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Peterloo Poets
Poetry Publishers 1972 - 2009
We are sorry to announce the death of John Whitworth 11.12.1945 to 20.04.19Many of you will know John was a well loved and respected member of the Peterloo Poets "family" in its day and was a staunch Peterloo Poets supporter over the years.The funeral will take place at Barham Crematorium Chapel at 12:40pm on Wednesday 22nd MayBarham Crematorium (CT4 6QU) is 9.6 miles (a 20 minute drive) from Canterbury, using the A2 to Dover.No flowers, please, but any donations would be appreciated, in John's name, to: Pilgrim's Hospice, 56 London Road, Canterbury, Kent, CT2 8JA or online at www.pilgrimshospices.org
Following his editorship of the poetry magazine Phoenix (1958 - 1975), Harry Chambers founded Peterloo Poets in Manchester in 1972. Peterloo's first two full collections published in 1976 were Elma Mitchell's The Poor Man in the Flesh and Edmond Leo Wright's The Horwich Hennets. Peterloo Poets went on to publish 240 volumes of poetry.
To view the full Peterloo Poets Catalogue Click here
SCAMMELL, William
Original Cover Price:
ELDORADOPoems by William Scammell_________________________________________________________________________________
William Scammell's first book of poems, Yes and No, received a Cholmondeley Award from the Society of Authors, and established his reputation as one of the liveliest and most readable poets of his generation. His next two volumes, A Second Life and Jouissance, a Poetry Book Society Recommendation, were widely praised by reviewers:
'He has a marvellous longish poem called 'Metamorphosis' that reads like a slice of Byron's Don Juan . . . Lots of bang and no whimper.'Robin Bell, Spectator'Scammell passes two crucial tests: he can make memorable lines . . . that alter your perceptions, and his poems usually end well – the clinching, shaping spirit.'Alexis Lykiard, South West Review'he makes all . . . subjects matter for celebration. The richly physical language seems to embrace the attitudes, so that even when he is writing to satirize or put an experience in perspective, there is never the sense of mean-spirited rejection . . . I share with others the admiration for the Peterloo Poets' imprint, particularly the way they can put the fashionable to shame and produce winners from unlikely stables. With A Second Life it's been done again.'Brian Jones, London Magazine'an immensely enjoyable collection . . . Scammell is the luck any small publisher deserves, and I hope Jouissance sells out again and again.'John Lucas, New Statesman'There are poems in Jouissance I shall be reading again and again.'Louis Simpson
In this new collection Scammell deepens and extends his range, moving easily between free verse and the strict forms for which he is already well known. Whether writing of his recent travels in America, or exploring the pleasures and pains of youth in the long title poem, set in the West Indies, or casting a quizzical, approving eye over the marvels of the daily round (music, trees, alternative medicine, haircuts, uncles, a restless wife, a peaceful lake . . .), or brilliantly Englishing a variety of French poems, he never fails to interest, amuse, and enlighten.William Scammell has worked as a lecturer in English, working in the field of adult education, and has been a regular contributor to the TLS, London Magazine, Poetry Review, Spectator and other journals. His critical study of Keith Douglas has been published by Faber.
First SailingImagine a thousand giant horseshoesriveted together for good luck.Imagine the decks stacked up like an in-tray,the infant-class-drawing funnelsfollowed to the inch, the ton, slopingback their ears and ready for the off.Something is shaking the thing awakeunder your feet and you race up on deckwhere the wind off the Solentflattens one side of you like a plank.The handrail warps and judders; at a blastof the last trump the whole shipthinks itself into a greyhound trembleand dreams away from the quay,scouring a giant glass for seagullsto scream in. The horizon turns slowlyround and proceeds to forget youlike relatives going home after a visit.You have landed in luxury's hard lap.Your wake stretches from here to nowhere._________________________________________________________________________________
ELDORADOPrice £7.95 per copy post free (£5.30 post free to Associate Members)Cover painting: 'Dreaming' by Jackie Scammell.Publication: AUGUST 1987 (71 pages laminated paperback)

subset: commoncrawl


text: Categories Life & Everything Else Social & Political PodSlam: See it, hear it Post author By internetmedias Post date February 28, 2006 <![CDATA[Podslam is a project that Britt Blaser's been working on. Great, provocative content. Check it out. Technorati Tags: podcast, poetry ]]> ← Is this a great country, or what? → Resign, don't whine


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Good health starts in a healthy home, but toxins in the everyday products you use in your home can negatively impact your health and well-being.
Some can mess with your hormones and others can have triggering reactions on your nervous system, which is especially important if you have kids with ADHD, autism, asthma or allergies.
If you feel confused about the simple, practical things you can do, don't worry.
Here are some easy ways to decrease these invisible hazards. Here's a list of nine items you want to rethink using, and how to shop smarter.
Scrubbing Tile Cleaner
Put some baking soda in a grated cheese container (the kind you find at pizza parlors) and sprinkle it on bathroom sinks, tubs, and showers before scrubbing.
For tough stains, make a paste of baking soda and a little water. Smear it on the spot, let it sit for half an hour, and sponge off.
Laundry Bleach
Instead of bleach, try adding ½ cup of borax or 1 cup of 3% hydrogen peroxide to whites, or one cup of white vinegar to darks (to prevent fading).
Fabric Softener
Try one cup of baking soda for clothes. For towels, add ½ cup of vinegar to the rinse cycle.
Fabric softeners can make towels less absorbent, but vinegar deodorizes and softens them without compromising absorbency.
Scouring Pad
Scrub stainless-steel pots and pans with baking soda; it won't scratch and will give everything a shine.
Nasty gunk at the bottom of a pot? Make a paste of baking soda and water, cover the gunk, and let it sit for 30 minutes.
Pretty up your stainless-steel sink with the stuff while you wait.
Toilet Bowl Cleaner
Pour 16 ounces of vinegar into the bowl at night; scrub away grime in the morning.
Drain Cleaner
Pour ½ cup of baking soda into the drain, then slowly add ½ cup of vinegar. Let sit for 30 minutes, then flush with hot water.
Window, Mirror, and Glass Cleaner
Equal parts water and vinegar make windows and other glass gleam. In fact, if you rub a little on your specs, the whole world will get brighter.
Spray Kitchen Cleaner
Fill a metal or glass spray bottle with 3% hydrogen peroxide, then use to disinfect countertops, appliances, and even wood cutting boards.
It'll give your entire kitchen a clean, fresh smell. For even more antigerm power, fill a second metal bottle with vinegar (either white or apple cider) and apply after the peroxide.
Word to the wise: Don't mix both liquids in the same bottle, and don't use vinegar on granite or marble.
Oven Cleaner
Fill a heatproof deep pan with water, put it on the oven rack, and warm until the steam softens baked-on grease.
After the oven cools, use a paste of equal parts salt, baking soda, and vinegar as a scrub.
Beth Greer is the author of "Super Natural Home ".


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Gardening at Home with Kids
by HomeAdvisor | 12-Feb-2018
If you like digging in the dirt, you might enjoy gardening, too. Growing a garden with your kids will help you learn about plants. You might grow flowers or vegetables in your yard or inside your home in containers. As you work to take care of your plants, you will need to make sure they get water and sun to grow.


