Functional neuroplasticity, the study of how experiences change brain structures and their functions, provides the basis for research into how bilingualism affects the cognitive capacities of its speakers (Bialystok & Craik, 2022). The first study to examine the pros and cons of being multilingual was undertaken by Peal and Lambert (Festman, Czapka, & Winsler, 2021). The two scientists reached the same conclusion: Bilingual youngsters outperformed monolingual children on various exams, particularly ones that required them to rearrange information and manipulate symbols. The study aims to teach readers how to rein in the negative feelings prompted by bilingual psychology. Bilingual youngsters faced criticism in the early twentieth century due to the widespread notion that learning two languages would be complicated (Pliatsikas et al., 2020). Recent research, however, shows conflicting conclusions about whether or not learning a second language improves cognitive abilities.
Emotion and experience in language transformation cognitive control are fundamental to human communication. This topic helps address functional magnetic resonance imaging, response time, and event-related potential research. Emotions are affected differently from cognitive control in bilinguals. However, the benefits of cognitive control are distinct from those in monolinguals and include, among other things, the ability to switch between languages and activate them simultaneously (Vargas Fuentes, Kroll, & Torres, 2022). This proposal covers the fundamentals of why it is important to acquire a second language and the link between language immersion and improved emotional awareness and articulation in both one’s first and second languages (Barker, R. M., & Bialystok, 2019). The purpose of this research is to examine whether or whether second language (L2) immersion alters first language (L1) emotional perception and expression and second language (L2) emotional perception and expression and to identify factors that may contribute to these likely changes. Individuals from the school community will be selected at random to take part.
To avoid any hiccups in processing due to interference from other languages, the brain must be able to discriminate between them upon activation (Tiv, Kutlu, & Titone, 2021). We can blame the frontal executive system, which is also in charge of selective attention and nonverbal executive function. Levada, Mitrofanova, & Westergaard (2021) claim that bilinguals have an advantage over monolinguals when using these executive control processes. We have already established that bilingualism is a means by which both brain hemispheres can be engaged simultaneously. The implications of the unique joint activation system shared by monolinguals and bilinguals are discussed. Even though there is a higher probability of linguistic slip-ups and blunders, this method is very precise when choosing the target language.
This research proposal’s literature review presents the connection between the emotional impacts of immersing oneself in two languages from the perspectives of L2 speakers, bilinguals, and monolinguals. The findings indicate that those who can speak two languages do so because they have successfully navigated the socialization processes involved. An online study of 170 Chinese monolinguals and bilinguals revealed a common sequence of reactions to stressful situations in either English or Chinese. These fit indices were predicted for the usual emotional patterns among British and Chinese monolinguals, and the results illustrate the effectiveness of the quantitative technique used in this work (Sun et al., 2018). Regarding emotional patterns, monolinguals are more likely to fit their cultural norms, while bilinguals can easily adopt either the traditional LX or L1 patterns. Although the survey language did influence bilinguals’ emotional fit, evidence of “cultural frame switching” was lacking. Bilinguals with limited contact with English-speaking situations reported a drop in emotional fit when using the language.
The authors of this study propose that bilingualism plays a role in how people manage their feelings. One way to characterize the impact of emotional regulation on bilingualism is to ask whether or not it affects language acquisition. Expressive behavior, physiological evaluation, and cognitive evaluation, all influenced by cultural norms, behavioral occurrences, and environmental needs, are all displayed in the study of emotion ideology in linguistics. The extent to which bilingualism impacts emotional regulation, the impact of bilingualism on emotional regulation, and the negative effects of emotional regulation on pupils are all topics that could be explored in future studies. Even though students have a far easier time keeping their emotions in check when speaking a foreign language, they can exert a reasonable emotional power when speaking their native language, which is deeply meaningful to them.
References
Bialystok, E., & Craik, F. I. (2022). How does bilingualism modify cognitive function? Attention to the mechanism. Psychonomic Bulletin & Review, pp. 1–24.
Festman, J., Czapka, S., & Winsler, A. (2021). How many moderators does it take till we know… that too many bilingual advantage effects have died. Understanding Variability in Second Language Acquisition, Bilingualism, and Cognition: A Multi-Layered Perspective.
