Bilingual Education The Dual Language Program - 1224 Words

Sagun Khadka Ms. Scarola English 1113 May 6, 2015 The Dual Language Program Bilingual education is an educational system in which students are taught in both their native and international language. It has been practiced in various forms in different countries of the world. There are still conflicts between people in case of bilingual education because some people prefer bilingual education whereas, some refuse it, depending upon their own thoughts and reasons and they are still arguing about it. Whatever the argument is, bilingual education should be prioritized, especially in the country like United States where thousands of immigrants from all over the world are welcomed every year, because being linguistic has observable practical benefit in an increasingly globalized world rather than being monolingual. Bilingual education also helps maintaining the fluency of the native language, improving the academic proficiency of the second language learned, hence it is the better system of education. The Bilingual programs have shown many benefits academically an d socially to the students. Being significant there are numerous example of people succeeding with the bilingual program; Critics like Temes and Nyika has deliberated bilingual education being effective educational program in cognitive development process of childrens. However, bilingual education program these days seems to be popular in the Asian countries which is famous for cultural diversity. Countries like, Nepal,Show MoreRelatedBenefits of Creating Dual Language Programs Essay1332 Words   |  6 PagesDual language is a form of education in which students are taught to read and write in two languages. 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Evaluation of Remuneration and Performance Management

Question: Discuss about the Evaluation of Remuneration and Performance Management. Answer: Introduction: The current study focuses on performance management pertaining to Australian Health Service (HWA) and through different sets of metrics; an approach has been made towards facilitating a relevant piece of report regarding prevailing conditions in the HWA. In order to initiate research, multiple set of resources has been utilized in order to provide relevant and rational sets of insights. It can be inferred from the literatures available pertaining to performance management that the performance benchmark are highly fluid in nature. This is owing to the fact that the benchmarks tends to vary based upon industries and economies that they have been based upon. The current paper tends to evaluate the prevalent sets of organizational strategies pertaining to HWA with those that have been construed as benchmarks as regards to academic literature. There is an emphasis upon reviewing and analyzing the existing sets of theories and models pertaining to human resource management, performance mea surement and organizational capabilities amongst others. It can be construed that employees tends to be the most essential asset pertaining to any form of organization irrespective of the fact that such organizations belong to the public or private sector. The primary objective pertaining to the HWA comprises of enhancement of capacity pertaining to workforce, both in the context of domestic and international contexts taking into account different sets of issues emerging out of health workforce. Moreover, the organization also aims towards enhancement of policy regulations, procurement of funds and the arrangements pertaining to employees that enable the supportive reforms. The commitments reading facilitation of workforce performance management tends to be complex when large number of employee is contained in the overall workforce of the organization. There seems to have high degree of pertinence as regards to the databases that tends to facilitate the fact the governmental organizations performance metrics tends to be derived out of non-financial features. There seemed to be high degree of pertinence as regards to the different sets of factors affecting employee motivation, employees inherent sets of values and employees work ethics as regards to the public and private sector organizations. It is to be conceded by the fact that large sets of employees that the HWA tends to cater to require a highly coherent degree of management (health.gov.au, 2016). Due to the enormous degree of complexity concerning getting employee feedbacks, insights into the different sets of motivational factors that tend to get affected through the different sets of services to be expected to be delivered by the HWAs organizations amongst others. Background: In terms of performance pertaining to HWA, the organization tends to be facilitating enhancement of productivity pertaining to delivering health services as can be observed through facilitating cystomer care service for the aged. Moreover, in order to gauge the degree of performance pertaining to the department, it ie required to be noted that over $12 billion were spent with regards to the funding different sets of healthcare facilities (health.gov.au 2016). Moreover, the organization facilitated development in regards to pharamaaceutical testing, taking drastic steps as regards to primary and mental therapies amongst others. It is also relevant to be noted the fact that the employment opportunities coupled with the evaluation and screening processes has a substantial degree of non-alignment in case of private and public sectors. HWA tends to be dependent upon financial management, personnel management coupled with deliverance of services. There has been four sets of metrics as rega rds to performance management, they comprise of engagement pertaining to team, supervisor engagement, job engagement