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When Fabio Capello made his call to Jamie Carragher asking if he'd consider coming out of international retirement I reckon Leighton Baines and Stephen Warnock's hearts sank.
England's canny Italian coach knew that with the versatile Liverpool man he would be getting three for the price of one.
An experienced central defender who is also accomplished in both full back roles.
With cover needed for Glen Johnson at right back and Ashley Cole at left back Carragher was the perfect fit.
It means Everton's Baines and Aston Villa's Warnock find their two caps between them dwarfed by Carragher's 34-cap England CV and flexibility.
With Carragher installed it also puts the pressure on a central defender.
Rio Ferdinand and John Terry are nailed on, which turns the spotlight on Ledley King, Matthew Upson and Michael Dawson.
Experience-wise it is a no-brainer.
It should be King and Upson with 19 caps apiece as understudies to the main pairing down the years.
But going into a World Cup there has to be room for one or two bright young things who have stormed through on the back of an excellent personal season.
Having been a stalwart of the Tottenham side who won the fourth Champions League spot the up-and-coming talent of Dawson deserves the chance. For me, it would be Upson who'd make way.
Midfield is the biggest department in the squad and could be trimmed by three bodies.
Breaking up the central midfield domination of Frank Lampard, Stephen Gerrard and Gareth Barry has been mission impossible.
And provided Barry is fit enough to make the plane to South Africa, in my book it looks like West Ham's Scott Parker and Tom Huddlestone of Tottenham will be the unlucky ones sacrificed by Capello.
After an outstanding season, City target, James Milner has to stay, as much because of his form for Aston Villa as his ability to play wide midfield, central and even as a left back.
Michael Carrick gets in by the skin of his teeth even after a nondescript finish to his United campaign, but you wonder if the same would have been said if Paul Scholes had answered Capello's last ditch SOS when naming his provisional 30-man squad.
There is a plethora of wingers with City's Adam Johnson and Shaun Wright-Phillips contesting wide roles along with with Arsenal's Theo Walcott, Joe Cole of Chelsea and Aaron Lennon of Tottenham.
Wright-Phillips will be feeling under the most threat, but I think his fatter England portfolio swings it for him.
After that it is a straight toss up between Walcott and Lennon for the other berth on the flank.
And given Walcott's blistering form in Croatia early in Capello's England tenure he should get the nod.
Which leaves the attack and one more facing the chop before the South Africa plane seat plan is organised.
I think Wayne Rooney has got to be sweating (only kidding). Rooney, Peter Crouch and Jermain Defoe have got to go because of their scoring records which leaves Darren Bent or Emile Heskey.
I am not a major fan of Heskey but with 57 caps he knows what it is all about whereas Bent has not had much opportunity but does have a superior scoring record last season. But Villa beat Sunderland on this occasion.
Seven to leave behind: Leighton Baines, Matthew Upson, Stephen Warnock, Tom Huddlestone, Scott Parker, Aaron Lennon, Darren Bent.
Do you agree? Have your say.
Stuart Mathieson: England's final 23
When Fabio Capello made his call to Jamie Carragher asking if he'd consider coming out of international retirement I reckon Leighton Baines and Stephen Warnock's hearts sank.
When Fabio Capello made his call to Jamie Carragher asking if he'd consider coming out of international retirement I reckon Leighton Baines and Stephen Warnock's hearts sank.


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This 6 1/2" universal Flex-a-lite electric fan can be mounted to auxiliary oil coolers or in other applications that require a compact and powerful fan
Compact Design
340 CFM of airflow
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Depth: 2-3/8"
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Product Reviews
For the product: White Labs East Coast Ale Yeast (WLP008)
Average Ratings:
Rate this Product:
"Worked well in my pumpkin ale."
Sergey Gronin on 11/30/2011 12:30:57 PM
Rate this Product:
Review Comments: This strain worked well in my pumpkin ale. Tastes sligtly sour but indeed very suitable for spiced pumpkin beer.


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How You Drinking Beer At The Pub Can Help The Farmers
Now you can raise a glass for a good cause, with a charity campaign sending money from beer sales to drought-stricken farmers doing it tough.
Over the weekend of October 25-27, hundreds of pubs nationwide will take part in the 'Let It Pour' campaign for drought relief. Money raised will go to a fund organised by Rotary and administered by Bendigo Bank, with venues to raise cash through beer sales, sausage sizzles and other family activities.
The Great Northern Brewing Company is donating 1000 kegs of beer to the campaign after Let It Pour raised $1 million last year.
"People living in North Queensland know only too well the devastating effects of extreme weather events – be it drought or floods or cyclones," said outback adventurer and Great Northern Ambassador, Matt Wright.
"More than ever, we need to show that true-blue Aussie spirit of helping our mates and Let it Pour is a way for everyone to lend a hand. All you need to do is buy a beer and you'll be helping a farmer."
READ MORE: The Drought Isn't Over Just Because The Media Coverage Is
READ MORE: Council Given $1 Million In Drought Funding, But They Don't Want It
Large parts of the country remain in the grips of a stifling drought. The Bureau of Meteorology reported this week that rainfall in September was "below to very much below average for most of Australia", with record low rainfall in many areas across the Murray-Darling Basin.
"Water storages in the northern Murray–Darling Basin extremely low, with no significant inflows during September. Above-average September rainfall in Sydney failed to replenish its major water storages," the BOM said.
Wright reminded people that those in the regions are still doing it tough, as "farms are destocking, businesses are shutting and families are hanging on by their fingernails."
Philip Archer, from Rotary, said the funds last year went to worthy causes, and would again in 2019.
"Last year, funds were given to people who needed help with everything from feed and water for livestock to school supplies for children, repairs for their farm machinery and food for their dinner tables," Archer said.
"They were overwhelmed and incredibly touched by the generosity of Australians in both urban and regional centres and found great comfort in their show of support as they turned out in droves to events across the country."
The fundraiser is one of many running through the country for drought relief, and in a similar vein to the 'parma for a farmer' campaign which raised $1 from pub meals to benefit Rural Aid's Buy a Bale campaign.
Great Northern's Antonia Ciorciari said the brand had begun in Queensland and was honoured to be lending a hand to regional areas still struggling.
READ MORE: Parma For A Farmer Drought Fundraiser Is Coming Back
READ MORE: What's Keeping Farmers Positive During Tough Times
"Let it Pour is our way to give back to some of the very people who have been our biggest supporters and we want them to know we are behind them," she said.
"Wherever you are in Australia on October 25 - 27, find your nearest pub or club hosting a Let it Pour event and raise your glass to their incredible resilience as we all wish for better times ahead for our farmers."
A list of participating venues is listed on Let It Pour's website.


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Before your first visit to SafariPlay, register online and avoid wastied fun time.
Fast track on arrival and discounted tickets (if bought 2 days in advance).
Find out more
Find out more
Find out more
Find out more
Please note we occasionally operate special opening times for events and holidays, click here to check these dates.
NOTE: For the safety of staff before and after opening we operate a cashless Safari. All major credit and debit cards are accepted with no minimum spend.
|Under 6 months
|6-11 months
|Children 1 – 3 yrs
|Children 4 – 12 yrs
|Young People* (13 - 17 yrs)
|Adults (Aged 18 yrs+)
|Ofsted registered child minders (Please bring your Ofsted certificate on first visit)
|*must be accompanied by an adult
Peak times: weekends & school holidays
Off-peak times: mid-week term time
WOW – what a deal, visit after 3.15pm during term time and we have these amazing deals:
|Under 1's
|Children 1 – 12 yrs
|Young People* 13 - 17 yrs
|Adults (Aged 18 yrs+)
|Ofsted registered child minders (Please bring your Ofsted certificate on first visit)
|Play and eat 1 - 12 yrs
|Play, eat + ice cream
Sign up and start saving. Looking for a place to regularly relax with the family? Are the kids always asking how soon until they can come back?
Sign up now for a Safari Play Pass and enjoy entry to all our venues for a fraction of the cost if you are planning to visit regularly.
We have both annual and pay monthly options. Click below to find out more...
Themed Children's Parties
Does your child love princesses, pirates, superheroes or football? We even have laser tag in the play frame or build-a-bear during your party. We have a special party for everyone and booking your party could not be more straightforward.
We have a real-time ONLINE booking system so you can check availability and book at any time of day or night. You also get a free pot of fresh filter coffee or tea serving up to 8 adults if you book online.
If you prefer to book over the phone, call our extremely friendly Safari MK Events team on 01908 565165, option 2 and the office is even open 7 days a week to make it easy for you.
Coming out for a nice family meal may not be your first thought at a leisure venue. However, our Safari MK site won best indoor play food and beverage experience in the whole of the UK and we expect Peterborough to keep improving the standards. So come for the play and stay for the food!
Great place to bring your children to play. Great cafe with very tasty food options with reasonable prices. Great staff who are always on hand. Keep it up guys!
Great for the kids with friendly helpful staff. Plenty of activities for the children. Nice little snack bar with hot and cold food options.
We had a lovely play today with our 3 children and 3 nephews. The place was clean and tidy. The food was good... A great setting for children/adults with additional needs as nothing is too much trouble. Thank you
Visited for the first time today. Friendly staff, the play area was clean and the kids had a great time.
I would highly recommend this place for a birthday party. My son had his 4th birthday party here on 29/12/19. My child and his friends highly enjoyed the whole day and experience.
Thankyou guys for an amazing experience and party for my son.
Safari MK soft play and party venue welcomes families and groups with children with special needs at all times.
If you prefer we have a monthly evening providing exclusive use to children with special needs and their siblings at only £5 per child and all adults are free. Please see our events page for dates but normally the second Thursday of the month.
Whatever your query please do not hesitate to contact us. We have a very friendly team in the office 7 days a week from 9.30am to 6pm. Please note that reception does get busy serving customers and you are always welcome to call the office to speak to someone.
Call 01908 565165 option 2 for our office team and option 3 for reception
Email firstname.lastname@example.com


