HRM531 Human Capital Management Week 2 Knowledge Check 100% CORRECT

·  ___________bridge the gap between organizational objectives and individual expectations and aspirations.

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Rewards

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Employment practices 

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Financial systems

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Corporate compensation systems

·  2

The Sarbanes–Oxley Act of 2002 requires that

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companies can seek repayment for incentives paid that were later found to be materially inaccurate

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executives cannot retain bonuses or profits from selling company stock if they mislead the public about the financial health of the company

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the Securities and Exchange Commission meet annually to discuss bonuses

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the minimum wage change each year

·  3

______________cover 128 million workers in the United States.

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Defined-contribution programs

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Defined-benefit programs

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Workers’ compensation programs 

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Point-of-service programs

·  4

In the United States, salary discussions among employees are protected under

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Salary.com

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the Equal Pay Act (1963)

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the National Labor Relations Act (1935)

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the Fair Labor Standards Act (1938)

·  5

Which of the following is NOT another name for gain sharing? 

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The Scanlon plan

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Control-based compensation

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Improshare

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The Rucker plan

·  6

Which of the following laws established the first national minimum wage?

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Fair Labor Standards Act (1938)

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Walsh–Healey Act (1936)

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Davis–Bacon Act (1931)

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McNamara–O’Hara Service Contract Act (1965)

·  7

The gatekeeper in a managed care health insurance plan is the

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the HR representative

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primary care physician

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insurance cost monitor

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the employee

·  8

In labor economics, __________________ theory holds that unless an employee can produce a value equal to the value received in wages, it will not be worthwhile to hire that worker.

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the willingness to reduce the size of the workforce

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the marginal productivity 

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the concern with pay for position

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the percent of company offerings

·  9

The type of private pension plan in which an employer promises to pay a retiree a stated pension is a

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defined-contribution plan

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defined-performance plan

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defined-benefit plan

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defined-retirement plan

·  10

What is driving the increasing costs of healthcare?

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Rising cost of childcare

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Increasing numbers of legal immigrants

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Passage of the health care exchanges

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Aging population and an increase in obesity

·  11

Narrowing pay ratios between jobs or pay grades in a firm’s pay structure is

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pay inequality

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pay compression

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pay secrecy

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pay security

·  12

Gain sharing plans consist of all EXCEPT which of the following elements:

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A philosophy of cooperation

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An internal equity

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An involvement system

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A financial bonus

·  13

________________ provides a supplemental, one-time payment when death is accidental, and it provides a range of benefits when employees become disabled—that is, when they cannot perform the main functions of their occupations.

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A point-of-service plan

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Disability coverage 

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Medical underwriting

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A preferred provider payment

·  14

One strategic issue that should influence the design of benefits is an organization’s

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plan to pay panel

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stage of development

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value to employees

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shareholder’s form

·  15

At a comprehensive point of view, a(n) _____ includes anything an employee values and desires that an employer is able and willing to offer in exchange for employee contributions. 

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competency-based pay system

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organizational reward system

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merit-pay method

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employee stock ownership plan

·  16

One downside of team incentives is that 

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it does nothing to educate employees about the factors of business success and capitalism

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it does not provide retirement income to employees

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managers do not feel that incentives motivate employees equally

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most employees do not feel that their jobs have a direct impact on profits

·  17

Open pay systems tend to work best when

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job performance can be measured objectively

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business strategy matches the organizational development stage

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effort and performance are related closely over a long time span

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there is a union to negotiate pay increases

·  18

__________ is not legally required, and, because of unemployment compensation, many firms do not offer it.

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Cost shifting

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Severance pay

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Retirement pay

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Short-term disability

·  19

Reviews of both laboratory and field tests of _____________ are quite consistent. Individuals tend to follow a norm of fairness and to use it as a basis for distributing rewards.

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equity theory

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the external labor market

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the internal labor market

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organizational needs

·  20

Evidence indicates that the perceived value of benefits rises when employers introduce

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higher salaries

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choice through a flexible benefits package

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more jobs

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flexible supervisors

·  21

Which act covers private-sector employees over age 21 enrolled in noncontributory (100% employer-paid) retirement plans that have 1-year service?

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HIPAA (1996)

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ADA (1990)

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COBRA (1985)

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ERISA (1974)

 

Postpartum Depression among African Women in United States Student’s Name Institution Postpartum Depression among African Women in United States Bearing a child could be the source of powerful emotions, ranging from excitement, joy, anger an

 

 

 

 

 

 

Postpartum Depression among African Women in United States

Student’s Name

Institution

 

 

 

 

 

 

 

 

Postpartum Depression among African Women in United States

Bearing a child could be the source of powerful emotions, ranging from excitement, joy, anger and even anxiety. However, such feelings may result into something which is highly undesirable, depression. Most of the women experience postpartum depression after child birth. It is commonly depicted by elements of mood swings, difficulty in sleeping and crying spells (Janice, 2009). This mostly begins two to three days after delivery and lasts up to three weeks. Other mothers experience such feelings in a more extensive manner, which results into postpartum depression in general. It is simply a birth complication and cannot be attributed to any form of weakness whatsoever. Prompt treatment can therefore, help manage such symptoms and enjoy mother hood. This paper discusses postpartum depression among African women in the United States.

One among five African women in the United Statessuffers postpartum depression. According to surveys, depressive symptoms are evident among new moms and this has been on the increase for a long period of time. From findings published on the Thursday’s Morbidity and mortality, which is a weekly report, research indicates that a majority of African women in the United States suffer from this problem. This is a publication of the United Statesoverall centers aimed at disease prevention and control among women. PRAMS (Pregnancy Risk Assessment Monitoring System) reveal that various pregnancies related issues have a role to play on the increase in postpartum stress among African women in the United States (Reuters, 2010). In collaboration with other health organization, this continues to be an issue of research for quite a long period of time in the nation.

In the year 2004 and 2005, more than 17 states in the US participated in PRAMS. Two major elements were discussed, with regard to postpartum depression in the survey and also, the issue of race and ethnicity, as well as the role this element played in the development of such a situation. Questionnaires were offered, where most women were required to state the number of times they have felt down, depressed and hopeless since the time they gave birth, and also, the number of times they have noticed the lack of interest or little interest in doing things (Sydney, 2003). In the event that answers like ‘always’ and ‘often’ are noted, this group of women were believed to have postpartum stress.

Of all the states studies in the two consecutive years, Maine was found to have the highest number of African women suffering from postpartum depression in the United States. The figures ranged between 17%-18%, while NewMexico was found to have the highest at 21%. Most African women suffer from postpartum depression in the United States due to three basic reasons. These include;

a)      The young age of new mothers

b)      Lower level of educational attainment

c)      Receipt of benefits with regards to medical care

In 13 of all the 16 states considered, white women were less likely affected by such problems. Women of other origins and ethnicities were rarely affected by postpartum depression (CDC, 2008). There are five possible risk factors which were identified according to surveys, which led to the increase in postpartum depression symptoms among African women living in the United States;

i)                    Use of tobacco during late pregnancy stages

ii)                  Physical abuse before and during pregnancy

iii)                Stress related to one’s partner before and during pregnancy

iv)                Financial stress

v)                  Exposure to trauma during pregnancy

Counseling and the use of antidepressants are the two major ways of treating postpartum stress for women after child birth. With counseling sessions, the mothers are able to open up about their lives and more so, the elements which have such negative impact on their lives as to lead to depression (Atwoli, 2011). In other words, with the embracement of counseling sessions, it becomes much easier to let go and develop new ways of dealing with situations rather than breaking into crying episodes, feelings of hopelessness and extreme anxiety. Using antidepressants cannot be relied on fully, considering the impacts in future. Counseling is therefore that most effective treatment approach for postpartum stress.

The overall purpose of this study was to describe the overall nature ofpostpartum depression, especially among African-American women. Two major methods were used in analyzing the data obtained from research, which basically involved twelve women who were victims of the same. They had been interviewed for two hours in to intervals. These methods include the Nudist-4 software and the Contact Comparative method in data analysis. Five major themes were developed and were perfect in explaining the PPD element. These include;

a)      Stressing out

b)      Feeling down

c)      Losing it

d)     Seeking help

e)      Feeling better

The last theme, which is ‘; dealing with it’ is the most emphasized especially among African American women. It has fora long time, represented the basic cultural ways in which African American mothers have been able to tackle their depression. The major belief is that there is need to keep the faith, by trying to be a strong black American woman, living with myths and sticking to secrets. Basically, depressive status of white American women is not known (APA, 2004). The most evident form of depression is in the case of African mothers, living in the United States. This research has therefore, managed to estimate and present the prevalence of postpartum depression of African American women, and at the same time, critically determines the involvement of racial and ethnic disparities on the issue.

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Reuters Health. (2010). Morbidity and Mortality Weekly Report, April 10.Retrieved from            http://www.reuters.com/article/2008/04/10/us-postpartum-depression-idUSCOL06967420080410

Atwoli, L. (2011). Postpartum Depression. London: Cengage learning

Centre of Disease Control and Prevention (CDC). (2008). Mental Health among Women of           Reproductive Age. London: Routledge publishers

American Psychological Association (APA). (2004). Postpartum Depression. Retrieved from:            http://www.apa.org/pi/women/programs/depression/postpartum.aspx

Sidney, W. (2003). Mental Health and Racial Involvement. New York: Cambridge press

Janice, L. (2009). Postpartum Depression, Treatment and Symptoms. New York: John Wiley and sons

 

 

 

 

Ashford BUS 611 Week 5 Assignment

Ashford 6: – Week 5 – Assignment

Data-Driven Decision Making Using Microsoft Excel

This assignment must be completed and submitted using a Microsoft Excel spreadsheet (.xls). Provide a source for each equation you use. Sources must be listed at the bottom of the spreadsheet. No title page or additional formatting is required.

  1. Channels of Communication
    • It has been estimated that project managers spend up to 90% of their time communicating and your position at Roto Air is typical. Calculate the number of possible channels of communication if the project team were to grow to nine members, Important: show your work.
    • The total number of stakeholders, including the project team, is estimated at 75 people. Calculate how many more possible channels of communication the additional stakeholders beyond the team members represent. Important: show your work.
  2. Benefit Cost Ratio (BCR)
    • Roto Air plans to spend $1,000,000 on this project, resulting in a total savings of $2,500,000 over the life of the project. Calculate the Benefit Cost Ratio. Important: show your work. Ignore any effects of the time value of money.
    • Roto Air also considered another project that would have partially satisfied their needs. It would have required a $750,000 investment and would result in a savings of $125,000 per year for 10 years. Calculate the Benefit Cost Ratio. Important: show your work. Ignore any effects of the time value of money.
    • Comparing only the BCRs, explain which project should Roto Air should have chosen. Ignore any effects of the time value of money.
  3. Payback Period
    • Calculate the payback period for the $1,000,000 investment shown above. Important: show your work. Ignore any effects of the time value of money.
    • Calculate the payback period for the $750,000 investment shown above. Important: show your work. Ignore any effects of the time value of money.
    • Comparing only on the payback periods, explain which project should Roto Air have chosen. Ignore any effects of the time value of money.
  4. Net Present Value (NPV)
    • Calculate the Net Present Value of Roto Air’s $1,000,000 investment with a $250,000 annual savings for 10 years when the interest rate averages 3% annually. Important: show your work.