and agency engagement. There seems to be a visible set of emphasis upon HWA in order to facilitate recruitment of graduate employees in terms of health force. Moreover, the organization tends to undertake different sets of screening programs that facilitates high degree of data as re in order to suffice the necessity towards channeling prospective employees. The needs for governments pertaining both developed and emerging economies is towards focusing upon implementing better set of reforms pertaining to public administration, better sets of governance and policy implementation that is backed by high performing workforce. Evaluation of management and organizational strategies: The organizational strategies pertaining to department if healthcare tends to cater to different sets of issues pertaining to providing the different citizens of Australia with health care as well mitigation different set of health risks. Moreover, the department focuses towards implementation of good governance practices in healthcare through regulating the state of health care along with overseeing the services offered by medical practitioners. In order to facilitate service efficiency pertaining to healthcare the organization has undertaken steps such as increasing of evaluation pertaining to medical practices under a period. There are numerous set of parameters as regards to performance evaluation. The primary overview pertaining to framing the performance evaluation policy tends to cater to accountability in terms of performance from lower level of employees to the board members, a relevant degree of accountability policy, escalation processes facilitating recovery of function r ecognition. The organization tends to focus upon multiple set of strategies in order to fulfill its objectives pertaining to facilitation of employment. The primary sets of strategies pertaining to HWA comprises of equipping the health departments in healthcare facilitates with adequate sets of healthcare professionals, nurses, wardens and other facilities coupled with operational facilities. Thereby resulting in a paradigm whereby the workforce section is enabled to contribute towards facilitating the organization towards meeting its objectives. Moreover, through enhancement of the healthcare services that is prevalent in the nation along with improvising departments capabilities, the overall objective of HWA towards servicing the nation through better sets of medical and healthcare facilities. In terms of defining high performance, it can stated that there is no particular set of metrics defining as to what is high performance, there is a sense of fluidity as regards to organizations and industries. Performance metrics tends to vary from industry to industry and sector to sector. For instance, the performance metrics as regards to financial revenue generations tends to vary based upon public sector and private sector undertakings, between emerging markets and developed markets amongst others. The standard of value cannot serve as true performance indicator owing to the inconsistency that it faces as regards to different sectors. High performances has multiple ways of attainment, couple of them can be inferred to be maintenance of an humanistic approach along with an approach that is enabled through rationality. In case of making assumption as regards to humanistic approach, it can be inferred that that performance enhancement of human resources can be facilitated through i nvestment in softer aspects of the human psyche. Moreover, Cappelli and Keller (2014) stated that in order to improve the performance of employee, there ought to be an initiative towards inculcating values onto the employees, betterment of work ethics through several sets of awareness programs. Further, amongst the employees there shall have to be awareness regarding the performance metrics, its specifications, its methods of awarding degrees amongst others coupled with providing financial ands non-financial rewards. There is a substantial degree of distinction between public sector and private as regards to performance management (Burke, Noblet and Cooper 2013). The major forms of distinction arising out of such instance come from the fact that in case of private sector, financial performance is construed as the sole set of metrics (Chalofsky, Rocco and Morris 2014). Where in case of public sectors, non-financial parameters are given more preference when evaluating performance. This can be attributed to the fact that since majority of the revenues pertaining to the government sector arises out of tax revenues. Thereby there is less emphasis upon revenue generation through other means and more upon proper allocation of such revenues into essential sectors such as defense, administration amongst others. The alignment pertaining to the organizations objectives with that of the individual capabilities are construed as relevant in order to facilitate improvements pertaining to human resources in an organizational framework. However, even though the public sector does not emphasize upon the financial metrics in evaluating performances, there is a high degree of emphasis upon cost efficiency. HWAs policies regarding performance management tends to be undertaken through the different sets of datas regards There is a clear-cut visibility regarding the alignment of strategy, systems and processes prevalent in case of HWA. Moreover, it is construed that from a humanis tic perspective, HWA has fulfilled the assimilation of capabilities, cooperative mindsets, relationships and networking amongst others. Evaluation of performance management and alignment: In terms of performance management, it can be construed that the participation by both public and private sectors is aimed towards optimizing the system and prevalent