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Admitting Clerk - full time
Job Description
Melbourne Regional Medical Center is a comprehensive health care provider in Brevard County, Florida—the Space Coast.
As Melbourne Regional Medical Center continues its focus on providing the highest quality of patient care to the Space Coast community, it has earned numerous awards, recognitions, and certifications from a variety of standards bodies, commissions, and other highly regarded organizations. These accolades are validations that our commitment to quality, comprehensive and accessible care is second to none.
Opened in 2002, Melbourne Regional Medical Center is unique, inside and out. All 119 private rooms are designed for patient comfort and satisfaction. Melbourne Regional Medical Center is currently undergoing an Operating Room expansion in which we excited to better serve the community.
Job Description:
Registers patients and processes related paperwork. Duties include interviewing patients, preparing standard registration forms, and performing other admission or transfer related tasks. May be expected to perform clerical and secretarial work. Relies on limited experience and judgment to plan and accomplish goals. Performs a variety of tasks. Typically reports to a supervisor and/or manager. Requires a high school diploma or its equivalent and 0-2 years of work experience in a related field. Familiar with standard concepts, practices, and procedures within a particular field.
Melbourne Regional Medical Center Recognitions
- Joint Commission accredited hospital
- Certified by the American College of Radiology (Mammography)
- Joint Commission accredited in Lab
- Flexible shifts
- Competitive salary
- Excellent differentials
- National certification and higher education pay
- Outstanding culture and employee satisfaction scores
- Full benefits (medical, dental, vision, 401k)
- Sick, vacation, and holiday time
Application Instructions
Please click on the link below to apply for this position. A new window will open and direct you to apply at our corporate careers page. We look forward to hearing from you!Apply Online
Posted: 3/19/2020
Job Status: Full Time
Job Reference #: 26028


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Macphun did it again. Luminar is in my opinion, another editing tool that will help thousands of photographers of all levels. The interface is easy to use and also has very advanced features that will please avid post processing photographers. I spent one week exploring the new and slick Macphun software and here is what
Tag: Photography
Click here for the tutorial files.
I have been very impressed with the beauty found in the Olympic National Park in Washington state, USA. The park is very diversify with mountains, lakes, rivers, and the Pacific coast line. You can visit it the easy way driving your vehicle from campsites to lookouts or pack your backpack and hike the step terrain for
Here is a few ideas for last minute Christmas shopping. Get Luminar, the brand new Macphun editing software for MAC. Luminar is the new simple but yet very powerful editing software. Imagine a blend of MAC Photos, Adobe Lightroom and Photoshop for only 69.99 CDN$. (from the app store) Aurora HDR 2017 for MAC. A
Hello everyone. I wanted to share my four e-Guides with my followers. There are now available for download for free from my Dropbox account. Just click on the images to have access to the link. Enjoy!
I have been looking lately into all of the photo apps offered on the Apple App Store. My goal is to find good free or decently priced software that will work with MAC Photos. The Apple team suggested the Bokeh app on the main page. I decided to invest the $1.39 CDN and take a
One of my subscriber asked me how to watermark an image with Mac Photos. I had to dig deep in the Google world to find a work flow that works at a decent price. I haven't found any free way to add a image or .png file to a picture in Mac Photos. So you'll
Digital blending is one of my favorite post production technique. It is a fantastic way to create stunning vibrant images. The downside is it's somewhat time consuming if you don't have the right tools for the job. I have been a fan of Jimmy McIntyre's Raya Pro Panel for a while now. I can't
I have recently got the MacPhun Snapheal software for free when I entered a photo contest with Viewbug. I quickly downloaded the software and realized that it can work as an extension for Mac Photos. I was delighted to see that you can do a whole lot for only $7 Cdn. This program will allow you
There is no way to create a High Dynamic Range images if you are only using the Mac Photos software. The only solution I have found is to use a third party software like the free HDR Efex Pro 2 from the Google Nik Collection with the help of the External Editor for Photos. It is not an


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Be a Fruit Agent
Due to popular demand, we are offering an income opportunity for anyone, to be a Fruit Agent.
By being a Fruit Agent, you undertake to:
a) provide good service to our customers
b) assist to coordinate the collection of fruits from your location, by our customers
c) promote exclusively Fruit Club as the preferred fruit vendor for your friends and contacts
d) ensure that the fruits are kept in a cool place and well taken care of before collection by the customers
e) We will collect orders from our site, payment included, and deliver to your location for collection by the customers
f) You are allowed to collect orders from your own contacts however you have to place the order with Fruit Club first before the delivery to you is arranged
A 10% commission would be payable to you end of each week for orders from your own contacts and also orders collected from our site.
To be a Fruit Agent, please sign up using this link- https://forms.gle/mg5oDZuetiFvMEJ18
How it works:
The items available for "Fruit Agent" ordering would be in a separate category called "Group Buy orders" on our webpage.
Order by Sunday 2359 hours, and the fruits would be delivered in 2 batches: once on Friday afternoon (4-6pm) and Saturday afternoon (2-4pm). Customers must collect on Friday 6-9pm or Saturday 4-7pm.
How to place order:
To place an order conveniently online, please visit for the list of products and remember to select the Fruit Agent name during checkout. We will gradually increase the list of items sold under this arrangement.
To place an order through your Fruit Agent and pay him/her directly, please contact the nearest Fruit Agent to you:
Bukit Timah
To be confirmed