 

 

 

 

 

jan

 

 

 

 

 

 

 

 

COMPETITOR ANALYSIS AND COMPETITIVE ADVANTAGE

Student’s Name

University Affiliation

 

 

 

 

 

 

 

 

EXECUTIVE SUMMARY

            CISCO is a company that carries out business globally and is focused on information technology (IT). Among others, the company provides telemedicine services to facilities that provide healthcare so as to improve service delivery especially in linking remote areas to main offices. Basically, the company has invested more in the healthy industry by provision of different services that will improve the flow of information. It offers a wide variety of technologies to achieve the same purpose and therefore it is the choice of the client to decide the best technology suited for their facility; consultation services are also available.

            The company is among the global leaders and best performers in the healthcare industry through provision of the services mentioned above. Its success is basically attributed to the effective strategies applied by its able team of decision makers. The company boasts of the best managers and leaders in the industry who have made direct contribution towards its success and competitiveness in the industry. Despite stiff competition, CISCO has maintained its great performance and has outdone competitors due to its competitive advantages.

            The company is very adaptable to change; as the situation in the market changes, strategies are also adjusted to make sure the business is current in terms of approaches. The company has also noticed the importance of customers in the business and has invested a lot in their service. This has enabled it to win the trust through royalty; it has attracted and retained many customers through this strategy and is considered a competitive advantage. Finally, the company has strategic alliances that have played an important role in making sure that business is strengthened and spread across a larger geographical area so as to gain market share. Basically, the business is making use of the best available strategies in the market to make sure it beats the existing competition.

COMPETITOR ANALYSIS

            In its efforts to provide telecommunication to companies and the healthcare industry in general, CISCO faces stiff competition from other players in the market. The company is faced with competition from different dimension; locally and globally. For this reason it is necessary for the management of the company to make sure that proper strategies are put in place to make sure that competitive advantage is improved for the benefit of the company. The following is an analysis of the three main competitors of CISCO.

PHILIPS HEALTHCARE

            This is one of the strongest competitors of CISCO due to its competitive advantages.

Strengths

i.                    Experienced business units

An analysis if this competitor reveals that the company has very experienced business units. This is one of the issues that CISCO is trying to compete with in order to be more relevant in the business environment. Having experience in business units enables a business organization to know how well and where to invest its resources. Philips has a team of experienced employees who are very knowledgeable in this area and have helped the company to invest in the best business projects with the expectation of the best returns. This has enabled the company to be better positioned as compared to its close competitors because it knows the investment projects that will give the best returns.

ii.                  Market dominance

Philips enjoys dominance of the healthcare market its tools and equipment are found in most organization. Since the establishment of the company, one of the primary goals has been to command the market in terms of presence. Due to the effective strategies being utilized by the company, this goal has been achieved. Many consumers are familiar with Philips’ products and find it difficult to switch to other manufacturers and this is on the best competitive advantages enjoyed by the company. Despite the strong competition in the market; Philips has been able to stand firm by delivering to its customers who continually demand its products and in the end the company is dominating the market.

iii.                Barrier to other competitors’ entry

Philip is considered a barrier to entry into the market by other competitors. The basic reason for this is the fact that the company is very aggressive in its strategies which have proved to be effective. Competitors are finding it hard to enter the market; Philips is barrier to entry. Depending on the nature of the strategies utilized by business organizations, they can either be successful or fail. Application of the most effective strategies is beneficial to an organization and works as a barrier to new entrants (Gerard & Amanda, 2015). This is a competitive advantage to the benefiting organization though it is seen as a great challenge by competitors. Philips is enjoying this as one of its greatest competitive advantages.

Weaknesses

i.                    High cost of establishment

The great performance of Philips’ products in the health industry comes at a cost. The company is forced to invest heavily in the production of its equipment for the industry. This makes it very costly for it to finance its operations as well as compensating employees for the services offered. Apart from the need of businesses to be dominant in the market, it should also be noted that they need to make use of cost effective strategies in order to maximize their profits and be financially stable. Companies must be able to minimize costs of operations. This is one of the weaknesses of Philips as it spends too much in order to provide the best services to its customers.

ii.                  Low profits

Profit maximization is a critical objective of any business organization as it is the major determinant of financial stability. Companies that make larger profits are more financially stable and can easily sponsor other projects to boost their income. Philips faces the challenge of poor profits as a result of its high cost of operations. As earlier stated, the company spends a lot of financial resources to carry out its operations and this has effect on its profits. Most the revenues are immediately used to invest in other business units and operations and there is little to show for it. The inability of making sustainable profits has made it necessary for the company to consider adjusting its strategies in order to meet the demands in the market. The future of the profitability of the firm is in doubt since current financial decisions are not guaranteeing future sustainability of profits.

GE HEALTHCARE

G.E. Healthcare is a technological organization which specializes in medical imaging and information technology, patient monitoring system, medical diagnostics and disease research among others. It is a competitor to CISCO and its assessment is as follows:

Strengths

i.                    Leadership development

Leadership is the greatest pillar of GE’s competitiveness in the market. The company has experienced leaders and managers who make the best leadership decisions at any given time as need may arise. It should be noted that leadership is a critical element in the success of any organization. Poor leadership decisions will lead a business into failure. GE noticed how important leadership is and dedicated a lot of effort in it. For this reason, the company is among the best in terms of leadership development. Its leaders are among the best in the industry because of their ability to make the best decisions concerning challenges and matters of attention that may arise. Investment in leadership has enabled GE Healthcare to be among the leading companies and this has worked for its benefit as a competitive advantage because not many companies possess it.

ii.                  Innovation

In the simplest terms, innovation is the ability of coming up with new and creative ideas that are outstanding. GE Healthcare enjoys the advantage of innovation because it has creative thinkers who periodically come up with new ideas on how to improve the operation of the organization. Innovation in GE Healthcare comes in different ways. The first way is strategies; the company is able to come up with the best leadership and management strategies that enable it to stay ahead of the rest in the industry. Innovation has also stretched to the field of research and development. The company comes up with new products designed differently from what exists in the market. Creativity and innovativeness of a business organization is a competitive advantage.

iii.                Strong organization structure and culture

The structure and culture of an organization are important factors when it comes to the effectiveness of such an organization in the business industry. GE Healthcare finds this as a competitive advantage because it has worked in its favor. The company makes use of decentralized organization structure. Despite the existence of the hierarchy; there are many departments which have heads and supervisors that can independently make decisions. Decision-making is a very fast process in the organization and this is one of the competitive strategies that it enjoys. When very little time is taken to make a decision, it makes it easy for other issues to be focused on (Pinson, 2004). In terms of organizational culture, self-motivation is common phenomenon in the organization. Employees do not need to be pushed or supervised to perform their duties. They clearly understand what they need to do and do it to perfection. This has enabled the company to achieve high levels of product and service quality in the market.

Weaknesses

i.                    Fluctuating profits

Financial stability is very important for any organization because this is the main foundation of the organization (Erica, 2012). For this stability to be achieved a business must be making steady profits from its operations. Despite the effective strategies put in place by GE Healthcare, the company faces the challenge of poor financial decisions which have negatively affected the company’s ability to make stable profits. This is a weakness because the company cannot effectively invest in diverse projects. Competitors take this as an advantage to diversify their operations at the expense of GE Healthcare’s weakness. CISCO is one company that has taken advantage of this situation. When competitors realize that a company has a particular weakness, they will adjust their strategies to take advantage of the case.

ii.                  Environmental and legal challenges

GE faces the challenge of continual involvement of legal cases especially with respect to the environment. The products of the company are not very friendly environmentally and this has become an issue of concern to the authorities. As compared to CISCO and other competitors, GE Healthcare’s products have a higher level of environmental pollution and there are cases recommending that the company should improve its products for interest of conserving the environment. This is a weakness because consumers in the market are also concerned about environmental friendliness of the products they buy. They want products that do not pollute the environment. The company is taking this concern as a weakness because it is likely to affect the demand for its products.

iii.                Product recalls

GE Healthcare has had the largest number of product recalls as compared to its competitors over any given period of time. The recalls are usually as results of realization that there were defects in the manufacturing process that could lead to problems later. Frequent products recalls by manufacturers affects the trust of consumers in the market. Consumers would not be free to consume products from a company that recalls too frequently. They will believe that the products are of poor quality.  This is likely to have negative effect on the demand of the products and the operation of the business will definitely be affected if correct decisions are not made quickly.

SIEMENS HEALTHCARE

            Siemens Healthcare is a business organization whose main activity is providing supplies to the healthcare industry. The company has ups and downs which affect its business in different ways.

 

 

 

Strengths

i.                    Strong brand image

Creating a brand image in the market and maintaining it is core objective of business organization as it has a positive impact on operations. Siemens Healthcare has been in operation for just more than five years and created a very strong brand image.  The company has gained a lot of trust from consumers of its products because of their reliability and durability. A strong brand image is a basic win because it improves customer loyalty and creates more demand for products.

ii.                  Numerous branches

Siemens Healthcare enjoys the advantage of many branches across the globe. The head office supplies products to them then they are distributed to different consumers. This has enabled the company to command a large share of the market. It has significant customer base that has enabled it to remain competitive in the market. Customers are among the most valuable assets of any business organization and therefore efforts must be put in place to make sure as many of them as possible are attracted. Siemens has achieved this by increasing the number of its branches thereby making it easier for its products to be accessed by consumers in the market.

iii.                Stable financial base

Financial stability is the basis of investment for business organizations. Siemens has effective financial strategies in place and has helped a lot in making sure that the business on the right track financially. This is a competitive advantage for the company because it can provide adequate financial support to projects it feels are worth being invested in.

