are most likely to hold had a mammogram in the last 2 old ages compared to adult females with lower degrees of instruction. [ 11 ] I think these adult females are cognizant of this of import showing tool. I besides feel at that place should be more public wellness instruction because a deficiency of information can take to misinformation. For illustration, Indian adult females with chest malignant neoplastic disease have to utilize separate utensils because of the mistaken believe that the disease is contagious. [ 24 ] ( 1133 words ) I would besides wish to turn to an economical issue refering the usage of mammograms. The American Cancer Society suggests that adult females above 40 should acquire a mammogram every twelvemonth but many adult females are forced to jump their mammograms because they merely can non afford it. Research workers at Brown University in 2002, discovered mammograms bing US $ 400 is a challenge for many adult females. [ 20 ] Despite this, conditions in the US are still non every bit bad as in some underdeveloped states as seen in quotation mark below. â€Å" The United States spends about US $ 8.1 billion to name and handle chest malignant neoplastic disease, but in the metropolis of Poona, India, place to 3.5 million adult females, merely one medical installation provides comprehensive chest malignant neoplastic disease diagnostic and intervention services. † ( Masilamany J. , February 5th 2009, page 12 ) Besides, adult females populating in destitute states like Kenya feel incapacitated and merely wait to decease because they can non afford to travel abroad for intervention. It is expected that by 2020, 70 % of all chest malignant neoplastic disease instances will be in hapless states. [ 24 ] This is why I think authoritiess should seek to happen a manner to guarantee all adult females get their mammograms done. ( 1325 words ) Benefits and Risks of Mammography A picture by ‘NHS picks ‘ entitled â€Å" Having A Mammogram † highlights the advantages of holding a mammography as it can observe abnormalcies which are 3-4 millimetres in size. These abnormalcies are impossible to experience if a individual were to analyze her ain chests. [ 21 ] Sometimes a mammogram is more accurate than other diagnostic processs. A specific form of Ca sedimentations known to do chest malignant neoplastic disease can merely be seen clearly on a mammogram. [ 25 ] Having a mammography would non go forth any radiation in a patient ‘s organic structure. X raies usually have no side effects in the diagnostic scope. A tumour detected early is more likely to be cured. [ 6 ] Mammograms have certain defects nevertheless. Sometimes false-negatives can happen. This is when chest malignant neoplastic disease is present even though the mammograms appear normal. It happens largely in immature adult females because they have denser chests compared to older adult females whose chests are more fatty devising tumours easy seeable on mammograms. At the same clip, false-positives besides occur because radiotherapists erroneously decide the mammograms are unnatural when really there is no malignant neoplastic disease nowadays. This causes unneeded anxiousness and emphasis for the adult female. To avoid false-positives, an ultrasound and a biopsy is conducted. The doses of X ray in mammograms is really little but when it is done repeatedly it is harmful and can increase the hazard of acquiring malignant neoplastic disease. [ 13 ] ( 1546 words ) Alternate Solutions New ‘Breast Pap Smear ‘ An article titled New ‘Breast Pap Smear ‘ was written by Duke Medicine News and Communications. This trial is presently undergoing three clinical tests countrywide in the US. It works by utilizing a really narrow acerate leaf to take cells from subdivisions of the whole chest. [ 15 ] The quotation mark below farther explains the trial. Dr Victoria Seewaldt, a scientist and chest oncologist at the Duke Comprehensive Cancer Center said: â€Å" Merely as we do with a cervical pablum vilification, we can now study cells from the whole chest, analyze them under the microscope and trial for early alterations that frequently precede breast malignant neoplastic disease. Then we can give adult females a preventative agent to see if we can eliminate her unnatural cells and therefore prevent malignant neoplastic disease from developing. † ( hypertext transfer protocol: //www.dukehealth.org/health_library/news/7450 ) A specific cistron known as RAR beta controls how breast cells use vitamin A to guarantee their good wellness. Research done has shown that the cistrons in chest malignant neoplastic disease patients lose its ability to map. This ‘pap vilification ‘ trial can observe the presence or absence of this cistron. Without