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How did we get started?
Turning Point Autism Centers was founded by Erica Kinnebrew, BCBA in Annapolis, Maryland in 2012. Beginning as a small company, providing ABA therapy to just a handful of clients, Turning Point now has ABA clinics in Severna Park, Crofton, Annapolis, Upper Marlboro, Odenton, and Frederick.
As our company has grown, our goal remains the same: to provide the most effective behavior analytic therapy for children on the autism spectrum in a joyful, respectful, caring, and playful environment. We have purposefully created environments to capture opportunities for all children to learn and grow, providing a foundation that allows us to provide more effective ABA therapy where we can most efficiently address the needs of children with autism.
"Choose a job you love, and you will never work a day in your life." It may sound cliché but walk into a Turning Point clinic and you will know that none of us are working! We love what we do. We respect and care for our clients, their families, and each other. We find joy in every accomplishment as we play right alongside your child!
Our Mission
To provide the most effective behavior analytic services for the children and families we serve in a joyful, respectful, caring, and playful environment.
Meet the Team
Erica Kinnebrew, BCBA | CEO
Erica Kinnebrew is a Behavior Analyst who has worked with children with special needs since graduating with her Bachelors in 2000. She has worked in private clinics, consulted with school districts and taught in the classroom. She has worked with children ranging in ages from 1 1/2 years old to college age.
Erica has a Master's of Science from Florida State University in Emotional Disturbances and Learning Disabilities with a graduate certificate in Behavior Analysis from the Florida Institute of Technology. She is a Board Certified Behavior Analyst and licensed in Maryland.
She is inspired by the amazingness of these kids who don't "fit society's mold." Her desire is to be a part of the change that helps children in general reach their full potential. She and her family are excited to call Orlando, FL home after years of moving all over the country with the Army.
Annika Davis, BCBA | Director of Operations
Annika has been working with Turning Point since January 2014 as a Board Certified Behavior Analyst. She received her Bachelor of Science in Psychology from Clemson University in 2009. In 2011, Annika earned her Master's degree in Counseling Psychology from the University of Denver. She became interested in focusing on working with children with autism and began coursework through the Florida Institute of Technology to become a Board Certified Behavior Analyst. Her experience includes working with individuals with autism spectrum disorders and other special needs in home, clinic, and community settings. Annika's interests in the field of behavior analysis include early intervention, verbal behavior and problem behavior reduction in children diagnosed with Autism Spectrum Disorders.
Tricia Fare, BCBA | Director of Clinical Operations
Tricia is the first employee with Turning Point, progressing in the field from technician to assistant behavior analyst, to Board Certified Behavior Analyst in her time with us. She has a bachelor's degree in elementary education from Towson University, earned a graduate certificate in applied behavior analysis from Florida Institute of Technology while working towards BCaBA certification, and has since earned a Master's degree in special education with an applied behavior analysis concentration from the University of North Dakota while obtaining BCBA certification. Tricia's experience includes providing ABA services in the home, clinic, and community with children as young as 2 through 15 years old. Tricia's interests in the field of ABA include early intervention, staff and parent training, and disseminating information about the field to the community at large.
Destinee Martz, BCBA | Clinic Director - Upper Marlboro
Destinee Martz has worked with children on the autism spectrum since 2012. She earned her Bachelor's and Master's degree from West Virginia University with a focus in Applied Behavior Analysis. While completing her Bachelor's and Master's Degree she worked primarily in a clinic setting providing ABA services.In addition to working at a clinic, she worked in the home and in a public school using ABA techniques. Destinee earned her BCBA certification in November of 2016. She has experience with social skills, program development, staff and parent training, and assessments. Destinee has always loved working with children, and loves watching them learn and become more independent with their skills!
Kaitlin Watson, BCBA | Clinic Director - Annapolis
Kaitlin Balka has a Bachelor's degree in psychology from James Madison University where she concentrated in Applied Behavior Analysis. She moved to Baltimore in 2010 when she began working at Kennedy Krieger Institute's Neurobehavioral Inpatient Unit (NBU) for children and young adults with developmental disabilities who exhibit severe problem behavior. She simultaneously completed her Master's degree in ABA from University of Maryland-Baltimore County and received her BCBA certification in January 2013. Additionally, Kaitlin has worked as a behavior analyst in a non-public school for children with developmental disabilities and as a behavior analyst for in-home programs. Kaitlin's experiences in the field of ABA include functional assessment, research, program development, social skills, parent and staff training, and data collection and analysis. Kaitlin loves working with a diverse range of clients and watching them learn and grow.
Cassandra Davis, BCBA | Clinic Director - Crofton
Cassy holds a Master's degree in Elementary Education and Special Education from Goucher College. While working on her Master's degree she became interested in working with children diagnosed with Autism and began course work in Applied Behavior Analysis through Florida Institute of Technology. In 2017, Cassy obtained certification as a Board Certified Behavior Analyst. Cassy has worked with children from infants to elementary school aged children, in the clinic setting, day care setting, school setting, and home setting. She enjoys early intervention, problem behavior reduction and watching her clients work towards becoming more independent.
Kate Reis, BCBA | Clinic Director - Severna Park
Kate began working with individuals with developmental and intellectual disabilities in 2009 and started her focus on working with children with Autism during her Masters degree program. Kate holds a Master's degree in Special Education and a Post-Master's Certificate in Applied Behavior Analysis from Johns Hopkins University. After becoming a Board Certified Behavior Analyst in 2016, Kate has worked with children aged 2-13 in the home, school, daycare and clinical settings. Kate specializes in early intervention, behavior reduction, and assessment procedures. Kate loves working with children and loves watching them grow and learn.
Brittney Mabry, BCBA | Upper Marlboro Clinic
Brittney began her work in the field of child development in 2009, serving young learners of various ages and backgrounds in mentorship programs, public schools, and Navy/Army Child Development Centers. She holds a B.S. in Human Development and Family Studies with a concentration in Early Childhood Education and Development from the University of Alabama, and a M. Ed in Curriculum and Instruction with an emphasis in Applied Behavior Analysis from Arizona State University. Brittney began providing ABA services to children with Autism after joining the Turning Point team in the Fall of 2015. Her interests and experience include verbal behavior, early intervention, behavior assessment, program development and analysis, and caregiver training. Brittney has a sincere passion for serving children and families with special needs. She finds great joy in watching children make progress and helping children and families reach their behavioral goals.
Jenny Richardson, BCBA | Crofton & Severna Park Clinics
Jenny began her career a special education teacher with an emphasis in autism spectrum disorders for 10 years before becoming a behavior analyst. As a BCBA, she has worked in the clinic, home, and school settings and enjoys seeing children generalize skills across multiple settings. Jenny is passionate about verbal behavior and natural environment teaching. She completed her coursework through the Florida Institute of Technology to become a Board Certified Behavior Analyst and is a Maryland Licensed Behavior Analyst. Jenny is excited to see children and young adults grow in communication, social skills, and independence every day!
Justine Lee, BCBA | Crofton Clinic
Justine Lee is a Licensed, Board Certified Behavior Analyst, specializing in treating clients with Autism Spectrum Disorder. She has provided clinical ABA services since 2015 in home, educational, and clinical environments. Justine was awarded a Bachelor of Science in Psychology from the University of Maryland, University College, a Master of Arts in Applied Behavior Analysis from Ball State University, and holds a certificate in Autism. Her passion is in early childhood intervention and she has worked with children ranging from ages 2 to 10. Justine's best-loved aspect of her profession is observing a client transform by gaining independence, and acquiring crucial life skills. In her spare time Justine enjoys spending time with her 4 year old daughter, husband, and two dogs.
Emily Mata, BCBA | Annapolis Clinic
Emily Mata received her Bachelor's degree in Psychology from Boston College and a Master's of Education degree in Curriculum and Instruction with an emphasis in Applied Behavior Analysts from Arizona State University. She has been working with individuals on the autism spectrum since 2015, starting as a Special Education Assistant in a private school in Annapolis, MD. Emily discovered her love of Applied Behavior Analysis working with children one-on-one in the school system and part-time with Turning Point. Emily transitioned to working full-time at Turning Point in 2016. She obtained her certification as a Board Certified Behavior Analyst in 2018 and has worked with children from ages 3-11 in the clinical and school settings. Emily's interests include early intervention, verbal behavior, social skills training and collaborating with teachers. Emily feels very fortunate to have the opportunity to work with children, help them grow and succeed and to work with the supportive team of professionals at Turning Point!
Alison Clark | Clinic Director | Frederick Clinic
Alison has worked with children diagnosed with autism spectrum disorders since 2009. She holds a Bachelor's degree in psychology from West Virginia University. In 2010, she moved to Baltimore to pursue her Master's degree in ABA from University of Maryland, Baltimore County, while simultaneously working at Kennedy Krieger Institute's Neurobehavioral Inpatient Unit. Alison received her BCBA certification in 2013 and is a Licensed Behavior Analyst in the state of Maryland. Additionally, she has provided behavior analytic services to individuals in school- and home-based settings. Alison is experienced in providing assessment and treatment of severe problem behavior, evidence-based instructional practices, program development, social skills instruction, and staff and parent training. She is excited about seeing her clients progress and gain independence.
Ann-Marie Nataro | Clinic Director | Odenton Clinic
Ann-Marie began her career as a special education teacher in Massachusetts with an emphasis in autism spectrum disorder. After moving to Maryland, she worked at a DC Public Charter School as a special education teacher before becoming a BCBA in January of 2013. Ann-Marie worked part-time as a BCBA at Turning Point for several years before becoming the clinic director at the Odenton location. She has many years of experience working with children teaching adaptive skills, communication skills and maladaptive behavior reduction. She loves watching the children she works with increase communication and develop skills to become more independent.
Jennifer Springer, MSc., BCBA, LBA | Upper Marlboro Clinic
Jenn received her Bachelor's degree in Psychology and Special Education from Loyola University Maryland and a Master's degree in Applied Behavior Analysis from the University of Kent. Jenn has been working in the field of ABA since 2015 and became a Board Certified Behavior Analyst in 2017. She has experience working in a clinic setting, home setting and school setting with individuals on the autism spectrum from ages 2 through high school. Jenn's interests include early intervention, verbal behavior, behavior reduction and natural environment teaching. Jenn loves seeing the kids grow and learn, while helping to best prepare them for their next adventures.
Jonathan Lewis | Operations Coordinator | Odenton Clinic
Jonathan has been working with Turning Point since August 2019 as an Operations Coordinator. He is currently pursuing his studies in Business Management with a concentration in Organizational Leadership and Management. Jonathan has been working in the autism field for close to seven years. He has a passion for individuals on the autism spectrum and helping those reach their full potential. Jonathan counts it a privilege to grow within the operations department and to work with the supportive team of professionals at Turning Point
Kelly Reynolds, BCBA | Upper Marlboro Clinic
Kelly earned her Bachelor's degree in Psychology from the University of Maryland, College Park and her Master's degree in Applied Behavior Analysis with an emphasis in Autism from Ball State University. While living in South Carolina, she began her career in ABA working with in-home clients as an RBT. After moving to Florida, she continued working as an RBT in a clinic setting where she also became the Training and Development Specialist and completed her training to become a BCBA. Kelly started with Turning Point in the summer of 2019. She is passionate about verbal behavior, reducing challenging behavior, and data analysis. She loves seeing her clients grow towards independence every day.
Kim Billings, BCaBA | Odenton Clinic
Kim earned her Bachelor's degree in Kinesiology from Texas A&M University. Her interest in Applied Behavior Analysis began in 2015 when she attended the University of South Florida course work in ABA. She has been working with children with autism spectrum disorder and intellectual disabilities since 2017. She is currently enrolled in a graduate program at the University of South Florida with an expected graduation date of December 2019 with a MA in Applied Behavior Analysis. Her experience includes children ages 2 to 13 in the home, clinical, and community settings. Her passion lays with early childhood intervention in verbal behavior and natural environmental teaching. Kim enjoys supporting families and seeing children grow more independent and learn through play.
Michelle Goodrich, BCBA | Severna Park Clinic
Michelle began her career in ABA working in the home setting, while obtaining her undergraduate degree in Psychology. She worked in the school setting prior to obtaining her Master's degree in Development Disabilities with a concentration in ABA from Nova Southeastern University. She became a BCBA in 2018. Michelle previously worked in an early intervention clinic with a focus on verbal behavior. Michelle enjoys working with families to promote the utilization of ABA techniques in the home and community setting. Michelle is so excited to join the Turning Point team!
Ruha Abate | Operations Coordinator | Severna Park Clinic
Ruha began her career as a Registered Behavioral Technician and has since joined the Turning Point team as the Operations Manager. She started working in the ABA field January of 2019 where she excelled working one-on-one with children on the spectrum. She worked with children ages 2 to 18 in clinical, community and home environments helping them master their social skills and foster independence. As a manager with an RBT background, Ruha utilizes her insight and shares firsthand how ABA helps children develop positive and meaningful changes in their behavior. She is the first point of contact when families start the intake process and her experience helps make the transition seamless. She loves being able to watch the kids grow and become more independent every day.
Sarah Fulginiti | Operations Coordinator | Upper Marlboro Clinic
Sarah received her Bachelor of Science from Towson University in 2014 as a double major in Psychology, and Sociology and Anthropology with a focus in Criminal Justice. Sarah began working at Turning Point in 2018 as a Registered Behavior Technician. In the fall of 2019, Sarah transitioned to her current role as Operations Coordinator of Turning Point's Upper Marlboro clinic. Sarah has loved watching all the progression from children and their families, to staff and the clinics themselves throughout her time at Turning Point. Her favorite part of her role as Operations Coordinator is interacting with parents and staff to help create a positive and fun atmosphere for families and the clinical team.
Shannon Conwell | Operations Coordinator | Annapolis Clinic
Shannon Conwell graduated from Anne Arundel Community College where she received her Associate's Degree in General Studies in 2007. She also attended Towson University followed by Walden University where she graduated with her Bachelor's Degree in Health Science in 2014. She is an Operations Coordinator with 10 years of experience in administration and she currently oversees the daily functions of the Annapolis location. Her revolving knowledge of this field has allowed her to wear a variety of hats to get the tasks at hand completed, including fostering good working relationships with vendors and service providers, remaining on budget, as well as keeping organization throughout the clinic to ensure logistical needs are met.
When Shannon is finally able to take off her many hats, she enjoys family time and being outdoors. Nothing beats a beautiful view and family to share it with.
Olivia Bonhom | HR Generalist
Olivia Bonham has been working with Turning Point since July 2019 as an HR Generalist. A Maryland native, she brings more than 8 years of human resources experience to the Turning Point team. Olivia enjoys the challenges of supporting our growing organization as we continue to expand. She completed her associate degree in Business Administration in 2016 at Chesapeake College and is currently pursing completion of her bachelor's degree in Human Resource Management at the University of Maryland Global Campus. Olivia is also a proud member of the Society for Human Resource Management.
In her spare time she loves to spend time with family and friends, play pet photographer with her adorable cats, and is an avid reader.
Elizabeth Fare | HR Coordinator
Elizabeth Fare, our HR Coordinator, has been working with Turning Point Autism Centers since October of 2018. She graduated with honors from Salisbury University in May of 2018 where she earned her degree in Public Relations and Business Administration. After graduation, she joined the Turning Point team in a part-time administrative position and later moved into the HR Coordinator role. She enjoys guiding new hires through their onboarding and training processes and is happy to work in a supportive role for Turning Point to help services run smoothly!