Weaknesses

i.                    Less innovation

Siemens is not very innovative especially when it comes to product development. The company maintains the same design and model of products over a longer period of time as compared to other players in the market. Lack of innovation might cause a business to lose customers who are interested in more recent products that are creatively designed. Siemens must consider improving its creativity and innovativeness.

ii.                  Weak internal control

Internal control plays a very important role in determining the general direction that an organization takes (Kotler & Kevin, 2009). Poor internal strategies might lead an organization in trouble. Siemens internal control is poorer than competitors’. The greatest weakness comes in decision making; it has centralized decision making system with only few members tasked with the responsibility of making decisions. This causes the company to take a lot of time to make decisions that would have taken shorter if the system was decentralized.

iii.                Overdependence on third-parties

Companies need third parties for operations but should not all the time. Siemens faces a challenge overdependence on third parties and this is likely to harm the organization. There is the risk of privacy and confidentiality being compromised making it easy for the company to be exposed to competitors. As much as third parties are important in operations, businesses should try to be as independent as possible so as to limit how much they are exposed to third parties.

 

ASSESSMENT OF CISCO’S COMPETITIVE ADVANTAGE

CISCO operates in a very competitive business environment and makes it necessary for the company to be creative and come with means that will enable it survive the present challenges. The ability of a company to remain competitive in a business environment depends on how it deals with challenges met. The company needs to have competitive advantages that it uses against competitors. As compared to its competitors, CISCO enjoy the following competitive advantages:

i.                    Adaptability

This is the ability of adjusting so as to be in line with change. The healthcare business environment is very competitive and dynamic. Many changes occur over a very short period of time and companies are required to adjust their strategies to deal with the latest challenges. Adaptability is the greatest competitive advantage of CISCO; the company adjusts to change quicker than its competitors. With experienced and skilled decision-makers, the company is able to make strategic decisions within a short time. While competitors are still adapting to change, CISCO would be focusing on other projects that would improve its competitiveness.

ii.                  Exceptional customer service

Customers are the largest stakeholders in any business organization; there treatment is critical for business. CISCO provides the best customer service experience to consumers of its products thus making the company preferred by many. Most competitors just focus on expansion and profit maximization but CISCO has noticed the importance of acknowledging customers. The company has put in place measures for customer treatment that give it a competitive edge as compared to competitors. Customers are treated specially and in some cases they are awarded. Customer loyalty is achieved.

iii.                Strategic alliances

Businesses need partners for the interest of improving efficiency and effectiveness but not all partners can help in achieving this target. Strategy must be applied in order to get the best partners or third parties that will be beneficial to the business. As opposed to Siemens Healthcare that over relies on third parties, CISCO makes only strategic alliances that will be beneficial. After clearly scanning the market and the best partners, the company is able to identify strategic partners that will help in achieving different goals and objectives. Formation of alliances must be done with great care so as not to end up settling on wrong partners. Effective alliances are competitive edges to business organization such as CISCO.

RECOMMENDATION

            The greatest recommendation for a competitive advantage for CISCO is carrying out a market analysis before implementation of any strategies. The company operates in a very competitive environment which is very dynamic and full of challenges. Strategies only become competitive advantages after they are effective. For effectiveness to achieved the strategies put in place must have solved the problem for which they were established. Basically, market research is highly recommended as it will improve the company’s competitiveness as well as mitigate competitive weaknesses. This kind of research will enable an organization to know what works and what does not (Baden & Mary, 2010). This implies that strategies that will be developed and implemented will have a higher chance of being effective. Given the size of CISCO, it is necessary that the market research team provides the best information concerning the market as well as competitors for the benefit of the organization.

 

References

Baden, C. & Mary, S. (2010). Business models as models. Long Range Planning 43(3): 156-170.

Erica, O. (2012). Strategic Planning. New York: John Wiley and Sons.

Gerard, H. & Amanda, H. (2015). Social marketing and communication in health promotion. Medicine and Health 6(2):135-145.

Kotler, P. & Kevin, L. (2009). A framework for marketing management. Upper Saddle River, New Jersey: Pearson Prentice Hall

Pinson, L. (2004). Anatomy of a business plan: A step-by-step guide to building a business and security your company’s future. Chicago: Dearborn Trade.

 

 

HRM546 Human Resource Law Week 2 DQ

Respondeat Superior

 Revisit the questions on who is an employee from last week.

 Two days ago, your receptionist calls one of the salesreps on his cellphone to obtain information about sales made during the prior week. After a brief chat on the topic, you hear them talkiing about what they did the prior weekend. Suddently, the receptionist says out loud: “are you ok?” She then hangs up the phone and tells you that the salesmen was just involved in a car accident and has hit a pedestrian crossing the street.

You later learn that the sales rep has minimal car insurance and wants the company to help with the pedestrian claim. 

What do you do?


Please use formal academic support to sustain your analysis

To Hire or Not

 

You are the office manager for a small engineering firm, having 20 employees. 

There is the need to hire two individuals.

The first is for a junior engineer. You post the job listing on Monster.com and receive various resumes. One of them is from a Hispanic male. He is from Mexico, has a master’s degree in engineering from one of the major universities there and has worked for various large engineering companies there.


His resume impresses you so you set up an appointment for him. He arrives twenty minutes early and is neatly dressed. 

When you speak with him, you notice that he has a pronounced Mexican accent and is a bit difficult to understand.


The other candidates that you interview are not as qualified but are American born and do not speak with an accent.

Which candidate do you recommend? Why?

Please make sure that you use formal academic or professional support to sustain your positions.

Hiring Questions

A second situation has arisen with the senior partner of the firm above. He is a hard person with whom to work and requires that an employee keep the same work hours and a bit more for him. He works seven days a week from 0830 to 0830. He has lost a succession of admins, all of whom have been female and all having day care issues.  The salary is USD 60,000 per year with good benefits.


When he tells you that the most recent one has just quit, he tells you with a wink and a smile: No pregnant ladies or women under a certain age!!!! 

So how do you handle this situation? How do you advertise the position? What questions do you ask during the interview? What do you tell the proposed candidates about the senior partner?

 

Please use formal academic support to sustain your argument.

Assignment 5: LASA2: Leadership Development and Recruitment Plan Your supervisor has asked you to make some recommendations regarding the leadership skills necessary to successfully work through the merger at Banks. You have been asked to develop a standa

Assignment 5: LASA2: Leadership Development and Recruitment Plan

Your supervisor has asked you to make some recommendations regarding the leadership skills necessary to successfully work through the merger at Banks. You have been asked to develop a standardized method of personnel selection for their hiring needs. This plan will be used in all of the company’s operations, both domestic and foreign, as there are more open positions that will need to be filled quickly. It must support the company’s goal of obtaining competitive advantage through talent management and acquisition.

Additionally, one of your first hiring needs involves recruiting electronics engineers with a BS degree and one year of experience in a manufacturing environment. The engineers will work a 12-month contract in China, after training in Centervale for a two-week period. The candidates should be suitable for the company’s current operations in Centervale and the subsidiary in China, as they will spend time at both locations. Skills in English and Chinese are preferred; however, English is required.

Your goal is to identify the most qualified candidates for the job while keeping in mind the unique nature of work environments that require overseas travel. 

Write a 12 – 15 page report to your supervisor that will include the development of a recruitment plan. Reference any cultural and legal differences as well as challenges that are likely to arise. Cite at least 6 scholarly references, including direct reference to applicable laws and relevant studies. Address the following questions in your report using correct APA formatting.

Part 1 Development of the Recruitment Plan

  • Describe your  personnel selection system
  • Describe the implementation of the selection system at multiple locations
  • Evaluate interpersonal issues such as cultural differences
  • Describe  the considerations made for varying employment laws
  • Describe Expatriation and repatriation strategies and services that will be offered to this group of engineers

Part 2 Leadership Skills

  • What leadership skills are most important to those working directly with the Chinese subsidiary?
  • Develop a performance evaluation system for those identified as having leadership potential.
  • Explain how to develop underperformers and keep top performers motivated in a multicultural environment.

 

Assignment 5 Grading Criteria
Maximum Points
Described personnel selection system and implementation of the selection system at multiple locations.
40
Evaluated interpersonal issues such as cultural differences.
40
Described the considerations made for varying employment laws.
40
Described expatriation and repatriation strategies and services that will be offered to this group of engineers.
40
Explained what leadership skills are most important to those working directly with the Chinese subsidiary and developed a performance evaluation system for those identified as having leadership potential.
40
Explained how to develop underperformers and keep top performers motivated in a multicultural environment.
40

Written Components: 
Organization (16)
usage and mechanics (16)
APA elements (24) 
Style (4)

60
Total:
300

 

Please make this a A paper. I need to get a A in this class:). thank you

You currently work for the development department of Sunny Manor Nursing and Rehab Center. Sunny Manor was once a privately owned small skilled nursing home in Sunny Beach, Florida until it was sold 6 years ago to a larger group of investors known for buy

You currently work for the development department of Sunny Manor Nursing and Rehab Center. Sunny Manor was once a privately owned small skilled nursing home in Sunny Beach, Florida until it was sold 6 years ago to a larger group of investors known for buying older nursing homes and developing them into larger more modern skilled nursing and rehab centers. Sunny Beach itself is a small retirement community close to larger beach towns. Most of the residents are 55 years or older, and there is a growing population of 70+ retired adults. However, the city is known for being technologically advanced for a retirement community. In fact, the city has a popular social media page followed by many residents and a very popular online newsletter that can be accessed through most social media programs. Also, 5 years ago, a brand new hospital opened just outside of Sunny Beach. This brought some the top physicians and surgeons in the state to the area.

Sunny Manor recently finished a major renovation, updating the previous long-term-care wings and adding a new wing with 20 new rooms. The new wing is solely dedicated to sub-acute rehab services, and the facility also added a new updated therapy room with an expanded therapy staff and modern high-tech equipment.

After working in care coordination and admissions for the past several years, you have been promoted to the development department and tasked with marketing the new facility. The goal is to build a stronger relationship with the discharge staff and physicians at the new hospital and expand a broader reach to the community.

The first step is for you to analyze and research the changing community and develop a marketing proposal for your boss, the director of development, on how to best connect with the community of Sunny Beach and increase referrals from the new hospital.

For this task, develop a summary marketing proposal on the above scenario that includes the following elements:

  • Evaluate the potential impact of the updated facility and new therapy services on potential improvements in patient satisfaction and developing new marketing share.
  • Assess possible methods to build rapport within Sunny Beach and surrounding communities.
  • Develop a plan for communicating with the community better through social media by connecting Sunny Manor to the residents of Sunny Beach through digital marketing.
  • Provide details on how ongoing research into the community will help Sunny Manor stay ahead of the competition and well connected with community. Consider concepts in monitoring the changing demographics of the community and growing health care sector.
  • Propose a research design model including all the key elements of the research design. Apply an assessment tool and implementation plan such as the Model for Improvement (Plan-Do-Study-Act [PDSA]).
  • Conclude with recommending models and/or tools that will be used to evaluate the effectiveness of the development teams’ efforts on an ongoing basis .