Leivada, E., Mitrofanova, N., & Westergaard, M. (2021). Bilinguals are better than monolinguals at detecting manipulative discourse. PloS one, 16(9), e0256173.
Pliatsikas, C., Meteyard, L., Veríssimo, J., DeLuca, V., Shattuck, K., & Ullman, M. T. (2020). The effect of bilingualism on brain development from early childhood to young adulthood. Brain Structure and Function, 225(7), 2131–2152.
Tiv, M., Kutlu, E., & Titone, D. (2021). Bilingualism moves us beyond the ideal speaker narrative in cognitive psychology. In Bilingualism Across the Lifespan (pp. 29-46). Routledge.
Vargas Fuentes, N. A., Kroll, J. F., & Torres, J. (2022). What Heritage Bilinguals Tell Us about the Language of Emotion. Languages, 7(2), 144.
Employee Orientation Program Essay Sample For College
An employee orientation program is a process that familiarizes new employees with the workplace. It includes an introduction to the company, its history, philosophy, and operations. It also covers the job’s expectations and responsibilities and employees’ rights and duties. Employee orientation programs vary in length and content, but they all aim to help new employees feel comfortable in their new environment and position. A good employee orientation program should cover all the essential information a new employee needs to know about their job and the company. It should be thorough and well-organized so that employees can easily find the necessary information. The program should also be tailored to the specific needs of each company so that it is relevant and valuable for employees. Six goals of employee orientation programs include providing new employees with information about the company, introducing new employees to the company’s culture, acquiring new employees with their job duties, familiarizing new employees with the company’s policies and procedures, setting expectations for the new employee’s performance and conduct, and lastly, to provide opportunities for the new employee to ask questions and get clarification on any unclear points.
The first goal is to provide new employees with information about the company. This includes the company’s history, mission, and values. Most companies offer orientation programs for new employees. This program is usually a day or half-day event that provides the employee with information about the company, its policies, and its procedures. The orientation program is an excellent way for new employees to learn about their company and get started on the right foot. According to Davila and Pina-Ramirez (2018), orientation programs vary from company to company. However, they typically include a tour of the facility, an introduction to the company’s history and mission, and an overview of its benefits and policies. Some orientation programs also include presentations from various departments within the company, such as human resources, accounting, and marketing. The importance of this goal is to help new employees learn about all aspects of the company. Moreover, to meet some of their co-workers.
The second goal is to introduce new employees to the company’s culture. This includes the company’s dress code, work hours, and expectations for employee behavior. A good orientation program should introduce new employees to the company’s culture and values so they can understand and buy into the company’s mission. Lysova et al. (2019) highlight that a strong company culture will help to retain employees and keep them motivated to do their best work. Orientation programs can vary in length and intensity, but they should all provide new employees with a thorough introduction to the company culture. This step can be done through presentations, group activities, and one-on-one meetings with managers and other key personnel. By participating in an orientation program, new employees will better understand what is expected of them and how they can contribute to the company’s success. They will also be able to build relationships with their colleagues and get off to a good start in their new roles. Therefore, introducing new employees to the company’s culture will help the new employee feel more comfortable in their new environment and be able to hit the ground running. Additionally, they will be able to ask questions about the company culture.
The third goal is to acquaint new employees with their job duties. This includes an overview of the job duties and specific instructions for how to perform them (Schroth, 2019). It sets the tone for how they will approach their work and helps them understand what is vital to the company. It can also help ensure understanding and clarity about their role within the company. It is crucial for the orientation program to be well-designed and implemented so that new employees can hit the ground running and be productive from day one. The program should include a tour of the work area, an introduction to the company culture, and a review of the job duties. Overall, a well-run orientation program can be important in acquainting new employees with their job duties and what is expected of them. This will help the new employee feel more comfortable in their new position and ensure they can perform their duties effectively.