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Tag Archives: Royal Rumble
2017 Royal Rumble Live Coverage
Follow along with our Royal Rumble live coverage.
Ranking The Royal Rumble Part 3
This is the final part of our list ranking all of the Royal Rumble matches.
FGB Radio – Royal Rumble Preview + History Of The Rumble
FGB Radio is back, with a little bit of Kayfabulous Lucha Bros. thrown in. Okay, maybe a lot. Check out our Royal Rumble preview.
Ranking The Royal Rumble Part 1
This is part one of our list ranking all of the Royal Rumble matches.
Could The Rock Be At Royal Rumble?
In town and always gotta stop by the neighborhood… #SouthPhilly pic.twitter.com/izQ0stHKuu
— Dwayne Johnson (@TheRock) January 25, 2015
The Rock is in Philadelphia. What could it mean for the Royal Rumble? Continue reading


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Fun at the Estate Sales Today - Printable Version
+- Woodnet Forums (https://www.forums.woodnet.net)
+-- Thread: Fun at the Estate Sales Today (/showthread.php?tid=7061824)
Fun at the Estate Sales Today - lilrichard2 - 07-24-2015
I made it to three estate sales today.
First, I picked up a scale (with box), an expansion brace bit, a 4" Proto adddjustable wrench and a small oil can (still has a Walgreens sticker on the bottom - $6.00.
Second was rather sparse as I only found three items: a New England roofing tool and two Craftsman (USA) adjustable hex wrenches - $11.00 total.
On the third sale, I found this neat little tool box made from 3/8" plywood and covered with walnut veneer, and having brass hardware. It looks rough now, but will cleanup nicely, especially with what it has inside.
Opening the door reveals two small drawers and a storage shelf and an electrical tool.
The drawers come completely out of the case - note the highquality drawwer pulls -
And when the lid to the drawer is opened, we see what type of individual used this toolbox. That's all hard wax of various colors, used by a furniture repairman.
And the other drawer.
These tools were on top of the drawer when the door was opened.
And here's the electrical item - obviously a heated for heating the tools and softening the wax and applying the softened wax to furniture for repair. I saw a person do some repairs, such as I've described, about 50 years ago. It must be a diminishing trade.
A final item in the box was a small tin with some bar wax that was probably used as a toner for blending the repair with other finishes on the furniture.
Cost of the toolbox - $22.00
Had a good day, and I'm happy to find the furniture repair toolbox.
Re: Fun at the Estate Sales Today - Cian - 07-24-2015
Sounds like you had a WALT kind of day.
Re: Fun at the Estate Sales Today - Steve N - 07-25-2015
That old furniture rehabers kit is
Nice scores
Following Bloomberg I get
HallStar chemical possibly a merger?
OP- AL had an old hit "Electric Curling Iron Heaters"
Not always being what it is supposed to be is big in woodworking. Fondue pots for heating hide glue, Hair dryers for some finishing tasks
Re: Fun at the Estate Sales Today - bigbob - 07-26-2015
Those are colored shellac sticks and the tools are heated and the shellac dripped into the repair in the wood. The can probably is burn in balm that was used to protect the area around where the repair was made. Look up mohawk furniture repair. That is a nice kit to use. Good luck with it.
Re: Fun at the Estate Sales Today - jasfrank - 07-26-2015
Yeah, colored shellac. I bought an assortment from GW back in the early eighties. I melted them with an alcohol burner like they use in lab work and knifed them in with a flexible putty knife. They sure did an excellent job of filling and blending in of knot's and nail holes. I still have lots of those sticks left, but tend to use sawdust and hide glue instead nowadays.