sets of procedures. The role relating to governance is relevant in case of facilitating performance as regards to the achieving and further maintenance of high performance of human resources. The advent of multilevel sets of framework as regards to the high performance management can have multiple ramifications. It can be construed as a development in terms managing workforce performance in general and high employee productivity in particular. The development of performance metrics pertaining to the employees of high performance governance paradigms is based upon the premises that organizational architecture requires to facilitate high growth performance (Chalofsky, Rocco and Morris 2014). Numerous set of factors tends to determine the degree of performance management pertaining to HWA. Primary amongst them can be construed as the degree of adaptability, the quantum of mutuality, the presence of co-ordination, understanding and the capability towards streamlining high degree of improvement in performance management. In terms of strategic capabilities, the department has initiated steps as regards to encouraging policy makers towards undertaking steps that facilitates expoloring innovative sets of heakth practices, nursing and pharmaceutical remedies presented. Moreover, the department has initiated adaptation of operating model that tends to facilitate assimilation of grants and programming functions. Further, the organization has initiated steps as regards to enhancing the quantum of links pertaining to the Health Network and policy-program management. In terms of performance management, analysis regarding the degree of alignment shows the fact that the strategic prio rities pertaining to better healthcare outcomes, minimizing the average rate of readmissions pertaining to the medical care etc. There have been several sets of sub-goals pertaining to the proposed sets of reforms pertaining to the enhancement of overall degree of performance management (Chalofsky, Rocco and Morris 2014). The goal that tends to set parameters as regards to the performance metrics comprises of emphasis upon deliverance, creation of better sets of services amongst others. HWA uses performance metrics in order to maintain orientation towards fulfillment of organizational aims. Moreover, HWA has been able to showcase through their entry exit surveys pertaining to the employees that behaviors of the employees have been aligned with that of the organization strategy. Gerhart and Fang (2014) stated that organizations tends to succeed in cases whereby there is a presence of line of sight coupled with placement of set of employee with right set of skills at right set of time. Alignment of reward management with practice research: The reward management practices that tends to highlight the fact that employee that are properly encouraged and are inculcate sets of values tends to display high degree of contribution (Hutchinson 2014). They are more likely to participate highly into the different sets performance enhancing activities. Thereby, it can be construed that through a culture of non-financial rewards such as recognition coupled with performance-based incentives, it can be sorted that the different sets of holistic approaches as regards to reward management can be undertaken. In terms of motivational culture, rewards system tends to play a significant role. There is a large set of emphasis upon the psychosomatic effect pertaining to the rewards as regards to the psyche of the employee belonging to organization. Moreover, it can be construed that in terms of value recognition there exists a trade off as regard to effectiveness regarding financial and non-financial rewards. Strong recognition culture tends to encourage motivation as can be showcased by the numerous sets of literature that tends to be facilitated through different set of data. The reports that tends to be published through different sets of academic journal and articles tends to facilitate the fact that there seems to be positive correlation pertaining to encouragement provided through rewarding and the subsequent degree of performance. Integration pertaining to HWA: The linking of performance with that of rewards system tends to result in enhancement in the degree of performance owing to the additional sets of motivation received towards improvement. Hvidman and Andersen (2013) stated the fact that employee motivation is determined by the sets of inherent values that the employee has inculcated prior to joining the organization, the values that is infused into from the prevalent work atmosphere of the organization. Moreover, coupled with the set of values there seems to have a high degree of affinity by the employee in particular and workforce in general in order to respond to different sets of financial and non-financial incentives. McCarthy and Hammond (2013) states in the context of employee performance, the degree of alignment between the objectives of the employee and that of the organizations strategies tends to determine the degree of performance that can be gathered through the employees. Moreover, the method of incentivizing and effectiveness of such incentivizing tends to differ based on the organizational context (Shields et al. 2015). For instance, in case of banking and financial sector, rewarding the employees tends to comprise of high quantum of financial bonus disbursements. Whereas, on the other hand in case of not for profit organization, the emphasis is more upon recognition and non financial rewards as providing awards and recognition based on non financial metrics. In case of governmental organizations through the world, there can be observed a disparity between the employee performances and employee incentives. Part of it arises out of the fact that several factors