The body of the resultant report should be 7–10 pages and include at least 7 relevant peer-reviewed academic or professional references published within the past 5years. 

 

7 pages ae sufficient

HRM558 Research in Human Resource Management Week 4 DQ

For what research purposes do you consider focus group interviewing appropriate? If you have participated in a focus group, share your experience, the outcome of the research?

 

When are: (1) quantitative and (2) qualitative research approaches most appropriate? Provide practical examples to support your response.

 

I’m sharing with you a link to MIT’s HR department and a talent inventory tool that they use to assess bench strength.
Please provide your thoughts on the benefits of this tool in your organizations
http://hrweb.mit.edu/ctm/organizational’s/talent-management-workforce-planning/talent-review

 

What types of market analyses must HR professionals explore?  How do these analyses support HR’s effort to be strategic partners within their organization?

 

What types of tools are available for HR to forecast pricing and the labor market? Why is it important to assess these tools?

 

Besides the Internet, what other tools might you use to conduct exploratory HR research on the market in which your organization operates? Are these valid and reliable tools and would they be used in conjunction with Internet research? Explain why.

 

Identify two Web-based tools that you might use to conduct a forecast for pricing or the future labor market. How accurate do you think these tools are?

 

In the ERR, “HR Gets a Dose of Science”, what is the importance to organizations to use workforce optimization tools and software to manage HR processes? How have you observed these tools at work in your organization or one of your choosing?

 

What advantages can be gained by developing a strategic focus with regards to pay and benefits?

Article review Article Review Instructions You will be required to submit a paper analyzing an article provided in the Reading & Study folder of Module/Week 6. The article is a collection of brief commentaries about the Stages of Change model (also known

Article review Article Review Instructions You will be required to submit a paper analyzing an article provided in the Reading & Study folder of Module/Week 6. The article is a collection of brief commentaries about the Stages of Change model (also known as the Transtheoretical Model). Your paper should be 2–4 pages, double spaced (not including the title page and reference page). This assignment is due by 11:59 p.m. (ET) on Monday of Module/Week 6. After reading the article, write a synopsis that includes the following 4 components. Each section should begin with the heading that is provided below in bold type: 1. Thesis Outline the main thesis, objective, or “opinion” of the article. 2. Rationale Select at least 2 authors from the article and provide an explanation of their perceptions of the Stages of Change model. You must also provide supporting rationale to explain the authors’ perceptions. 3. Response Provide a clear explanation of your response to the commentaries. (Do not just agree or disagree. Please state why you feel specific findings were or were not legitimate.) 4. Strengths Outline 2–3 strengths of the model. You must also reference a professional journal article which support these findings and observations.

………………………………………………………………………………………………………………………………………………..