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One of the key factors in BDSM is that there has to be someone breaking the rules and someone else enforcing them. This concept is in place all through lots of different kinds of porn. Fat porn features the slothful, fat, lazy woman and the stern man forcing her to take her punishment. Often, as much punishment as she can eat! Homemade porn often features enforcing the rules as a story point. "This video is me showing the world how good my wife is at doing what I say", and so on. You don't have to be making homemade porn or fat porn to use these.
Be specific about the rules before the session starts. Then your partner can break the rules on purpose—and get their punishment.
The punishment should be something that gets one or both of you off. Don't do a punishment of cleaning the kitchen—unless you get off on withholding affection.
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Management Research Paper
It takes a lot of planning and research to produce a 16-page management report such as the one below. Fortunately, you can trust our writers to deliver this type of assignment on time since this is their main field of specialization. Our customer service representatives are always standing by to answer your queries and give you a quote. You can navigate the below document easily by clicking on the links listed in the table of contents. You can also download a copy of the document in MS Word using the link provided at the end of the page.
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Executive Summary
The business organization under analysis in this report is Bank Sohar. The subject being investigated is High Performance Working (HPW). This report contains seven sections; namely, introduction, business orientation, literature review, methodology, results / discussion, conclusions, and recommendations. Literature on HPW is reviewed with the problems being encountered by Bank Sohar in mind. In terms of methodology, the report is based on a questionnaire survey in which ten Bank Sohar employees provided answers to fourteen questions relating to barriers to HPW.
The report makes two recommendations. First, Bank Sohar should match employees' work knowledge with job responsibilities. The objective is to ensure that the bank achieves the goal of encouraging employees achieve a sense of power, control, and ownership over their work. It is expected that this will discourage them from the tendency to get away with too little work. Secondly, the bank should dismantle all communication barriers between the staffs and management by establishing an internal contact centre or a communications station. This action plan will enable employees understand the bank's rationale for establishing a HPW environment.
The aim of this report is to investigate the issue of high performance working environment at Bank Sohar. The objective is to demonstrate awareness of factors that affect current efforts to lead and manage people as well as how effective policies can add value to the strategic goals of a business. This is an important goal considering that today, many organizations tend to operate in environments where staff performance is lower than expected and employees routinely get away with doing very little work. In such situations, the HR department is often blamed for failing to put the necessary strategies, policies, performance targets, and action plans in place with a view to raise performance.
In HRM literature, a lot of emphasis is on the need for HR officers to promote high performance working (HPW). Of the numerous scholars who have made immense contribution to discourse on HPW, Jeffrey Pfeffer stands out. According to Pfeffer, people are at the heart of success in any business endeavour. He adds that the management requirement can be reduced to seven HR policies; namely careful recruitment, employment security, teamwork and decentralization, high pay, narrow status differentials, extensive training, and regular communication.
This report is structured as follows. The next section provides an overview of business orientation of Bank Sohar, a banking institution based in Oman. The notion of HPW is located and its position identified as far as the bank's organizational strategy is concerned. This is followed by a review of literature on third party sources that describe, analyze, and critique the concept of HPW. Next, the methodology part addresses how the research was conducted, research methods chosen, and results analyzed. This is followed by the results/discussion section, and finally conclusions and recommendations. In the end, an action plan that best fits into Bank Sohar's organizational strategy is presented.
Business Orientation
Bank Sohar is a banking institution with its headquarters in Muscat, Oman. The bank has 24 branches and 610 employees. Of these, 251 work in head office departments while the rest work in corporate banking. It is one of the banks whose operations are a demonstration of the changing banking environment in Oman. The bank presents itself as a banking partner with an in-depth understanding of business needs in today's highly dynamic business landscape.
In terms of SWOT analysis, the main strength of the bank is that it has a strong market presence. Adequacy of capital is also a major strength for Bank Sohar. The main weakness is that the bank's foreign markets have not expanded significantly. This limited concentration in terms of the foreign market makes the bank more of a national than a transnational banking institution. The bank has two main opportunities at its disposal, one of them being its foray into the contemporary capital market business. The second opportunity consists in the company's fast-growing, elaborate distribution channels.
High performing working (HPW) issues are of utmost relevance in the day-to-day as well as long-term operations of Bank Sohar. In HPW, Bank Sohar is expected to make use of a new approach to managing instead of the traditional strategy that emphasizes on hierarchical systems relating to scientific management. To achieve HPW, the employer-employee relationships at the bank should be radically altered. The objective should be to create a sustained competitive advantage for the bank. The pursuit of HPW should bring into perspective aspects of both human resource management and economics.
At Bank Sohar, HRM issues pose a serious challenge to day-to-day operations. The bank appreciates the fact that its employees are its greatest asset. However, at the same time, it acknowledges the need to ensure that the highest possible output is obtained from each of these employees at any given time. Currently, this goal has not yet been achieved. In a perfect scheme of things, the bank would be operating as a one-stop financial centre with products that cut across segments in terms of the sets of propositions made. In such an environment, the values that all employees would adhere to at all times include integrity, passion, speed, respect for people, teamwork, and customer focus.
The HRM department at Bank Sohar endeavours to create a platform through which employees who are passionate about success can thrive. However, the bank also expects these professionals to engage in HPW in order for the goal of mutualism to be achieved as far as work-related benefits are concerned. Nevertheless, it is unfortunate that many of the company's employees get away with doing very little work despite numerous opportunities having been made available to them. This shortcoming greatly disorients the bank's overall HR strategy in terms of efforts to promote transparency, loyalty, trust, and fairness.
At Bank Sohar, many efforts are being made to embrace a distinctive managerial approach that may be said to resemble that of HPW. For example, the bank has put in place a number of strategies aimed at transforming it into a pleasant working environment. Similarly, it makes numerous efforts to introduce exciting career options. Other efforts are characterized by provisions for attractive benefit schemes, abundant growth potential, highly competitive remuneration packages, and regular professional training.
Literature review
High performance working is also referred to in some contexts as high commitment or high involvement working. In HPW, organizations are expected to establish distinctive managerial approaches to facilitate high performance by employees. In HPW literature, emphasis is on different management practices and features that constitute HPW. Nevertheless, Jeffrey Pfeffer's contribution is arguably the most cited piece of information regarding high performance working. It is contained in his book "The Human Equation". In this book Pfeffer (1998) identifies seven characteristics of HPW that have already been mentioned earlier on in this report. According to Pfeffer (1998), the underlying idea in HPW is to establish an organizational that is founded on employee empowerment, involvement, and commitment. Organizations that embrace this approach are expected to refrain from introducing strategies that perpetuate employee control.
In practice, the specific blends of managerial practices that are often introduced in the pursuit of HPW vary from one company to the other. Ideally, every business is expected to take charge of its own destiny by involving all employees in an aggressive organizational strategy that calls for involvement-oriented operations. In organizations characterized by high involvement, employees are expected to feel involved and responsible or its overall success. They gain more knowledge, contribute more to the organization's success, and gain a greater sense of responsibility for this success. Such employees are empowered by being provided with the requisite sources of information and knowledge. A number of companies are known to adopt this approach. Examples include Procter and Gamble, Southwest Airlines, and Virgin Atlantic.
In HPW, the bureaucratic approach to organizational management and administration is avoided. Managers avoid any reliance on control-oriented approach. The control-oriented approach is based on the assumption that all workplace activities must always be standardized, simplified, and highly specialized. It also put too much emphasis on pay incentives and supervision at the expense of other more "advanced" methods of motivating employees. The strategies adopted in the control-oriented approach may be said to be less advanced because of the glaring separation of work from the act of actually doing the work. In reality, these two elements are inseparable and should go hand in hand for employees to gain a sense of ownership, empowerment, and achievement.
By merging the content of work and the actual processes of doing the work, employees end up self-controlling and self-managing their workplace activities. They are given instructions on what needs to be done but are not followed around with time-consuming, never-ending narratives on how the work should be done. This gives them the freedom to be creative and innovative in problem-solving. More importantly, they shed off the "agent" mentality; instead, they embrace the idea that they are the owners of the success that they have ultimately helped to create in their organizations.