The fourth goal is to familiarize new employees with the company’s policies and procedures. It provides an excellent opportunity for new employees to ask questions and get clarification on company policies. A well-run orientation program can help new employees feel like they are a part of the team and that they can contribute to the company’s success. The attendance policy, vacation policy, and dress code are all important aspects of the business that new employees need to be familiar with. For several reasons, a company’s policies and procedures are important in a new employee orientation program. First, they provide employees with a clear understanding of what is expected of them and the consequences of not following the rules. This step helps to create a more positive and productive work environment. Secondly, well-documented policies and procedures help to prevent misunderstandings and conflicts between employees and managers. Lastly, having clear policies and procedures in place can help protect the company from liability if an employee does something wrong (Abdullah, 2020). Therefore new employees need to familiarize themselves with the company’s policies and procedures to ensure that they are aware of the expectations and procedures of the company. It also helps to create a cohesive work environment where everyone is on the same page. By the end of the orientation program, new employees should have a good understanding of the company’s expectations and be ready to start their new job.
The orientation program also aims to set expectations for the new employee’s performance and conduct. The program provides an overview of the company’s policies and procedures. It also covers the company’s expectations for employee performance and conduct. An orientation program is a valuable tool for new employees. It helps them understand their expectations and how they can best contribute to the company. Employees’ orientation is their first impression of their new company. Antony (2018) asserts that the organization must set expectations for the employee’s performance and conduct during this critical time. By doing so, the employee knows what is expected of them and can be held accountable if they do not meet these standards. Also, setting expectations helps to create a positive and productive work environment for everyone involved. Therefore, an orientation program sets expectations for the new employee’s performance and conduct. The new employee must understand what is expected of them regarding their job duties and behavior. New employees must understand these expectations to perform their jobs effectively and avoid disciplinary action. This way, it will help them to perform their jobs effectively and avoid any disciplinary action.
Lastly, the Orientation program aims to provide opportunities for the new employee to ask questions and get clarification on any unclear points. The goal is for the new employee to fully understand their role within the organization, as well as the expectations regarding their performance and conduct. The orientation program offers a chance for employees to voice any concerns they may have and receive guidance from more experienced staff members. This allows employees to feel comfortable in their new role and get off to a good start with their performance. Also, the program helps the employee feel more comfortable with their new surroundings (Stone, Cox & Gavin, 2020). The orientation program should be designed to welcome new employees and help them feel like they are part of the team. It should cover all of the essential information the employee needs to know, such as where to find things, contact people, and expectations. Overall, the orientation program benefits both the employer and the employee. This means that the employer should communicate what they expect from the employee regarding productivity and quality of work. The program should also allow time for questions so the employee can get clarification on anything unclear.
In my opinion, the most important goal for new employees is to familiarize themselves with the company’s policies and procedures. This includes understanding the company’s code of conduct, as well as its safety procedures. By understanding these policies and procedures, new employees can help to ensure that the company runs smoothly and efficiently. Additionally, new employees can be better prepared to deal with any potential problems by being familiar with the company’s policies and procedures.
References
Abdullah, A. (2020). Relationship the Work Culture and Training Programs Within Performance. International Journal of Progressive Sciences and Technologies (IJPSAT), 20(1), 92–101.
Antony, M. R. (2018). Paradigm shift in employee engagement–A critical analysis on the drivers of employee engagement. International Journal of Information, Business, and Management, 10(2), 32-46.
Davila, N., & Pina-Ramirez, W. (2018). Effective onboarding. American Society for Training and Development.
Lysova, E. I., Allan, B. A., Dik, B. J., Duffy, R. D., & Steger, M. F. (2019). Fostering meaningful work in organizations: A multi-level review and integration. Journal of Vocational Behavior, 110, 374-389.
Schroth, H. (2019). Are you ready for Gen Z in the workplace? California Management Review, 61(3), 5-18.
Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons.
Essay On Employee Theft University Essay Example
Employee theft is an ethical issue that costs the hospitality sector millions of dollars annually. For this reason, many organizations prioritize employee theft as a business concern likely to affect hotel businesses. Current research centers on employee theft instead of employee demographics that drive them to steal. The rise in employee theft makes this a topic of interest; hence this study will investigate employee theft with an emphasis on employee demographics, the effects of theft on an organization, and possible solutions to the problem. The primary forms of employee theft include inventory and monetary theft.