WHEN POPULARITY OUTSTRIPS THE
EVIDENCE: COMMENT ON WEST (2005)
Robert West (2005) has taken the bold step of asserting
that the Transtheoretical Model (TTM) is so flawed that it
should be discarded. Whether one agrees with West’s
conclusion or not, his editorial should stimulate longoverdue debate about the TTM.
A sharp divide of opinion about the TTM has surfaced
in recent years. On one side the model enjoys substantial
popularity in the form of a voluminous research literature and a large following among clinicians. On the other
side there is discontent among many scholars (e.g. Sutton
2001) who have closely scrutinized the scientific rigor of
the model. There can be no questioning the popular success of the TTM: it is established fact. But the scientific
merit of the model can be questioned, and West has furthered the debate with his provocative editorial. Consistent with West, this commentary will focus on smoking
as the model addiction because smoking has been the primary focus of the TTM.
The TTM became popular because it brought attention to the intuitive notion that some smokers are more
ready to quit than others. For this, the originators of the
TTM deserve credit, though as West and others (e.g.
Bandura 1998) have pointed out, the observation that
some smokers are riper for change than others is a confirmation of the obvious. As a scientific model, however,
the TTM got off to an inauspicious start. The lynchpin of
the TTM is, of course, the stages of change. Thus it would
seem essential to take great care in formulating how the
stages were to be conceptualized and measured. However,
there has never been a peer-reviewed account of the
developmental research that led to the creation of the
stages of change algorithm. In fact, it is not clear that any
systematic developmental research took place at all, and
the consequences of this omission plague the model to the
present time. Instead, the authors of the TTM essentially
decreed that readiness to quit smoking should be measured using the stages of change. For the most part, the
addictions research community then adopted the stages
of change, with few questions asked.
There would be little consequence to the omission of
developmental data on the stages of change if the stages
had subsequently been proved to be valid and effective.
However, as West (2005) and others (e.g. Etter & Sutton
2002) point out, this is not the case. The stage of change
algorithm is a magpie collection of questionnaire items
that do not cohere particularly well. Two of the questionnaire items rely on arbitrary timeframes and binary yesno response options. One need not be an expert in
questionnaire development to detect potential problems
with this instrument.
After a time the stages of change became something
analogous to a ‘brand name.’ Virtually all addictions
researchers became familiar with the stages of change
model, and it became common to include the stages as a
basic sample characteristic in studies. A pattern emerged
in the TTM literature whereby success was declared on
behalf of the TTM regardless of research outcomes. Exuberant interpretations of modest results became commonplace. Grandiose conclusions were extrapolated from
unremarkable findings. The popularity of the TTM had
come to outstrip the scientific evidence.
The popularity of the TTM came at the cost of reduced
scientific and clinical progress. Alternative models of
motivation to quit smoking were not pursued because the
TTM had ‘cornered the market’ on the topic. Research on
tailored interventions for smoking cessation became
dominated by the TTM, which diverted resources and
attention that could have been devoted to more promising methods of tailoring.
Twenty years after the introduction of the TTM, West
(2005) has concluded that the TTM should be discarded,
and this commentator concurs. However, the larger topic
of motivation to quit should not be abandoned. Rather,
researchers should renew efforts to understand and measure motivation to quit smoking. West has done precisely
this by introducing his new model of behavior change.
There’s much to be learned from the case of the TTM.
Commentaries 1041
© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050
First and foremost, researchers should insist that scientific models are judged according to the standards of scientific merit and not by popular trends or intuitive
appeal.
THADDEUS A. HERZOG
Tobacco Research and Intervention Program
H. Lee Moffitt Cancer Center and Research Institute
4115 East Fowler Avenue,
Tampa
FL 33617
USA
E-mail: herzogta@moffitt.usf.edu
References
Bandura, A. (1998) Health promotion from the perspective of
social cognitive theory. Psychology and Health, 13, 623–649.
Etter, J.-F. & Sutton, S. R. (2002) Assessing ‘stage of change’ in
current and former smokers. Addiction, 97, 1171–1182.
Sutton, S. R. (2001) Back to the drawing board? A review of
applications of the transtheoretical model to substance use.
Addiction, 96, 175–186.
West, R. (2005) Time for a change: putting the Transtheoretical
(Stages of Change) Model to rest. Addiction, 100, 1036–1039.
Blackwell Science, LtdOxford, UKADDAddiction0965-2140© 2005 Society for the Study of Addiction
100
Original Article
Commentary
C t
THEORETICAL TOOLS FOR THE
INDUSTRIAL ERA IN SMOKING
CESSATION COUNSELLING: A
COMMENT ON WEST (2005)
With over 1400 citations (according to http://www.
scopus.com [accessed 12 April 2005]), Prochaska’s
paper summarizing the transtheoretical model is one of
the most widely cited papers in the psychological literature (Prochaska, DiClemente & Norcross 1992). Astonishingly, this success was achieved in spite of the early
recognition of major problems affecting this model
(Davidson 1992).
The concept of ‘stage of change’ is a haphazard mixture of current behaviour, intention to change, past quit
attempts and duration of abstinence. As West (2005)
points out, stages are defined by setting arbitrary cutpoints on continuous variables (time and intention) and,
contrary to what is often believed, this theory says nothing about the time people spend in the first three stages.
Furthermore, there is little empirical evidence of progression through the entire stage sequence (Littell & Girvin
2002). It is therefore hard to believe that these stages
reflect reality. It makes little sense to classify in the same
category (e.g. precontemplation) people with different
levels of dependence, or people who have never tried to
quit with those who achieved long periods of abstinence.
Similarly, using only abstinence criteria to define Action
is too reductive, and neglects important steps that people
take on their way towards abstinence (e.g. cutting down,
non-daily smoking). Finally, the model does not take into
account dependence level, withdrawal symptoms and
other key determinants of smoking, in particular environmental and social factors.
The core of the transtheoretical model is a description
of associations between variables, in particular between
stages and self-change strategies that are supposed to be
used in a sequential pattern, ‘doing the right thing at the
right time’ (Segan et al. 2004). However, it has never been
convincingly shown that distinct strategies are needed to
progress across distinct stages (Herzog et al. 1999; Segan
et al. 2004). In fact, stage mismatched interventions,
where all smokers, including precontemplators, receive
action-oriented advice may be as effective (Dijkstra et al.
1998) or even more effective than stage matched interventions (Quinlan & McCaul 2000), which seriously
questions the basic tenets of this model.
This model has been widely used to guide interventions and determine who gets what treatment. However,
interventions based on this model have not been consistently proven to be more effective than control interventions or than no intervention (Riemsma et al. 2003; van
Sluijs et al. 2004). Worse, labelling people ‘precontemplators’ (an awkward jargon) is stigmatizing and may lead
clinicians to deprive patients of effective treatments. The
risk of excluding precontemplators from effective treatments is a major liability of this model.
Valid measurement is the foundation of good science,
but measurement of the model’s constructs is problematic. There are many, incompatible ways of measuring
stages of change, and questionnaires measuring the
model’s other core constructs (processes of change, selfefficacy and ‘pros and cons’) were published 15–20 years
ago and have not been revised since. A constant development and adjustment of scales is nevertheless required to
achieve the best possible measurement in each population subgroup, and theory should be subsequently developed according to empirical findings. But the
transtheoretical model is far too rigid, it has not evolved
much in the past two decades, and proponents of the
model have been reluctant to take into account external
criticism and to develop their theory accordingly. Rather,
one has the impression that the model is often used rigidly, almost religiously.
There is however, a need for an integrative, comprehensive theory on which interventions can be based.
Such a theory is needed in particular for computertailored programs, which can reach huge numbers of
smokers over the internet. For many smokers, the internet is the only source of information and counselling.
One-to-one counselling is not cost effective on the internet, but computer-tailored programs can provide effec-
© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050
1042 Commentaries
tive, individually tailored advice to large audiences (Etter
2005). In fact, the transition from one-to-one counselling in clinical settings and telephone helplines to mass
level, individually tailored counselling on the internet is
comparable to the industrial revolution, when craftsmen
working in small shops were replaced by huge plants
managed by engineers. To successfully handle this transition, the field needs a theory that tells us what to measure, how to measure it, what type of advice should be
given to each category of smokers, when to give each recommendation, and what outcome should be expected in
each subgroup. Interventions should be explicitly derivable from this new theory, in contrast with the loose and
questionable links between the transtheoretical model
and interventions. Researchers should join in a collaborative effort to develop a theory that reflects reality better
than the transtheoretical model, and to assess whether
interventions based on this theory are more effectivethan existing interventions.JEAN-FRANÇOIS ETTERIMSP-CMU1 rue Michel-ServetGeneva 4CH1211SwitzerlandE-mail: Jean-Francois.Etter@imsp.unige.chReferencesDavidson, R. (1992) Prochaska and DiClemente’s model ofchange: a case study? British Journal of Addiction, 87, 821–822.Dijkstra, A., De Vries, H., Roijackers, J. & van Breukelen, G.(1998) Tailored interventions to communicate stagematched information to smokers in different motivationalstages. Journal of Consult Clinical Psychology, 66, 549–557.Etter, J. F. (2005) Comparing the efficacy of two internet-based,computer-tailored smoking cessation programs: a randomized trial. Journal of Medical Internet Research, 7, e2.Herzog, T. A., Abrams, D. B., Emmons, K. M., Linnan, L. A. &Shadel, W. G. (1999) Do processes of change predict smokingstage movements? A prospective analysis of the transtheoretical model. Health Psychology, 18, 369–375.Littell, J. H. & Girvin, H. (2002) Stages of change. A critique.Behavior Modification, 26, 223–273.Prochaska, J. O., DiClemente, C. C. & Norcross, J. C. (1992) Insearch of how people change. Applications to addictive behaviors. American Psychology, 47, 1102–1114.Quinlan, K. B. & McCaul, K. D. (2000) Matched and mismatchedinterventions with young adult smokers: testing a stage theory. Health Psychology, 19, 165–171.Riemsma, R. P., Pattenden, J., Bridle, C., Sowden, A. J., Mather,L., Watt, I. S. et al. (2003) Systematic review of the effectiveness of stage based interventions to promote smoking cessation. BMJ, 326, 1175–1177.Segan, C. J., Borland, R. & Greenwood, K. M. (2004) What is theright thing at the right time? Interactions between stages andprocesses of change among smokers who make a quit attempt.Health Psychology, 23, 86–93.van Sluijs, E. M., van Poppel, M. N. & Mechelen. W. (2004)Stage-based lifestyle interventions in primary care: are theyeffective? American Journal of Preventive Medicine, 26, 330–343.West, R. (2005) Time for a change: putting the Transtheoretical (Stages of Change) Model to rest. Addiction, 100, 1036–1039.Blackwell Science, LtdOxford100Original ArticleCommentaryCommentaryCommentaryWEIGHING THE PROS AND CONS OFCHANGING CHANGE MODELS: ACOMMENT ON WEST (2005)West (2005) challenges researchers and clinicians toabandon the transtheoretical model (TTM) and to revertto common sense ideas about motivation for change or todevelop new models that better account for the complexities of the change process. Part of West’s argument isbased upon the continuing popularity of the modeldespite the healthy debate about its theoretical and empirical shortcomings that has occurred in this journal andothers. As Whitelaw et al. (2000) point out, the need forcritique is the greatest at the point that an idea becomes‘accepted’ and the TTM has gained this accepted status.An example of this acceptance is the influence of themodel on service delivery. There is little empirical evidence that TTM stage-based interventions lead to superioroutcomes over non-stage based interventions (Riemsmaet al. 2003; van Sluijs, van Poppel & van Mechelen 2004;Adams & White 2005). Nonetheless, and despite ourpledge toward evidence-based practise, many jurisdictions are developing and implementing stage based interventions in a variety of problem areas despite the lack of astrong evidence-base. Such interventions have the falseappearance of being evidence-based because they arebased upon scientific models although, in reality, theappeal of TTM for this purpose appears intuitive.A related unfortunate effect of the wide acceptance ofthe model’s validity is the potential that decisions aboutwho gets what type of service are made on stage ofchange assessments (Piper & Brown 1998). Peopleassessed as precontemplators might be excluded from service or offered less action-oriented interventions thanthose deemed to be more ready to change. The evidence,at least in the area of smoking cessation, is inconsistentwith this stance. In a recent study, smokers, regardless oftheir stage of change, were offered a smoking cessationgroup (Pisinger et al. 2005). Only 16% of those who wereultimately successful had serious intention to quit priorto the intervention. The authors argue that cessationsupport needs to be offered to all smokers regardless oftheir stage of change. Clearly, intentions or readiness arehighly fluid (Hughes et al. 2005).Commentaries 1043© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050For these ethical reasons, I agree with one aspect ofWest’s argument. A moratorium on the uncritical useof the TTM model in clinical service delivery is warranted. However, I disagree that the flaws of the modelare so large that it should be entirely abandoned. Thepurpose of model building is to stimulate testablehypotheses that will lead to enhancements of ourunderstanding of complex phenomena. The sheer bulkof the research conducted on the TTM is evidence thatit provides such a focus. The model can continue todirect interesting research queries that presumably willlead to model refinement. For example, one facet of themodel that has empirical support is the predictive validity of the stages—people who are further along the continuum are more likely to have changed their behaviourat a future follow-up point than those who are at anearlier stage. It is reasonable to hypothesize that therapeutic efforts that result in forward stage movement willresult in a greater likelihood of future change thaninterventions that do not result in forward movement.This feature of the TTM accounts for part of its appealto clinicians working with addictive behaviours—if Ican’t get action from my clients then at least I canimprove my clients’ readiness for change . . . Alas, thishypothesis has not been empirically tested. We don’tknow whether these ‘soft outcomes’, as West describesthem, are ultimately helpful for our clients (perhaps clients shift back to their initial stage post intervention) orwhether these outcomes simply help the therapist copewith the limited success we have getting actual behaviour change from our clients. Surely researchers need toattend to this gap in our understanding before the TTMis abandoned.Another interesting but understudied clinical development has been the use of the model as therapeutic toolwith clients. Littell & Girvin (2002) note that the model isbased upon a rational actor assumption of behaviourchange, the notion that change is based upon a rationalcognitive self-examination by the individual. This featureis undoubtedly another part of the model’s appeal to clinicians. Many of us have started to provide our clientswith a description of the stages of change portion of themodel with the request that clients determine where theyfit. Perhaps this process of education and self-staging provides a helpful change schema for our clients that helpsorganize their ambivalent thoughts about and actionstoward change. West argues that self-labeling is animportant aspect of maintaining behavioural change.Perhaps, a cognitive understanding of change as a process is important in initiating the change.In short, the model continues to be an important stimulus to theory and practise development and it will ultimately be usurped by reformulated models. I look forwardto learning more about West’s alternative model (West, inpress), a model that he admits has been inspired by thecurrent body of research and critique of the TTM.DAVID C. HODGINSDepartment of PsychologyProgram in Clinical PsychologyUniversity of Calgary2500 University Drive NWCalgaryAlbertaCanada T2N 1N4E-mail: dhodgins@ucalgary.caReferencesAdams, J. & White, M. (2005) Why don’t stage-based activitypromotion interventions work? Health Education Research, 20,237–243.Hughes, J., Keeley, J. P., Fagerstom, K. O. & Callas, P. W. (2005)Intentions to quit smoking change over short periods of time.Addictive Behavior, 30, 653–662.Littell, J. H. & Girvin, H. (2002) Stages of change. A critique.Behavior Modification, 26, 223–273.Piper, S. & Brown, P. (1998) Psychology as a theoretical foundation for health education in nursing: Empowerment