Evans & Davis (2005) observe that a number of empirical studies have examined whether companies that adopt the managerial practices of HPW are able to achieve higher performance levels than those that are managed using traditional approaches. Unfortunately, not many of these studies have adopted a comparative approach in efforts to establish the relationship between HPW and enhancement in financial or operating performance.
Huselid (1995) is one of the few scholars who have examined the relationship between HPW and higher operating performance. Huselid's (1995) study was based on a survey of 968 companies operating in different industries. By adopting work practices that emphasize on high performance, companies were found to diminish employee turnover significantly. They were also seen to increase productivity in terms of sales per worker as well as corporate financial performance.
Pfeffer (1998) provides a review of a study in which MIT researchers made a comparison between automobile factories with flexible methods of production and those using the traditional methods of mass production. Flexible production methods turned out to put a lot of emphasis on employee involvement and the use of teams, leading to higher productivity than in the case of mass production. Another study found out that steel firms that used progressive management strategies were able to decongest their production lines while at the same time lowering operating costs significantly (Pfeffer, 1998).
Literature on HPW also contains numerous insights for enabling organizations understand the need to appreciate the relationships between "bundles" of HR practices, most of which tend to be internally consistent and interrelated. Companies that choose HR bundles that adopt division of labour in its narrowest sense are likely to be associated with policies that bring about low commitment. In contrast, companies that use HR bundles that encourage the establishment of flexible systems of production and multi-skilling orientation are likely to attract higher levels of commitment.
Some of the HR practices that have been found in literature to contribute to higher productivity include alternative pay systems, training, and employee involvement. According to Pfeffer (1998), these practices often lead to even greater productivity when they are implemented as part of an HPW system. The trick is for organizations to adopt employment involvement practices that make them believe that they stand to benefit immensely from them. To do this, companies must use information-sharing, reward, training, and reward-sharing practices. On this basis, Pfeffer (1998) argues that HPW systems can lead to the implementation of management practices that promote high performance.
However, literature on mainstream organizational or personnel economics does not enhance our understanding of the superiority of HPW. This is simply because analyses undertaken from this perspective are primarily designed to provide a rationale for principal-agent relationships that exist in the context of control-oriented organizations. In organizational economics, the fundamental problem-solving model entails efforts to induce agents to provide "efforts of different kinds". In this regard, very few details are often provided as far as the need to empower and motivate employees is concerned.
In mainstream personnel economics, many efforts have been made to explain how companies can devise incentives to get the agent or employee to exert some effort that he perceives as onerous. It is assumed that the principal/employer really wants the employee to exert this effort in order to reap the fruits. He must therefore give pecuniary rewards to these employees as a way of diverting their efforts from what they would otherwise be doing were it not for the job. In this model, it has become possible for different methods of compensation to be assessed in terms of advantages and disadvantages.
Mainstream personnel economics fails to provide sufficient motivation for HPW because it ignores social, psychological, and spiritual aspects of employee behaviour within the organization. Mainstream organizational economics is primarily relevant in organizations that operate as hybrids. Such companies tend to combine involvement-oriented organization with control-oriented organization.
In contrast, traditional HRM does not take into consideration the relationship between the principal and the agent. The main concern for the traditional HRM managers is to hire the right person for the job. The factors to be considered in this case include training, motivation, experience, attitude, and orientation. In essence, this means that HRM has traditionally failed to focus on efforts to transform the existing approach to management through HPW within a view to enhance the company's competitive advantage. Perhaps HRM managers fear that their contributions are seldom appreciated when time to analyze the factors influencing success in the company finally comes.
One of the theories that can contribute to our understanding of the importance of HPW is x-efficiency theory (Altman, 1997). One of the insights that facilitate this contribution is the observation that employees have discretion as far as their efforts are concerned, such that they can choose to do much less than what they are capable of doing. According to Altman (1997), the theory supports the need to invest a lot in time and energy with a view to establish a cooperative system of employee relations. This creates an ideal environment for higher worker efforts to be promoted, thereby bringing about higher internal efficiency. However, Altman (1997) does not explain on the form that these cooperative systems should take and the rationale for such strategic choices; he only refers briefly to aspects of trust and cooperation.
Literature on organizational behaviour provides even greater insights into the meaning of HPW, its benefits for the organization, and ways of promoting it. Organizational behaviourists argue that innovative HR practices can bring about improvements in the economic performance of a company. However, for this to happen, three conditions must be met. First, the employees must be in possession of knowledge and skill sets that their managers do not possess. Secondly, the employees must be motivated to continue applying their knowledge and skills primarily through discretionary efforts. Lastly, the employees must accept to contribute this discretionary effort with the aim of helping the firm achieve its overall production strategy.
According to Altman (1997), organizational experts have discovered that employees operating in today's transformative organizations in fact work smarter, harder, more cooperatively, and more creatively than their counterparts in traditional organizations. Several reasons are provided for this phenomenon. One of them is that commitment, higher involvement, and greater control over their work motivates employees to work harder. The employees are also motivated to work hard because they are provided with contingent compensation in which their efforts are rewarded. They also encounter "peer-pressure" that is often triggered in the context of self-managing teams.
Since HPW emphasizes on the need to develop the skills and competence of workers, their efforts are better directed. They are also encouraged to be smarter in their work because of opportunities to learn accessed through job rotation and training opportunities. In these contexts, HR managers emphasize on trusting relationships, teamwork, and innovation. This creates an urgent need for employees to be more creative and cooperative.
In HPW, the operational level is of critical importance to the HR manager. The manager must be aware of the company's expectations regarding his ability creating savings on administrative overhead. To achieve this goal, the HR manager must lobby for the elimination of numerous layers of management in the department. Obviously, he must also look for ways of reducing costs associated with operating with an alienated workforce that has nurtured an adversarial relationship with the company's management. In this regard, the HR manager easily appreciates the importance of efforts to introduce quality circles, job rotation, and cross-functional teams. All these activities are an essential component in efforts to increase the level of cooperation among employees as well as between employees and management.
The research was undertaken through a questionnaire containing fourteen questions. The questionnaire was distributed to ten members of staff of Bank Sohar. The respondents were given a period of two weeks to have filled out and submitted the questionnaire. These members of staff included two heads of departments, three staff head office departments, two staffs from corporate banking, and three from retail banking. The questions in the questionnaire were designed in such a way that the responses provided would enable the researcher establish how people at Bank Sohar view the effectiveness of HPW policies and practice.
A qualitative methodology was chosen in the research. This method was selected because it provided the most appropriate mechanism of looking for themes on the basis of the responses made by the staffs. Each of the questions that the respondents answered was related in one way or the other to HPW. Through a qualitative approach, the research sought to synthesize the results and interpret them based on HPW literature and the strategic goals of Bank Sohar. To facilitate the analysis and interpretation process, the most salient issues were singled out and accorded prominence during the process of data analysis and interpretation.
Results / Discussion
In this section, key findings of the questionnaire survey are presented. One of the most significant finding of this study was that more than 50 percent of the employees who filled out the questionnaire disagreed with the statement that "My job responsibilities do match my level of work knowledge, interests and skills". This creates the impression that a high level of discontent exists at Bank Sohar with regard to the way the bank seeks to match employees' work knowledge with job responsibilities. In a work environment where the knowledge, interests, and skills of employees are not put into consideration, the goal of HPW may not be achieved.
Moreover, an overwhelming majority of the bank's employees strongly disagree with the statement that they are allowed to choose and shift to the work area which suits their ability in the business. Whereas one may not expect a business organization to give employees the freedom to shift work areas as they wish, it is reasonable to expect the organization to have done a better job of managing employees' perceptions and expectations regarding work-area mobility. Bank Sohar seems to have failed in this goal. The negative answers given in response to this statement may be viewed by many as a protest vote against the bank's HR manager. This means that a phenomenon that hinders the realization of HPW already seems exists at the bank.