Some workers steal hotel supplies, such as pillows, buckets, and sheets. Others add extra charges to a customer’s bill and pocket the balance. Shrewd employees secretly misreport the tips and pocket the wages to maximize their wages. The other type of pilfering affects customer loyalty. Some housekeepers steal valuables from guests. The items range from money, jewelry, and electronics. The guests only realize they have lost their items after leaving the hotel’s premises and negatively rate the hotel. Consequently, such actions ruin the hotel’s reputation and keep potential customers away.
Employee theft is a unique crime because offenders have unlimited and legitimate access to victims’ resources (Kennedy, 2018). Housekeepers are entrusted with business property and guest valuables. Employment provides a legitimacy veil to employees to conduct their deviant activities. Employees with higher levels of trust in hospitality businesses have better chances of stealing from their employers (Goh & Kong, 2016). Trusted workers possess sufficient knowledge about existing theft deterrent measures and are more inclined to cause severe damage to the company when they turn rogue. Such trustees conduct theft, likely to persist in the business for a long time. Unlike new employees, trusted housekeepers can steal more significant sums of money and cause tremendous mayhem to the victims (Langner, 2010).
Employee theft is bound to the employee’s skill set. Employees are equipped with skills and abilities that enhance customer satisfaction and keep a business profitable (Wilkie, 2021). Ironically, housekeepers rely on the same skillset to victimize their employers. Seasoned criminals use various euphemisms to justify their criminal behaviors. The most common terms include borrowing, evening up, and compensating. Evening up is a typical strategy for employees who get paid on commission. If they miss their targets and get paid less, they will most likely use alternative means to “recover” their supposed pay.
On the other hand, employers regard the same acts as poaching, stealing, and pilfering. Hence, what an employer might consider pilfering, a housekeeper might refer to the same as a compensatory act for some perceived or imagined injustice. The typical housekeeper thief stems from having financial problems caused by gambling or substance abuse. However, not all workers steal with the intent of selling the items. Others steal for personal use.
Historical Context of Employee Theft
The earliest form of employee theft was recorded in 1770. In 1807, Beckwith brought the issue to public attention (Kennedy, 2018). Authors such as J.R.R. attributed theft to financial harms that could befall an organization. J.R.R. also discussed the disadvantage of misappropriating organizational resources to finance personal endeavors (Kennedy, 2018). Since the beginning of the 20th century, most work-related employee theft literature has focused on specific types of criminal behavior in the workplace. However, there needs to be more material that addresses the issue in totality. Hair was the first author to provide a structured analysis of employee theft in 1976 (Kennedy, 2018).
How Theft Occurs in the Hotel Industry
Stealing is a severe problem in the hotel sector (Greenberg, n.d). Every year, the industry parts with millions of dollars via employee theft. The theft takes many forms and can extend as far as committing credit fraud. In recent years, the incidences have increased in many establishments. Hotel assistants have learned how to authorize automatic responses, forge payee details on checks and cash out ill-gotten money (Pivarski et al., 2021).
Research has determined that employees who exhibit regular work routines have a higher job satisfaction rate than disgruntled housekeepers (Wilkie,2021). Unfulfilled employees are likelier to steal from their employers because they feel unappreciated or discriminated against in terms of payment. New workers with little experience may receive different wages than experienced employees. At the same time, they may feel underappreciated despite their limited experience and steal to even their payment.
Hospitality businesses have undertaken several preventive measures to protect their businesses from theft.
Causes of Employee Theft
Economic pressures primarily fuel employee theft. Workers steal to offset financial issues that they may be facing at home. Demographics such as race can make people have the propensity to pilfer based on the identifiable group that they come from. Opportunity can also drive people to steal. Some workers steal from their employers by having the opportunity to pick an item from the business without raising suspicion. Still, social norms such as the acceptability of the behavior can drive people to steal. There is a considerable correlation between employee theft and management. At the systems level, factors such as compensation effects can contribute to employee theft.