orsocial control? Nurse Education Today, 18, 637–641.Pisinger, C., Vestbo, J., Borch-Johnsen, K. & Jorgensen, T. (2005)It is possible to help smokers in early motivational stages toquit. The Inter99 study. Preventative Medicine, 40, 278–284.Riemsma, R. P., Pattenden, J., Bridle, C., Sowden, A. J., Mather,L., Watt, I. S. et al. (2003) Systematic review of the effectiveness of stage based interventions to promote smoking cessation. BMJ, 326, 1175–1177.van Sluijs, E. M., van Poppel, M. N. & van Mechelen, W. (2004)Stage-based lifestyle interventions in primary care: are theyeffective? American Journal of Preventive Medicine, 26, 330–343.West, R. (2005) Time for a change: putting the Transtheoretical(Stages of Change) Model to rest. Addiction, 100, 1036–1039.West, R. (in press) Theory of Addiction. Oxford: BlackwellPublishing.Whitelaw, S. S., Baldwin, S., Bunton, R. & Flynn, D. (2000) Thestatus of evidence and outcomes in Stages of Change research.Health Education Research, 15, 707–718.Blackwell Science, LtdOxford, UKADD100Original ArticleCommentaryCommentaryCommentaryANOTHER NAIL IN THE COFFIN OF THETRANSTHEORETICAL MODEL? ACOMMENT ON WEST (2005)In a series of publications (Sutton 1996; 2000a, 2000b,2001, 2005), I have critically examined the transtheoretical model (TTM) and its associated assessment instruments and evaluated the evidence for the model. I cameto the conclusion that the TTM cannot be recommendedin its present form and that we need to go ‘back to thedrawing board’ (Sutton 2001). Thus, I reached a similar© 2005 Society for the Study of Addiction Addiction, 100, 1040–10501044 Commentariesconclusion to West (2005) but by a somewhat differentroute.Although I endorse West’s conclusion, I disagree tosome extent with his analysis of what the Rhode Islandgroup calls stage effects (Prochaska et al. 2004) and withwhat he says about intervention studies.STAGE EFFECTSA stage effect is observed when initial pre-action stage ofchange predicts being in action or maintenance at followup: those in the preparation stage at baseline are morelikely to be in action or maintenance at follow-up thanthose in contemplation, and those in contemplation atbaseline are more likely to be in action or maintenance atfollow-up than those in precontemplation. We need ameta-analysis to quantify these effects, but my reading ofthe literature on the TTM is that stage effects are a highlyconsistent finding. Of course, this is not surprising,because the pre-action stages are defined in terms ofintentions and past behaviour, and there is ample evidence that these predict future behaviour. Stage effectsmean that stage measures may be of practical value, forexample in measuring progress towards smoking cessation. This may or may not be ‘common sense’, but it is nottrivial. However, as West points out, other measures maydo better.It is important to appreciate that stage effects do notnecessarily provide strong evidence for a stage modelbecause ‘pseudostage’ models may yield similar effects.For example, continuous measures of intention predictfuture behaviour and if such an intention measure werecategorized into, say, three categories, one would expectto find a (pseudo)stage effect. Stage models make specificpredictions about the probabilities of different stage transitions that can be tested using longitudinal data (Weinstein et al. 1998; Sutton 2000a).INTERVENTIONSWest states that ‘Where interventions have been developed that are based on the model these have not provedmore effective than interventions which are based on traditional concepts’. Unfortunately, the systematic reviewsof stage-based interventions that have been published todate (e.g. Riemsma et al. 2003; van Sluijs et al. 2004)have included studies that were not proper applications ofthe TTM. For an intervention to be labelled as TTM-based,it should (1) stratify participants by stage and (2) targetthe model’s ‘independent variables’ (pros and cons, confidence and temptation, and processes of change), focusing on different variables at different stages. There is aneed for more focused reviews of TTM-based interventionstudies.The interventions that come closest to a strict application of the TTM are those developed by the Rhode Islandgroup. The group’s studies of smoking cessation interventions (e.g. Prochaska et al. 1993, 2001a, 2001b; Pallonen et al. 1998)—none of which were cited in West’s(2005) editorial—have yielded mainly positive findings.However, adaptations of these interventions evaluated byresearch groups in the UK and Australia have yieldedmainly negative results (Aveyard et al. 1999, 2001,2003; Borland et al. 2003; Lawrence et al. 2003).Process analyses showing that TTM-based interventions do indeed influence the variables they target in particular stages and that forward stage movement can beexplained by these variables have not been published todate. There have also been few experimental studies ofmatched and mismatched interventions, which couldpotentially provide the strongest evidence for or againstthe model (Weinstein et al. 1998; Sutton 2005).West states that ‘the model is likely to lead to effectiveinterventions not being offered to people who wouldhave responded’. This consequence would not be in thespirit of the model. The TTM implies that everyone,regardless of which stage they are in, should receive theappropriate stage-matched intervention designed tomove them to the next stage; this includes precontemplators. The issue of whether health professionals shoulddeliver interventions to ‘all-comers’ or to subgroupsselected on the basis of higher risk, greater motivation orsome other criterion is a complex one that deservesmuch more detailed consideration than could be givento it in the editorial.ALTERNATIVE MODELSDiscarding the TTM does not necessarily mean abandoning the idea that behaviour change, including smoking cessation, involves movement through a sequence ofdiscrete stages. Two promising alternatives to the TTMare the precaution adoption process model (Weinstein &Sandman 2002; Sutton 2005) and the perspectives onchange model of smoking cessation (Borland, Balmford& Hunt 2004). In contrast to the TTM, both thesetheories are based on a thoughtful analysis of the process of behaviour change, but neither has been testedextensively.Among existing non-stage models, the theory ofplanned behaviour (Ajzen 1991, 2002) has severalattractive features: (1) it is a general theory; (2) it isclearly specified; (3) there exist clear recommendationsfor how the constructs should be operationalized; (4) ithas been widely used to study health behaviours as wellCommentaries 1045© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050as other kinds of behaviours; and (5) meta-analyses ofobservational studies show that it accounts for usefulamounts of variance in intentions and behaviour (Sutton2004). The theory is able to capture the moment-tomoment balance of motives mentioned by West and totake account of situational influences (because differentsets of beliefs may be salient in different situations). It isalso consistent with the idea that the processes involvedin the formation and modification of beliefs, attitudes andintentions may be largely automatic (Ajzen & Fishbein2000). However, there have been few experimental testsof the theory (Sutton 2002) and few intervention studies(Hardeman et al. 2002), and it has not been widelyapplied to smoking cessation.Concluding commentThe TTM has proven remarkably resilient to criticism.The Rhode Island group has not so far responded to myown critiques of the model or to those by Carey et al.(1999), Joseph et al. (1999), Littell & Girvin (2002) andRosen (2000) among others. The model is still accepteduncritically by many in the health promotion field. I hopethat West’s (2005) editorial does finally put the model torest, but I am not optimistic.STEPHEN SUTTONUniversity of CambridgeInstitute of Public HealthForvie SiteRobinson WayCambridge CB2 2SRE-mail: srs34@medschl.cam.ac.ukReferencesAjzen, I. (1991) The theory of planned behavior. OrganizationalBehavior and Human Decision Processes, 50, 179–211.Ajzen, I. (2002) The theory of planned behavior. http://www.people.umass.edu/aizen [accessed 13 April 2005].Ajzen, I. & Fishbein, M. (2000) Attitudes and the attitudebehavior relation: Reasoned and automatic processes. European Review of Social Psychology, 11, 1–33.Aveyard, P., Cheng, K. K., Almond, J., Sherratt, E., Lancashire,R., Lawrence, T., Griffin, C. et al. (1999) Cluster randomizedcontrolled trial of expert system based on the transtheoretical(‘stages of change’) model for smoking prevention and cessation in schools. BMJ, 319, 948–953.Aveyard, P., Griffin, C., Lawrence, T. & Cheng, K. K. (2003) Acontrolled trial of an expert system and self-help manualintervention based on the stages of change versus standardself-help materials in smoking cessation. Addiction, 98, 345–354.Aveyard, P., Sherratt, E., Almond, J., Lawrence, T., Lancashire,R., Griffin, C. et al. (2001) The change-in-stage and updatedsmoking status results from a cluster-randomized trial ofsmoking prevention and cessation using the transtheoreticalmodel among British adolescents. Preventive Medicine, 33,313–324.Borland, R., Balmford, J. & Hunt, D. (2004) The effectiveness ofpersonally tailored computer-generated advice letters forsmoking cessation. Addiction, 99, 369–377.Borland, R., Balmford, J., Segan, C., Livingston, P. & Owen, N.(2003) The effectiveness of personalized smoking cessationstrategies for callers to a Quitline service. Addiction, 98, 837–846.Carey, K. B., Purnine, D. M., Maisto, S. A. & Carey, M. P. (1999)Assessing readiness to change substance abuse: a criticalreview of instruments. Clinical Psychology Science and Practice,6, 245–266.Hardeman, W., Johnston, M., Johnston, D. W., Bonetti, D.,Wareham, N. & Kinmonth, A. L. (2002) Application of thetheory of planned behaviour in behaviour change interventions: a systematic review. Psychology and Health, 17, 123–158.Joseph, J., Breslin, C. & Skinner, H. (1999) Critical Perspectiveson the Transtheoretical Model and Stages of Change. In:Tucker, J. A., Donovan, D. M. & Marlatt, G. A., eds. ChangingAddictive Behavior: Bridging Clinical and Public Health Strategies,pp. 160–190. New York: Guilford.Lawrence, T., Aveyard, P., Evans, O. & Cheng, K. K. (2003) Acluster randomized controlled trial of smoking cessation inpregnant women comparing interventions based on the transtheoretical (stages of change) model to standard care. TobaccoControl, 12, 168–177.Littell, J. H. & Girvin, H. (2002) Stages of change: a critique.Behavior Modification, 26, 223–273.Pallonen, U. E., Velicer, W. F., Prochaska, J. O., Rossi, J. S., Bellis,J. M., Tsoh, J. Y. et al. (1998) Computer-based smoking cessation interventions in adolescents: description, feasibility, andsix-month follow-up findings. Substance Use and Misuse, 33,935–965.Prochaska, J. O., DiClemente, C. C., Velicer, W. F. & Rossi, J. S.(1993) Standardized, individualized, interactive, and personalized self-help programs for smoking cessation. Health Psychology, 12, 399–405.Prochaska, J. O., Velicer, W. F., Fava, J. L., Rossi, J. S. & Tsoh, J. Y.(2001a) Evaluating a population-based recruitmentapproach and a stage-based expert system intervention forsmoking cessation. Addictive Behaviors, 26, 583–602.Prochaska, J. O., Velicer, W. F., Fava, J. L., Ruggiero, L., Laforge,R. G., Rossi, J. S. et al. (2001b) Counselor and stimulus controlenhancements of a stage-matched expert system interventionfor smokers in a managed care setting. Preventive Medicine, 32,23–32.Prochaska, J. O., Velicer, W. F., Prochaska, J. M. & Johnson, J. L.(2004) Size, consistency and stability of stage effects for smoking cessation. Addictive Behaviors, 29, 207–213.Riemsma, R. P., Pattenden, J., Bridle, C., Sowden, A. J., Mather,L., Watt, I. S. et al. (2003) Systematic review of the effectiveness of stage based interventions to promote smoking cessation. BMJ, 326, 1175–1177.Rosen, C. S. (2000) Is the sequencing of change processes bystage consistent across health problems? A meta-analysis.Health Psychology, 19, 593–604.van Sluijs, E. M. F., van Poppel, M. N. M. & van Mechelen, W.(2004) Stage-based lifestyle interventions in primary care: arethey effective? American Journal of Preventive Medicine, 26,330–343.Sutton, S. R. (1996) Can ‘stages of change’ provide guidance inthe treatment of addictions? A critical examination of© 2005 Society for the Study of Addiction Addiction, 100, 1040–10501046 CommentariesProchaska and DiClemente’s model. In: Edwards, G. & Dare,C., eds. Psychotherapy, Psychological Treatments and the Addictions, pp. 189–205. Cambridge: Cambridge University Press.Sutton, S. (2000a) A critical review of the transtheoreticalmodel applied to smoking cessation. In: Norman, P., Abraham, C. & Conner, M., eds. Understanding and Changing HealthBehaviour: From Health Beliefs to Self-Regulation, pp. 207–225.Reading: Harwood Academic Press.Sutton, S. (2000b) Interpreting cross-sectional data on stages ofchange. Psychology and Health, 15, 163–171.Sutton, S. (2001) Back to the drawing board? A review of applications of the transtheoretical model to substance use. Addiction, 96, 175–186.Sutton, S. (2002) Testing attitude-behaviour theories usingnon-experimental data: An examination of some hiddenassumptions. European Review of Social Psychology, 13, 293–323.Sutton, S. (2004) Determinants of health-related behaviours:Theoretical and methodological issues. In: Sutton, S., Baum,A. & Johnston, M., eds. The Sage Handbook of Health Psychology,pp. 94–126. London: Sage.Sutton, S. (2005) Stage theories of health behaviour. In: Conner,M. & Norman, P., eds. Predicting Health Behaviour: Research andPractice with Social Cognition Models, 2nd edn, pp. 223–275.Buckingham: Open University Press.Weinstein, N. D., Rothman, A. J. & Sutton, S. R. (1998) Stagetheories of health behavior: Conceptual and methodologicalissues. Health Psychology, 17, 290–299.Weinstein, N. D. & Sandman, P. M. (2002) The precaution adoption process model. In: Glanz, K., Rimer, B. K. & Lewis, F. M.,eds. Health Behavior and Health Education: Theory, Research, andPractice, 3rd edn, pp. 121–143. San Francisco: Jossey-Bass.West, R. (2005) Time for a change: putting the Transtheoretical(Stages of Change) Model to rest. Addiction, 100, 1036–1039.ctionA PREMATURE OBITUARY FOR THETRANSTHEORETICAL MODEL: ARESPONSE TO WEST (2005)The editorial by Robert West eulogizing the Transtheoretical Model (TTM) offers a provocative perspective (West2005). However, it is not clear why Dr West feels the needto bury something that still has life or why he cannot create a new model from his insights that would make theold one obsolete, dying a natural death rather than whatI consider a premature interment. Although his critiqueoffers some valid concerns, essentially he repeats ongoingcriticisms that have been addressed previously in thisjournal and in more recent publications (Prochaska &DiClemente 1998; Connors et al. 2001; DiClemente &Velasquez 2002; DiClemente 2003; DiClemente,Schlundt & Gemell 2004) and continues to overreact toexaggerated claims that have been made about the utilityand scope of the model. I would agree that some claimshave been exaggerated and that there are challengingdata and anomalies that need to be examined, exploredand explained. However, the basic premise of the editorialis flawed. A balanced assessment would be more usefulfor advancing our understanding of the human changeprocess and for exploring both the stage and state aspectsof this process.Dr West’s critique is really a criticism of the stages ofchange and not the entire model. As is true of many previous critiques, he focuses on assessment of the stages ofchange and issues about time frames and labels.Although they are closely related, it is important not toconfuse construct with assessment and confound operationalizing a construct with the phenomenon that theconstruct is supposed to help explain.The dimensions of the Transtheoretical Model offer aframework that makes explicit elements of a humanintentional behavior change process and answers thequestion: what does it take for individuals to accomplishsuccessfully sustained behavior change? In contrast to aprior view of change as an on/off phenomenon (unmotivated or motivated; action or inaction), the originalinsight underlying stages of change was that thereappear to be a series of identifiable and separable tasksinvolved in changing a specific behavior. Stages were away to segment the process into meaningful steps relatedto critical tasks, namely concern about the problem andconsideration of the possibility of change, risk rewardanalysis and decision making, planning and prioritization, taking action and revising action plans, and integration of the behavior change into the person’s life-style.The terms ‘precontemplation’, ‘contemplation’, ‘preparation’, ‘action’ and ‘maintenance’ were an attempt toidentify specific steps or stages in the process and isolatesubsets of people who had similar tasks to accomplish asthey move forward in the process of change. Stages havealways been considered states and not traits so they arequite unstable and individuals can move between themquickly, engaging and abandoning some of these taskseven within a single session of intervention. The exception seems to be the action to maintenance shift, whichappears to need the passage of time for the task of consolidation of change. Individuals can also become stuck in atask, such as considering change for long periods of timebefore taking action. The labels and attempts at makingstages operational for assessment were thoughtful butarbitrary ways of labeling these sets of tasks and subgroups of people. Early work with the model followedlarge numbers of smokers for 2 and 3 years with andwithout interventions tracking their progress or lack ofprogress through the process of change. This extensiveresearch supported stage differences and the importanceof processes of change in the transitions from one stage tothe next (DiClemente & Prochaska 1998).Making a concept operational so that one can assessthe phenomenon is always arbitrary, and simply anattempt to create a dividing line that could be useful inisolating a concept or construct. This is true for all ourCommentaries 1047© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050psychological concepts such as stress, depression, anxiety, addiction, etc. Constructs always differ from the phenomenon and operationalizing and assessing are alwayschallenging. Although few would deny the existence