it, the possibility of developing malignant neoplastic disease is higher. Hence RAR beta Acts of the Apostless as a molecular marker to find the oncoming of malignant neoplastic disease. [ 15 ] I strongly believe that the new chest ‘pap vilification ‘ is an first-class discovery in the battle against chest malignant neoplastic disease. Once the clinical tests are deemed successful, this should be carried out on all adult females. ( 1785 words ) Ultrasound Imaging Ultrasound Imaging, besides known as Ultrasound Scanning provides images of the internal constructions of the chests. During an ultrasound, a doctor may utilize Doppler Techniques to measure the blood flow or deficiency of blood flow in a chest mass. At times it is possible to find the cause of the mass. Doppler ultrasound is a technique used to measure blood flow through a blood vas. Breast ultrasound maps to assist name breast abnormalcies detected during a physical scrutiny and to qualify possible abnormalcies seen on a mammogram. A chest lesion detected and classified sometimes can non be interpreted adequately through mammography entirely. An ultrasound can besides distinguish if an abnormalcy is solid or fluid-filled ( benign cyst ) or both solid and cystic. A solid may be a benign or malignant tumour. Ultrasounds show extra characteristics of the unusual countries on the chest. [ 14 ] Figure 4: A patient undergoing a chest ultrasound. ( hypertext transfer protocol: //www.radiologyinfo.org/en/photocat/gallery3.cfm? image=LbreastMR-vnr-009.jpg A ; pg=breastus A ; pid=1, ) ( 1936 words ) Beginning Evaluation In my sentiment, the ‘National Health Service Choices UK ‘ web site ( nhs.uk/Conditions/Cancer-of-the-breast-female ) is really comprehensive and factual. This beginning aims to give nonsubjective information and counsel to the populace on chest malignant neoplastic disease. It is approved by a clinical expert and is funded by the Department of Health. It has been certified as a dependable wellness and societal attention information beginning by The Information Standard and has to run into certain editorial policies. So I think this is a reputable beginning. I retrieved information on the importance of holding a mammogram for early diagnosing of chest malignant neoplastic disease as stated on page 9. The undermentioned two web sites ; hypertext transfer protocol: //www.mammographysaveslives.org/Stories.aspx? pl=stories A ; item=1 # narratives and hypertext transfer protocol: //www.radiologyinfo.org/en/info.cfm? pg=mammo # part_one besides provided the same information. An article from the Time magazine entitled The Changing Face Of Breast Cancer, volume 170 published in October 2007 is another dependable beginning. I believe this article was good researched because it has included positions from adult females across the universe. This article gives facts and figures supported by other beginnings. For illustration, the quotation mark on page 8 by Masilamany J, from the Sun newspaper can be found in this article. Besides, the information that chest malignant neoplastic disease is the most common disease among adult females is besides found in: hypertext transfer protocol: //en.wikipedia.org/wiki/File: Most_common_cancers_-_female, _by_occurence.png ) . ( 2143 words ) How to cite Breast cancer and possible solution of Mammograms, Essay examples

Lesson Plan Resources

Questions: Objectives: State the goals/learning outcomes you expect from students. Your objectives should always be aligned to the standards Instructional Procedures: Indicate what you will do to help students meet the learning objective. List each step in your lesson, including what you will do and what you expect students to do. Include your introduction, questioning strategies, etc. Activities: Indicate exactly what you will have students do that will enable them to meet your learning objective. Specifically list the activity or activities, and whether it is whole group, small group, or independent practice, and what aspect(s) of literacy is being addressed (reading, writing, listening or speaking). Assessment: Indicate how you will ensure that students understand concepts and have met the learning goals you set for the lesson. Be specific about the assessment tool you will use. (Assessment does not have to be formal, like a written test. Assessment can be a class discussion aimed at checking for understanding). Standards: Use the Common Core Standards for English Language Arts. Choose 1-2 literacy outcomes you hope to achieve with this lesson. These standards must be aligned to your objective above. Answers: Grade Level: Reading Informational Text Grade Level: Kindergarten Lesson title: My Five Senses Objectives: Students will