Employee demographics
In most cases, employees who steal are young and economically unstable. Youths employed in low-paying jobs are more inclined to engage in property deviance. Employers who steal from their bosses are also new, working part-time, and unmarried. Additionally, working in small firms places the employees at an advantage of stealing. Smaller firms employ few employees who perform most of the duties involving money and customer merchandise. A rare group of employees also find stealing an exciting activity and stealing from guests for fun. However, such individuals could also have mental instability that drives them to perform such acts.
Behavioral predictors such as drug abuse could also contribute to employee theft. In most cases, employees who steal from job premises also engage in alcohol or gambling. Individuals who disregard the law enjoy partaking in dangerous activities and are likelier to steal. Individuals who befriend thieves are also likely to steal from their employers. Gangs use rogue employees to access organizations and engage in merchandise pilferage indirectly.
Effects of Employee Theft
Employee theft costs the hotel industry over $100 billion annually, making theft a costly problem for H.R. managers. Employee theft is estimated to cost more than street crime and is responsible for more than 60% of business closures (Greenberg, n.d). These figures stem from accumulated minor crimes that reach massive totals. Three of every five employees steal from their employers during their work period. Some participate in the activity as part of their workplace routine. Employee theft averages $500 per reported case, and recent studies reveal that the problem could worsen.
Taxonomy of Worker Theft Prevention
Management can devise procedural strategies that treat workers fairly. H.R. managers can develop policies that determine how employees are treated, the company culture, and the assets they can access. Additionally, the processes determine who to hire and the background checks that should accompany the hiring procedures. The strategies primarily define employee characteristics and behavior by focusing on employee development and building trust. At a personal level, procedural strategies focus on the hiring process. The approach centers on identifying profiles likely to steal and excluding them from the job selection.
Table 1
Prevention Strategies using Procedural and Interactive
| PREVENTION STRATEGIES | |||
| Underlying Theory | Application Level | Procedural | Interactive |
| Demographic Profiles | Personal Level
Employees steal because of personalities that lean towards theft. Additionally, employees can steal based on their economic backgrounds. |
Procedural approaches can involve background checks or integrity tests. | Interactive strategies include training and development. |
| Social Exchange | Social Level
Theft can arise from procedural injustices or psychological violations |
Performing job previews and orientation is an effective way of minimizing employ | Communication integrity and contract monitoring are crucial for rooting out potential thieves. |
| Internal Deprivation | Systemic level
Employees can steal if they believe that they are not paid equally. |
Internal controls | Improving the compensation system and introducing incentives can effectively hire and retain honest talent. |
Table 2
Proactive Measures Approaches based on Kennedy’s (2018) and Langner’s 2010 Study.
| Kennedy’s Proactive Measures | Langner’s Proactive Measures |
| The most popular proactive measures are installing surveillance systems, adopting new hiring procedures, and strategizing on the existing corporate culture. | Managers have adopted a proactive approach to monitoring their employees by establishing mottos that infuse work ethics into the corporate culture and cultivate an open workplace environment. |
| Reinforcing honesty also involves informing employees of the repercussions of engaging in criminal acts such as theft. A formal code of conduct is also effective at reducing employee theft. Establishments with a code of ethics have established that the technique is effective at deterring criminal behavior by potentially influencing their actions. | The code of ethics is a valuable guide that guides their actions and motivates housekeepers to remain honest. However, this process only works if the workers have an established moral development sustained in the organization or outside sources. |
| An ethics curriculum helps employees understand their actions and the consequence of unethical behavior. | The curriculum also clarifies the nature of the reward system for employees who report the theft to management. |
Preventive Measures
Preventive measures include holding employees accountable for their actions, implementing tighter security measures, and employing security personnel. Preventive approaches such as reward systems can reduce theft cases. Managers should reward employees who report the theft (Nguyen & Truong, 2021). It might be uncomfortable to report a colleague, but catching the perpetrator in the act and reporting them, reduces the likelihood of such conduct occurring again (Nguyen & Truong, 2021). Setting up a hotline provides housekeepers with a fast and alternative means of reporting unruly workers in secret. A reward system increases the business’s profitability and ensures that the workers stay trustworthy.