such as revenue generation primarily done through tax collection tends to result in less emphasis upon financial ramifications facilitated by employee performance and more upon facilitating of employee to the qualified citizens. Moreover, the lack of financial metrics as regards to performance, as can be observed in case of majority of governmental organizations (Van Dooren, Bouckaert, and Halligan, 2015). Moreover, there tends to be ambiguity as regards to the effectiveness of metrics currently deployed at the HWA with regards to employee performances obligations. In comparison large sets of conglomerates that tends to employ similar number of employee has put in place large degree sets of performance measurement metrics based upon departments. In case of HWA, there seems of to be a lack of relevant sets of modifications in metrics as regards to the different sets of population that it caters to in terms of medical facilities, h ealthcare amongst others. Moreover, it is also worth noting that any form of governmental organizations tends to rely less upon the degree of data and more upon the ramifications that tends to arise from minimal standards pertaining to performance. Governmental employees in general are subjected to lesser sets of valuation pertaining to the data. The lack of productivity in case of private organizations can result in financial failures and in some instance bankruptcy and liquidation (Van Dooren, Bouckaert, and Halligan, 2015). However, in the context of governmental organization there seems to be lesser degree of probability as regards to liquidation. This is due to the fact that majority of them are service based and does not tends to have high degree of emphasis upon financial results but rather upon streamlining deserving candidates onto public services. This in turn tends to relieve the management of HWA from implementation of rigorous sets of performance measures. Moreover, there is no linking as regards to financial performance of the populations that are being served through the department health served by HWA. Rather linkages are based upon facilitating employment opportunities pertaining to different sets of citizens that fall under different categories and are distinctive. Such distinction concerns the mode of technology used heightening of participation by Australians, protection and regulations pertaining to the community health and safety. There seems to have high degree of relevance as regards to the different sets of coat effective patient cares that are to be facilitated trough implementing newer sets of technologies. Moreover, there can be high degree of relevance pertaining to different sets of databases owing to the fact that the employee management pertaining to HWA seem to be lacking high degree of emphasis as regards to the different sets of performance management metrics as regards to HWA. Performance and reward management evaluation and effectiveness: Multiple ways of dealing with the different sets of factors tends to be dealt with regarding the different set of factors. In case of low performers, there has to be a milder approach as regards employee management (Wiesel and Modell 2014). The degree of performances as regards to the different sets of low performers can be evaluated through a proper identification mechanism where metrics pertaining to attendances, the quantum of work uploaded and the different degree of databases can be observed. In terms of several sets of academic studies that have conducted upon organizations it is to be construed that the low performing employees of the organization tends to be inculcated high degree of databases. The primary reason as regards to the low degree of performance tends to derive out of the fact that large sets of employees are bereft of any degree of necessity to excel. This is owing to their inherent nature, their perspectives as regards to work ethics and large sets products as re gards to the databases. There has been many instances whereby it has been stated that there remains high degree of probability that low performing employee tends to voluntarily contribute to the overall turnover. There requires being emphasis to bring in place reforms pertaining lowering of targets, constant sets of guidance and high degree of data as regards to the different sets of prospects (Osborne, Radnor and Nasi 2013). It can be inferred from the HR theories that in terms of performance management pertaining to the different sets of medium performing employees that there has been an instance whereby the medium performing employees can be provided incentives. This can be done in instances pertaining to both the different sets of factors resulting out of providing of financial bursaries and high degree of non financial rewards in the form of formal recognition and guidance coupled with an awareness program pertaining to the various degree of data bases. There have been instances whereby the different degree of encouragement programs pertaining to medium performing employees has been considered to be effective (Siddiquee 2014). In other contexts, the performance pertaining to the employee can be construed to be relevant and thereby newer sets of motivational strategies through occasional sets of organizational bursaries can be construed as relevant. There have been instances whereby the managerial emphasis required to be evaluated through large sets of productive and prospective sets of performance enhancement measures. Thereby, it can be construed by the fact that there has been instances that the company tends to be resurrected through the academic perspectives pertaining to the data bases. There has been instances whereby the employees are provided adequate sets of incentives but despite that they have not been able to showcase high degree of