show interest and enthusiasm in the poem by using actions and recitations. Students will be able to identify the five senses. Students will also be able to learn the use of these five senses. They will be able to recognize the colors of the different objects given to them. Kindergarten Standards: (https://www.corestandards.org, 2015) With prompting and support questions are asked about the poem. Identifying the different objects and items refers in the text. Identify the relationship between the different objects used in the poem. Materials: Book: MY Five Senses by Aliki. (Aliki., 1989) Supplies: Cut outs of different parts of the body on a chart paper. Different objects like flowers, ice-cream, sun, bell, dog to understand by which body part we sense. A cut out of an outline of a face so that children are able to stick the parts of the face correctly. Pictures of sun, frog, drum, fire engine, soap, cookies, milk, food, kitten, balloon, water, moon, stars, balls to help visualize the children make the poem interesting. Colorful crayons to paint the pictures and the face. Introduction: I will gather all the children to recite the poem with actions. Give each student the pictures of different objects and parts of the body. This is done to make the poetry quite interactive. I will put up the cut outs of different parts of our face to signify the five senses. I will divide the children into five groups for five senses, eyes, ears, tongue, nose, fingers (skin). This is done to understand how our senses work. I will give the students pictures of different objects to help them identify the colors and the which sense is used in the object. I will also provide them with colors to paint the face cutout after the respective senses and parts of the faces are stuck to it. (Scholastic Teachers, 2015) Procedure: I am going to recite the poem and tell the children to repeat the poem after me, the poem will be recited using actions. Like if they say I can see! I see with my eyes, children are going to point at their eyes. The poem has mention of certain objects like sun, moon, stars, frog etc. I will put up the pictures of these objects so that they can identify them. The poem also lets the children to use their five senses to perform actions. Like if they see picture of a milk, they must ensure they drink it and identify it as a sense of taste. CLOSURE: I am going to ask questions: Where are your eyes? Where are your ears? Where is your nose? Where is your tongue? Where are your fingers? What do you do with your nose? What do you do with your eyes? What do you do with your ears? What do you do with your tongue? What do you do with your fingers? How many ears, eyes, tongue, fingers and nose do you have? (Fuson, Clements Beckmann, 2010) Guided Practice: Art Center I am going to divide the children into three groups and give each group the cutout of the outline of the face and separate cutouts of nose, eyes, ears, tongue, lips, eye brows. I will instruct the students to stick each part of the face on the correct position. Students will then be asked about the functions of these senses. Then they need to color the face. When the structure of the face gets completed, it is put up on the board for display. Pictures of bell, flowers, ice cream, sun and dog are given to the student to match these with the correct senses eyes, ears, tongue, nose and fingers. Writing Center The students will be given the pictures of different objects like sun, moon, stars, drum, fire engine, soap, milk, balloons etc and they need to write down the colors of each object and which part of sense matches with these objects. Check for Understanding: I am going to use the anecdotal records to assess which students: Showed enthusiasm and interest in the recitation of the poem by using actions. Were able to understand and identify the five senses of human. Were able to repeat the functions of the different senses of our body. Were able to stick the parts of the face in the correct position and color them Were able to write down the colors of the objects and match with the five senses. References Aliki.,. (1989).My five senses. New York: Crowell. Fuson, K., Clements, D., Beckmann, S. (2010).Focus in kindergarten. Reston, VA: National Council of Teachers of Mathematics. https://www.corestandards.org,. (2015).Common Core State Standards for English Language Arts Literacy in History/Social Studies, Science, and Technical Subjects. Retrieved 12 February 2015, from https://www.corestandards.org/wp- Scholastic Teachers,. (2015).Character Education in PreK Kindergarten | Scholastic.com. Retrieved 12 February 2015, from https://www.scholastic.com/teachers/classroom_solutions/2011/02/character-education-in-prek-and-kindergarten