ofanxiety or depression, there are many different ways ofoperationalizing these constructs, assessing individualswho may or may not have these conditions, and understanding the phenomenon. Problems of operationalization make it more difficult to study the phenomenon butshould not be confused with the value of the concept orconstruct. The objective of the TTM and the researchexamining the model has been to enhance our understanding of the process of change and our ability tointervene in this process and not to identify a rigidlydefined set of stages and prove the existence of thosestages.The key questions are whether these tasks are definable and separable to some degree, whether it is helpful toseparate these tasks in order to better conceptualize andmanage change, and whether we can identify and assistindividuals or groups who seem to be engaged in thesesimilar tasks. These separate tasks are not unique to theTTM and have been identified in many current theories ofhealth behavior change. Both the health belief model andBandura’s social cognitive theory describe decisionalconsiderations and self-evaluations that precede takingaction (Bandura 1986). The theory of planned behavioridentifies implementation planning as an importantdimension of change that precedes action. Early actionappears to be different from successfully sustainingchange, as is discussed in Marlatt’s relapse preventionmodel (Marlatt & Gordon 1985). What the stages do is toorganize these tasks into a logical sequence of activitiesthat seem to build upon one another. Individuals uninterested in change or unconcerned about a currentbehavior should differ from those convinced of the needto change and preparing for action both in their view ofchange and what they are doing to create change. However, simply because specific tasks can be identified as distinct does not mean that they are discontinuous anddichotomous. These tasks are part of a larger process ofchange and build on one another. Critical stage tasksneed to be completed in a ‘good enough’ fashion to allowthe individual to move forward but in reality stage tasksare not completely accomplished until successfully completed change is achieved. It seems obvious that someonecan move into action without having completed theproper decision-making, planning or prioritizationneeded to make the change successful. Stages are notboxes from which individuals jump, one to the next, inorder to make change, but represent tasks that can beaccomplished to a greater or lesser degree. In fact, relapseseems to be related to the quality of the accomplishmentof the stage of change tasks and not simply whether onetakes action. Recycling through the stages and the multiple attempts that individuals make in order to successfully recover from addiction seem to support the role ofsuccessive approximation in completing the decisionmaking, the commitment, the preparation, the plan andthe implementation in such a manner that can supportsuccessfully sustained change.Dr West contends that this view obstructs the view ofthe role of ‘moment to moment balance of desire versusvalue’ and the role of circumstances. I would argue thecontrary, that the stages offer a way of viewing and studying how the momentary and the circumstantial interactwith the larger process of change. There are implicit andexplicit cognitions and a host of normative comparisonsand self-evaluations that are operative in the process ofchange. Motivations are often momentary. Changeattempts can be very spontaneous looking and responsiveto specific events. I remember my days as a smoker whenI would wake up and say to myself that this is it and throwaway the cigarettes, only to search for them later thatmorning and abandon my attempt. Certainly there aremomentary influences and actions, but they seem part ofa larger process of change. Not until I was able to be convinced and convicted about smoking cessation, created aplan that could work for me and was able to stick withthat plan did I successfully quit smoking. Momentaryevents are not contrary to a process perspective, but complement it.There is ample evidence of significant differencesamong subgroups of individuals classified into differentstages that do not simply mirror ‘common sense’ differences between people actively changing and those whoare not as was indicated by Dr West. Across multiplebehaviors (smoking, dietary behaviors, physical activity,alcohol consumption and drug abuse) there are interesting and consistent differences among subgroups onmeaningful process of change dimensions. In longitudinal studies there have been consistent findings that individuals in earlier stages have less success in sustainingbehavior change. Dr West ignores these data.The model has also assisted in exploring interestingphenomena, has contributed to changing how treatmentprofessionals approach individuals referred to treatmentand challenged the field to think in a more differentiatedand complex manner about health and addictive behavior change (Stotts et al. 1996; Carbonari & DiClemente2000; DiClemente et al. 2003). The claim that the modelis hindering advances and exploration seems clearly erroneous. Practitioners have made interesting and creativechanges in the way they offer services and approach clients. Individuals who are in the process of change havetold us repeatedly that the model seems to reflect theirexperiences of changing a health behavior. There isincreased emphasis on early interventions and how inter-© 2005 Society for the Study of Addiction Addiction, 100, 1040–10501048 Commentariesventions can influence even people who seem to lackmotivation. Although often problematic in how stagesare assessed and simplistic in approach, research studiesinto the process of change have grown exponentially. In arecent presentation at the meeting of the Association forthe Advancement of Behavior Therapy, colleagues and Iexamined measures of stage and process of change in adually diagnosed sample of seriously mentally ill withcocaine dependence to see if measures looked the sameand were influenced by neurocognitive status. This led toan interesting discussion of whether seriously mentally illpeople accessed an intentional process of change or weremore influenced by current considerations and socialinfluences. Dr West’s contention that the model must bejettisoned before alternative views can be explored issimply not true, or is true only for those treating themodel as a religion and not a heuristic model to explorethe change process.Interment of such a provocative and heuristic modelseems premature and unnecessary. It would be a mistaketo return completely to a state model resembling the on/off views of the past. Readiness to change is not a singleconstruct but a compilation of tasks and accomplishmentsthat can produce both momentary change and sustainedchange. Pitting state against stage does a disservice to theprocess of intentional behavior change. In fact, this process incorporates and can elucidate many of the issuesthat Dr West identifies in his closing paragraph. There isclearly much more to understand about the process ofchange and how individuals go about creating and stabilizing a new behavior or abandoning one that is well established. The process involves biological, psychological andsocial/environmental determinants that are momentaryand more stable. However, the process of change appearsto be a very productive way to try to integrate these dimensions (DiClemente 2003). Hopefully, a dialogue on howthe model does or does not fit the process of change andhow various new discoveries challenge the model or makeit obsolete can promote a more complete and scientificunderstanding of human intentional behavior change.CARLO C. DICLEMENTEDepartment of PsychologyUniversity of MarylandBaltimore CountyMDUSAE-mail: diclemen@umbc.eduReferencesBandura, A. (1986) Social Foundations of Thought and Action: ASocial Cognitive Theory. Englewood Cliffs, NJ: Prentice-Hall.Carbonari, J. P. & DiClemente, C. C. (2000) Using transtheoretical model profiles to differentiate levels of alcohol abstinencesuccess. Journal of Consulting and Clinical Psychology, 68, 810–817.Connors, G., Donovan, D. & DiClemente, C. C. (2001) SubstanceAbuse Treatment and the Stages of Change: Selecting and PlanningInterventions. New York: Guilford Press.DiClemente, C. C. (2003) Addiction and Change. How AddictionsDevelop and Addicted People Recover. New York: Guilford Press.DiClemente, C. C., Carroll, K. M., Miller, W. R., Connors, G. J. &Donovan, D. M. (2003) A look inside treatment. Therapisteffects, the therapeutic alliance, and the process of intentionalbehavior change. In: Babor, T. & Del Boca, F. K., eds. TreatmentMatching in Alcoholism, pp. 166–183. Cambridge, UK:Cambridge University Press.DiClemente, C. C. & Prochaska, J. O. (1998) Toward a comprehensive, transtheoretical model of change: Stages of changeand addictive behaviors. In: Miller, W. R. & Heather, N., eds.Treating Addictive Behaviors, 2nd edn, pp. 3–24. New York: Plenum Press.DiClemente, C. C., Schlundt, D. & Gemell, L. (2004) Readinessand stages of change in addiction treatment. American Journalon Addictions, 13, 103–119.DiClemente, C. C. & Velasquez, M. (2002) Motivational interviewing and the stages of change. In: W. R. Miller & S.Rollnick., eds. Motivational Interviewing, 2nd edn: PreparingPeople for Change, pp. 201–216. New York: Guilford Publications, Inc.Marlatt, G. A. & Gordon, J. R. (1985) Relapse Prevention. NewYork: Guilford Press.Prochaska, J. O. & DiClemente, C. C. (1998) Comments, criteriaand creating better models. In: Miller, W. R. & Heather, N.,eds. Treating Addictive Behaviors, 2nd edn, pp. 39–45. NewYork: Plenum Press.Stotts, A., DiClemente, C. C., Carbonari, J. P. & Mullen, P. (1996)Pregnancy smoking cessation: a case of mistaken identity.Addictive Behaviors, 21, 459–471.West, R. (2005) Time for a change: putting the Transtheoretical(Stages of Change) Model to rest. Addiction, 100, 1036–1039.Blackwell Science, LtdOxfo100••••Original ArticleCommentaryCommentaryCommentaryWHAT DOES IT TAKE FOR A THEORYTO BE ABANDONED? THETRANSTHEORETICAL MODEL OFBEHAVIOUR CHANGE AS A TEST CASEI am grateful to my fellow researchers for their thoughtfulcomments on my editorial arguing for abandonment ofthe Transtheoretical Model of Behaviour Change (West2005).Herzog (2005) notes that the popularity of the modeldoes not seem to derive from a close analysis of its scientific merits. Etter’s (2005) commentary elaborates onsome of the major conceptual problems with the TTM.Hodgins (2005) notes limitations in the evidence base insupport of the model and argues for a moratorium onuncritical use of the model. However, he argues that themodel has been and could continue to be a useful stimulus to research. I have regretfully to demur for the reasonsgiven in the editorial.Sutton (2005) has argued for many years that themodel cannot be recommended and my editorial does lit-Commentaries 1049© 2005 Society for the Study of Addiction Addiction, 100, 1040–1050tle more than reinforce that view. However, he takes issuewith me on two counts. First, he argues that the finding of‘stage transitions’ which represents the main evidence infavour of the model, though common sense, is not trivial.Yet surely showing that individuals who at time A arethinking about doing something, or indeed trying to dosomething, are somewhat more likely to have done it attime B is not a major contribution to understanding ofmotivation.Secondly, Sutton argues that the failure to show thatTTM-based interventions are more effective than moretraditional interventions might have resulted from nothaving used the model appropriately. This kind of argument is deployed a great deal when empirical studies failto support theories in psychology. It cannot be ruled outas an explanation in this case. The problem is that it cannever be ruled out. How far should we go in allowing thiskind of ‘get out clause’? There is no simple answer, but ifa model has conceptual flaws and counterexamplesranged against it and if, after many years of research,independent reviews conclude that it has not led to development of more effective interventions, perhaps that isenough.DiClemente (2005) acknowledges that there are validconcerns with the model and rightly points out that myeditorial says little of substance that is new. However, hebelieves that the basic premise of the editorial is flawed.He argues that stages have always been considered statesand not traits and they are quite unstable, even changingwithin a session. But he also argues that the model aimedto segment people into those that could benefit from different types of intervention. These two statements seemat odds because there would not be much purpose in segmenting people on the basis of a state that is in any eventunstable.He also argues that my editorial confused the operationalisation of stages with the underlying concept. Inbehavioural research operationalisations are neededwhen we cannot measure something directly; the question here is what exactly is it that we are trying to measure and whether it has any reality beyond the method ofmeasurement. It is obvious that some smokers who,when they think about it, have some kind of intention tostop at some point in the not too distant future while others do not. It is also obvious that some smokers (we do notknow how many) will make more definite plans to stop ona particular date which they may or may not put intoeffect. If one wishes to go beyond this and posit ‘stages’that represent some more abstract and stable entity, theoperationalisation must specifically address the coredefinition of a stage which involves (1) stability and (2)discontinuity. The use of arbitrary dividing lines does notdo this. Using arbitrary dividing lines to put people’smotivational condition into artificial categories encourages people to make statements such as ‘xx% of smokersare in the contemplation stage’ as though the figurereferred to some real quality attaching to those individuals when it does not.DiClemente argues that the stage approach provides aframework into which momentary influences and statescan be understood and harnessed. He cites his own experience of stopping smoking in which the formulation of aplan to which he was committed was a precursor for lasting change. I doubt whether anyone would dispute astatement that making a plan to which one is committedcan (but does not always) help to combat momentarywishes and urges. Put in those terms, it seems, againto be a statement of the obvious. Put in more rigidterms—that making a plan to which one is committedis needed for lasting change—it is contradicted bycounterexamples.DiClemente says that I have ignored data showingthat people in earlier stages are less likely to sustainbehaviour change. But I did not ignore this data; I andother commentators have merely said that this kind oftest is too weak and that where stage assessment has beencompared with a simple rating of desire or an addictionmodel, it has been less successful. The onus is very muchon the proponents of the TTM after many years and hundreds of research papers to point to evidence that theirapproach predicts actual behaviour better than simplealternatives.It seems like a very negative thing to call for the abandonment of something into which so much has beeninvested. However, I think there is an onus of those ofworking in the field to be rigorous and objective in ourevaluation of theories and models. In the end it is selfdefeating to persist with ideas that are misconceived. Theproblem of theories that are developed and pursued without adequate regard to counter-examples and to whetherthey provide better prediction of behaviour than existingaccounts is endemic in behavioural research. Perhaps thetime has come for a root and branch review of our methods of theory development, testing and application.Here is a simple common sense account of healthrelated behaviour. It contains no insights derived fromformal study but is merely an articulation of what anyintelligent lay person might propose:‘Engaging in or failing to engage in health-protectivebehaviour patterns depends on opportunities affordedby the one’s social and physical environment and thebalance of motivations when those opportunities arepresent. These motivations include desires, urges,needs, habits, evaluations and level of commitment toany prior resolutions. The specific problem for healthpromoting behaviours is that they are often less pleasant than the alternatives on offer at the time. Inter-© 2005 Society for the Study of Addiction Addiction, 100, 1040–10501050 Commentariesventions to reduce chronic unhealthy behaviourpatterns involve reducing opportunities for unhealthybehaviours, increasing opportunities for healthybehaviours, reducing the actual or perceived attractiveness of or need for the unhealthy option, increasing the actual or perceived attractiveness of thehealthy option, and prompts to make and keep to resolutions to make lasting changes.Addiction presents special problems because theaddictive behaviour (usually a drug) causes changesto the addict’s CNS and/or social and physical environment which undermine desires to remain abstinent and/or heighten desire to continue with theactivity. This means that more powerful and sustainedinterventions to bolster motivation to abstain and toreduce motivation to engage in the addictive behaviour are needed.’Any supposedly scientific model of behaviourchange should be able to do demonstrably better atprediction and development of interventions than anoperationalisation of this model than this. It should notbe hard.ROBERT WESTHealth Behaviour UnitDepartment of Epidemiology, Brook HouseUniversity College London2–16 Torrington PlaceLondon WC1E 6BTE-mail: robert.west@ucl.ac.ukReferencesDiClemente, C. (2005) A premature obituary for the Transtheoretical Model: a response to West (2005). Addiction, 100,1046–1048.Etter, J.-F. (2005) Theoretical tools for the industrial era insmoking cessation counselling: a comment on West (2005).Addiction, 100, 1041–1042.Herzog, T. (2005) When popularity outstrips the evidence: comment on West (2005). Addiction, 100, 1040–1041.Hodgins, D. (2005) Weighing the pros and cons of changingchange models: a comment on West (2005). Addiction, 100,1042–1043.Sutton, S. (2005) Another nail in the coffin of the Transtheoretical model? A comment on West (2005). Addiction, 100,1043–1046.West, R. (2005) Time for a change: putting the Transtheoretical(Stages of Change) Model to rest. Addiction, 100, 1036–1039.