At Bank Sohar, the problem of communication barriers between the staffs and management persists. This is evident because more than fifty percent of the respondents (six out of ten) disagreed with the statement that "No communication barriers are set between the staffs and the management". The bank's HR manager must therefore work harder towards ensuring that all communication barriers are dismantled. Employees who are constrained by communication barriers are less likely to be creative and innovative, meaning that they may be unable to contribute maximally to HPW. Furthermore, nine out of ten respondents disagreed with the way promotions are given at the bank. It seems employees think that the bank could do a better job of ensuring that every employee is promoted on the basis of merit only. In a workplace where employees have a negative perception towards promotions, HPW goals may not be achieved since employees would most likely be reluctant to put their best efforts into the job.
Employees seemed to hold conflicting opinions regarding issues of remuneration, work environment, and the level of training being provided. This may mean two things. First, the problem may have arisen because of a lack of proper communication between senior management and employees. In the context of the HPW model, the HR manager is expected to bridge this gap by clarifying issues relating to communication between employees and senior management. The second explanation is that the bank may have failed in its obligation of promoting HPW through clear, precise, and strategic action plans aimed at achieving specific high-performance targets. In this regard, the bank may still be stuck in the traditional conception of management in which tasks are separated from the people who actually perform them.
In the traditional approach, management standardizes tasks with a view to make them as simple as possible for employees. No room is left for them to be creative and innovative. Their social and psychological needs are not put into consideration either. In traditional scientific management approaches, it is assumed that the objective of motivating employees through incentives is to persuade them to do tasks that they would otherwise not do. It is assumed that if it were not for the material benefits, the employees would not be performing the tasks either because they do not know what success through high-performance means to them or because the tasks are uninteresting. This negative perception of work discourages employees from developing a sense of control and ownership of their workplace activities.
However, a number of positive indicators exist that the bank's HR managers can build on with a view to establish a stable HPW environment. One of them is the high level of confidence among employees regarding the level of fairness with which tasks are assigned among staff. Six out of ten respondents agreed that the bank's management upholds the spirit of fairness when assigning tasks to employees. Positive views were also expressed with regard to career support, with seven out of ten respondents agreeing that Bank Sohar is committed to supporting the careers of its employees. The employees were also supportive of the bank on the issue of fair treatment; they agreed that the bank treats them with trust, respect, and integrity.
In conclusion, Bank Sohar has not yet achieved the goal of establishing high performance working (HPW) environment to enable it achieve its strategic goals. Bank Sohar's management appreciates the need to put in place HRM framework that ensures that every employee put his best efforts into his or her work. However, the bank seems to be torn between the traditional management philosophy and the contemporary high performing work environment in which employees are important stakeholders in efforts to achieve the desired performance goals.
Bank Sohar has not fully adhered to the Jeffrey Pfeffer's views regarding HR policies, particularly recruitment, decentralization, employment security, narrow status differentials, regular communication, and teamwork. The new HR director will need to create a new platform in which the communication process will be overhauled. Without proper communication, employees may continue to entrench a culture in which they get away with doing too little work. It would also be very helpful for clarifications to be made on most issues on which employees hold conflicting views. These issues include remuneration, work environment, promotion, and availability of training opportunities.
Bank Sohar has the option of either adopting forward-looking administrative structures wholesomely or adopting a hybrid of traditional model and the new model. The choice that the management of the bank makes depends on strategic goals and capabilities. The main lesson to be learnt from undertaking this research is that HR directors need to embrace HPW strategies aimed at ensuring that employees do not get away with doing too little work. Nevertheless, on the basis of the evidence provided in this report, it has emerged that no employee can do his best on a job if he or she does not have a sense of power, ownership, and control over the outcomes. Therefore, in the context of HPW, the HR function must concentrate on ways of instilling in employees a sense of power, ownership, and control over their work. This will motivate them to do their best for their own benefit and for the benefit of the organization.
This report makes the following recommendations:
- Bank Sohar should match employees' work knowledge with job responsibilities. This will enable the bank achieve the goal of encouraging employees to achieve a sense of power, control, and ownership over their work, thereby enabling them do their best. In the long run, the organization will benefit from higher performance. To implement this action plan, Bank Sohar will need to hire a new director with experience in implementing a similar strategy in a banking institution. This is a medium-term action plan whose implementation should be completed within two years. The responsibility for this action plan will be vested in the HR director. The main cost to be incurred is time. Reorganizing the work stations of employees is a very time-consuming process. Towards this end, review processes should be undertaken every three months. Failure to undertake this action will lead to the continuation of a situation in which most employees feel that it is not in their best interest for the bank to achieve its performance targets.
- Bank Sohar should dismantle all communication barriers between the staffs and management. This will enable the bank communicate its intentions to introduce HPW values. Moreover, employees will be able to understand the rationale for the bank's decision to move them from one work station to the other. To implement this action plan, a central communications station or internal contact centre will need to be established. This action should have been achieved within three months since it is a short-term action plan. The responsibility for this action plan should be vested in the bank's director of internal communications. In terms of cost, the bank will have to bear the costs of setting up a standard, modern, contact center together with hiring a workforce of about five communications specialists and two technical staff members. Once the contact centre becomes operational after three months, it should be monitored on a weekly basis. Failure to undertake this action will lead to the stalling of the bank's operations because employees will lack the communicative platform needed to promote the synergies that characterize a HPW environment.
Altman, M 1997, Human Agency and Material Welfare,
Evans, W & Davis, W 2005, 'High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure', Journal of Management, vol. 31, no. 5, pp. 758-775.
Huselid, M 1995, 'The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance', Academy of Management Journal, vol. 48, no. 3, pp. 635-672.
Pfeffer, J 1998, The human equation, HBS Press, Boston.
1. Details of action plan in table format
|Business Justification
|Specific Intervention
|Time Frame
|Method of monitoring
|Consequence of not doing
|The bank should match employees' work knowledge with job responsibilities.
|It will enable the bank ensure that no employee is tempted to do too little work.
|It will lead to a higher performance
|Bank Sohar will need to hire a new director with experience in implementing a similar strategy in a banking institution.
|This is a medium-term action plan whose implementation should be completed within two years.
|The responsibility for this action plan will be vested in the HR director.
|The main cost to be incurred is time. Reorganizing the work stations of employees is a very time-consuming process.
|review processes should be undertaken every three months
|Failure to undertake this action will lead to the continuation of a situation in which most employees feel that it is not in their best interest for the bank to achieve its performance targets.
|Bank Sohar should dismantle all communication barriers between the staffs and management.
|This will enable the bank communicate its intentions to introduce HPW values.
|Employees will be able to understand the rationale for the bank's decision to move them from one work station to the other.
|A central communication station or internal contact centre will need to be established.
|This action should have been achieved within three months since it is a short-term action plan.
|The responsibility for this action plan should be vested in the bank's director of internal communications
|In terms of cost, the bank will have to bear the costs of setting up a standard, modern, contact center together with hiring a workforce of about five communications specialists and two technical staff members.
|Once the contact centre becomes operational after three months, it should be monitored on a weekly basis
|Failure to undertake this action will lead to the stalling of the bank's operations because employees will lack the communicative platform needed to promote the synergies that characterize a HPW environment.
2. The answers in the Questionnaire
This Questionnaire has been distributed to 10 staffs:
- 2 head of departments
- 3 staff head office departments.
- 2 staffs from corporate banking
- 3 staffs from retail banking
The answers were the following (I will mention the staff counts per answer)
|Strongly Agree
|Strongly Disagree
|I am confident that the work tasks are assigned fairly among the staff
|I do have a positive perception of my work environment and I am proud to say to the others that I work for Bank Sohar
|Bank Sohar pays me fairly according to my work level and grade
|My job responsibilities do match my level of work knowledge, interests and skills.
|I am getting enough training on my work area including exposure to the department within the organization
|I am allowed to choose and shift to the work area which suits my ability in the business
|My superiors measure and value my caliber and provides enough support to grow in my career
|Bank Sohar treats every staff fairly with trust, respect and dignity.
|No communication barriers are set between the staffs and the management
|My work environment supports team work
|Promotions decisions are neutral and fare
|My job requirements relevant information is accessible through different channels.
|I am encourage to leave my comfort zone and take new challenges
|I am getting enough support from my superiors when needed
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