performance (Subramony and Pugh 2015). It can be construed that there has been instances that bereft of any additional sets of incentives the employees have performed well. Thereby, there appears to be a sense of ambiguity as to which path to take in order to tackle high degree of employee mismanagement and low-level employee performance. There remains employee management schemes whereby large sets of performance metrics can be implemented coupled with facilitation of large sets of data. However, as per the academic theories and models coupled with practical application pertaining to employee management, performance management amongst others there can be high degree of instances. Conclusion: It can be construed from the overall assessment of HWA that the organization tend to have performance management measures in place for enhancing the overall degree of performance based on several paradigms. The different sets of metrics showcased by the HWA however relates to the fact that a large number of amendment pertaining to the workforce management has to be undertaken by the organization. Primary amongst them being, the inclusion of analytics in an enhanced manner to facilitate newer sets of insights onto the different determinants and factors regarding performances (West and Blackman 2015). Moreover, as can be gauged by the current set of literature pertaining to the organizational strategies relating to healthcare, aligning perspectives as regards to the objective of the organization and that of the employees and performance measurement measures there are several factors to be taken into account for HWA. The evolvement of the organization owing to its size and prerogative on employee performance in the larger context rather than the on financial an cost cutting measures has in turn resulted in a considerable degree of ambiguity as to whether the benchmarks that has been set by the organization has in turn been justified . The performance benchmarks, as per available set of academic literature, tend to be varying largely based on the context of the organization. Thereby, despite several sets of performance metrics and benchmarks implemented by HWA, there remains a relevant set of requirement for reviewing the processes and bringing in newer sets of evaluating metrics for enhancement of insights. There can be several sets of database modifications such as bringing in newer sets of behavioral analytics and data analytics tools that are used by private and Multinational Corporation in order to gauge performances onto the HWA framework. The humanistic approaches pertaining to the human resource management have displayed numerous set of evolvements. In terms of the rewards management parameters set by the organization, it would have been beneficial for the linking of performance with financial and non-financial rewards. This is owing to the fact that what is practiced in the private sector would have resulted in better sets of encouragement for the employees for HWA. Governmental organizations, historically has shown an inherent degree of inefficiency that tends to be facilitated through a non profit motive of some of departments pertaining to the government. Recommendation: In terms of performance management, it can be seen that the department has been successful towards facilitating best healthcare facilities pertaining to Australian Citizens. The feedback pertaining to the patients coupled with degree of evaluation can be construed as irrelevant. In terms of data pertaining to the aforementioned issues, it can be inferred that different sets of performance metrics are related to facilitating different sets of effective management, patient care, and regulations etc. The overall sets of performance management have limited degree of relevance pertaining to the overall growth and well-being of the organization. The factors and determinants relevant for the organization goes beyond the realm of performance management, such as sustainability in growth prospects, well being of workforce. References: Burke, R.J., Noblet, A. and Cooper, C.L. eds., 2013.Human resource management in the public sector. Edward Elgar Publishing. Cappelli, P. and Keller, J.R., 2014. Talent management: Conceptual approaches and practical challenges.Annu. Rev. Organ. Psychol. Organ. Behav.,1(1), pp.305-331. Chalofsky, N.F., Rocco, T.S. and Morris, M.L., 2014.Handbook of human resource development. John Wiley Sons. Gerhart, B. and Fang, M., 2014. Pay for (individual) performance: Issues, claims, evidence and the role of sorting effects.Human Resource Management Review,24(1), pp.41-52. Hawke, L., 2012. Australian public sector performance management: success or stagnation?.International Journal of Productivity and Performance Management,61(3), pp.310-328. Head, B.W. and Alford, J., 2015. 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The Government Transformation Programme in Malaysia: A Shining Example of Performance Management in the Public Sector?.Asian Journal of Political Science,22(3), pp.268-288. Spekl, R.F. and Verbeeten, F.H., 2014. The use of performance measurement systems in the public sector: Effects on performance.Management Accounting Research,25(2), pp.131-146. Subramony, M. and Pugh, S.D., 2015. Services management research review, integration, and future directions.Journal of Management,41(1), pp.349-373. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015.Performance management in the public sector. Routledge. West, D. and Blackman, D., 2015. Performance management in the public sector.Australian Journal of Public Administration,74(1), pp.73-81. Wiesel, F. and Modell, S., 2014. From new public management to new public governance? Hybridization and implications for public sector consumerism.Financial Accountability Management,30(2), pp.175-205.