HRM531 Human Capital Management Week 5 DQ

What is the relationship between the business strategy and an entity’s organizational culture regarding recruiting decisions? Is it possible to strengthen the organizational culture without coordinating an enhanced recruiting effort? Explain your answer.

 

Which employee selection method would you recommend using? Provide an example and explain the positives and negatives attributed to this method. Use at least one short quote from Cascio to support your answer.

 

 

Watch the “Week Five Difficult Concepts” video.

Describe how you obtained new leads through networking in your previous job, or, Give me an example of a customer you’ve maintained through the years, and what did you do to maintain that relationship?

 

 

Watch the “Joby: Global HR Management” video.

The “Joby: Global HR Management” video provided an interesting glimpse into the HR practices of a creative, global organization. The organization has no HR department by considering each manager responsible for important HR management. The video also provided an interesting perspective on selection. After hiring a recruiting firm for source candidates for an international marketing position, the company found that the best candidate was an internal candidate who was in a different job.

 Should a company conduct an internal recruitment before expanding the search for candidates? Or, should the company conduct an external search while allowing internal candidates to apply? Some internal candidates I have worked with consider the decision to recruit externally a decision that internal candidates are not qualified.  What is your experience?

 

 

 

Watch the “Recruitment and Selection” video.

Step Five in the video is to develop a diverse pool of candidates. In the video Anne recommends, “…when you’re open to developing a diverse culture for your organization, your outreach should be as broad as possible,…”

 Anne also recommends looking for the “qualities and the qualifications” the organization needs to do the job. In your experience can the manager’s look for the “qualities and the qualifications” provide the rationale a manager needs to avoid developing a diverse pool of candidates?