In addition, the reward system makes the employees feel valued for who they are and what they do. Proper training also improves communication between supervisors and housekeepers (Bailey, 2006). Training helps in motivating employees to maintain the right attitude for the job. Confident workers have higher job satisfaction and are less motivated to steal from their employers(Greenberg, n.d). Hotel managers must treat workers to ensure they feel important regardless of their job level. This method effectively dissuades employees who steal on the pretext of revenge.
Teaching organizational commitment also facilitates employee morale. Performing thorough background checks on potential talent is an excellent approach to avoiding employing potential thieves. Behavioral interviewing effectively recognizes employees who are likely to engage in criminal behavior. Still, integrity tests help to hire managers to recognize delinquent employees who are likely to take risky actions while on the job (Wilkie, 2021). The tests are also crucial for fostering a better job environment since H.R. managers represent what is suitable for the business. Employees steal because of personalities that lean towards theft. Additionally, employees can steal based on their economic backgrounds.
In summary, this paper determined that employee theft is a serious ethical issue affecting the hospitality and tourism sector. The earliest form of employee theft was recorded in 1770. Current measures include holding employees accountable for their actions, implementing tighter security measures, and employing security personnel. Performing thorough background checks on potential talent is also an excellent approach to avoiding employing potential thieves. Research has determined that employees who exhibit regular work routines have a higher job satisfaction rate than disgruntled housekeepers. Unfulfilled employees are likelier to steal from their employers because they feel unappreciated or discriminated against in terms of payment. Many organizations prioritize employee theft as a business concern likely to affect hotel businesses.
The primary forms of employee theft include inventory and monetary theft. Some workers steal hotel supplies, such as pillows, buckets, and sheets. Others add extra charges to a customer’s bill and pocket the balance. Shrewd employees secretly misreport the tips and pocket the wages to maximize their wages. The other type of pilfering affects customer loyalty. Some housekeepers steal valuables from guests. Current research centers on employee theft instead of employee demographics that drive them to steal. In most cases, employees who steal are young and economically unstable. Youths in low-paying jobs are more inclined to engage in property deviance. Employers who steal from their bosses are also new, working part-time, and unmarried. Preventive measures include holding employees accountable for their actions, implementing tighter security measures, and employing security personnel. Preventive approaches such as reward systems can reduce theft cases. In addition, the reward system makes the employees feel valued for who they are and what they do. Proper training is also effective at improving communication between supervisors and housekeepers.
References
Bailey, A. A. (2006). Retail employee theft: A theory of planned behavior perspective. International Journal of Retail & Distribution Management, 34(11), 802–816. https://doi.org/10.1108/09590550610710219
Greenberg, J. (n.d.). “employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts”: Correction. Journal of Applied Psychology, 75(6), 667–667. https://doi.org/10.1037/0021-9010.75.6.667
Goh, E., & Kong, S. (2016). Theft in the hotel workplace: Exploring frontline employees’ perceptions towards hotel employee theft. Tourism and Hospitality Research, 18(4), 442–455. https://doi.org/10.1177/1467358416683770
Kennedy, J. (2018). Employee theft. Oxford Bibliographies Online Datasets. https://doi.org/10.1093/obo/9780195396607-0238
Langner, D. (2010). Employee theft: Determinants of theft. UNLV Theses, Dissertations, Professional Papers, and Capstones, pp. 1–40. https://doi.org/ http://dx.doi.org/10.34917/1701642
Nguyen, P. M., & Truong, G. N. (2021). Employee theft behavior. International Journal of Asian Business and Information Management, 12(3), 1–20. https://doi.org/10.4018/ijabim.294098
Pivarski, B. K., Grubor, B., Radivojević, G., & Vasić, A. (2021). Theft and embezzlement: Problems of successful business operations of Hospitality Facilities. Zbornik Radova Departmana Za Geografiju, Turizam i Hotelijerstvo, 50(2), 132–140. https://doi.org/10.5937/zbdght2102132k
Wilkie, D. (2021, July 6). Why is workplace theft on the rise? SHRM. Retrieved December 1, 2022, from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/workplace-theft-on-the-rise-.aspx