Underfunding in the Canadian Criminal Justice System Essay -- Criminal

Underfunding in the Canadian Criminal Justice System Underfunding is the greatest Challenge that is faced by the Canadian Criminal Justice System. This paper will discuss the Police Forces aging population and the challenges to replace them when they retire, it will also look at the insufficient quantity of officers needed to investigate all crime. The underfunding of the legal aid program and the effects on the courts and family law will be discussed. Finally the effects of long-term underfunding of the countries prison system and its effects on the most vulnerable inmates will also be measured. Not Enough Police Officers Baby Boomers One of the challenges the Canadian justice system faces is lack of personnel, specifically police officers. The baby boomers are approaching retirement and there experience and sheer numbers will be missed. According to Macleod (2009) half of the senior police officers will be eligible to retire within 5 years. Considering the shrinking labour pool this will make it difficult to replace these officers all at once. Macleod (2009) further states that without doubling or tripling the hiring rate of officers, the police will have to start cutting back some duties they currently perform. Normally 2000 new officers are hired across Canada every year; however by 2012 in order to replace the baby boomers, 5000-6000 will need to be hired. This might be more difficult than it sounds, considering most youth do not seem that interested in policing according to a recent survey of 1521 youths aged 16-27, that found only four percent would think about becoming officers (Macleod, 2009). The lack of funding and cutting of police budgets has left Canada in a serious dilemma when it comes to ability to deal wi... ...Weekly: http://www.lawyersweekly.ca/index.php?section=article&articleid=1281 Lunau, K. (2010, March 30). What's the agenda behind the tory prison budget boost? Retrieved December 02, 2010, from Maclean's: http://www2.macleans.ca/2010/03/30/whats-the-agenda-behind-the-tory-prison-budget-boost/print/ Rybak, J. (2009, September 16). Down by law. Retrieved December 02, 2010, from Maclean's : http://www2.macleans.ca/2010/03/30/whats-the-agenda-behind-the-tory-prison-budget-boost/print/ Macleod, I. (2009, November 13). Canada needs more police officers, says policing council boss. Retrieved December 02, 2010, from Canada.com: http://www.canada.com/Canada+needs+more+police+officers+says+policing+council+boss/2221364/story.html Wallace, M. (2008). Police reported crime statistics in Canada, 2008. Retrieved December 02, 2010, from Statistics Canada Catalogue no.85-002-X.

Musket Wars

The first major cause of the Musket Wars was the introduction of European Technology, particularly Muskets. This changed the economy of Maori society, as they had no form of currency so trade was their means to gain power and ‘wealth’ This created the danger of one tribe, in this case Nga Puhi growing increasingly powerful and influential, therefore their supplies of these muskets and weaponry growing exponentially in size. In 1821 Nga Puhi leader Hongi Hika acquired 300 muskets after trading them for his gifts he received from the King of England.This became a turning point in the Wars as it gave him overwhelming power for his tribe in the North. Muskets greatly altered the way in which Maori fought battles, as these muskets could cause far more death and destruction than previous weaponry used by the Maori. Historians such as Angela Ballara argue that the Muskets were not the cause of the actual start of the War, the war could just as easily be called ‘Potato war s’ as many Maori fought for food supply, but because of the destructive nature of the muskets, without their role the Wars could have taken a very different path.The introduction of Muskets also amplified tensions between Nga Whatua and Nga Puhi, as Nga Puhi acquired more and more muskets, other tribes particularly Nga Whatua felt threatened by the potential use of these muskets, and confrontation between these now heavily armed tribes became inevitable. The colonization of NZ by Europeans and subsequent consequences support the ‘Fatal Impact theory’, which states that impact of European society on Maori lead to the general downfall of Maori, but it is impossible to blame the Musket Wars entirely on European impact.Prior to European contact the Maori had a well-established political system between iwis. For them war was an essential part of this, as a means of declaring land ownership. Wars were fought quickly between short distances, resulting in fewer deaths. T he first war fought with muskets was the battle of Moremanui in 1908, when Nga Whatua secured a victory of Nga Puhi, as they tried to reload their muskets.The leader of Nga Puhi Hongi Hika wished to execute revenge on Ngati Whatua for the defeat, thus leading to his acquisition of muskets and intertribal warfare. The conclusion can be made that the Maori pre-established political system of which war was an integral part, was a major factor leading to the intertribal warfare of the Musket Wars, but European impact was the factor that made the warfare so destructive and lead to the many fatalities.

Workplace Analysis of the Psychological Contract

The saying that mutual admiration within the workplace binds the workforce could be a pretext to harmonizing relationships between employees and employers. The mutual admiration could be working both ways of benefits, being beneficial to the result of work and the business endeavor. Thus, mutual admiration of workforce within the organizational setting of a workplace is perceived to tie the bond of commitment, reliability and trust, aside from the legal stipulations in a written contract of employment. However, how a psychological contract does characterize the mutual values of consistency and guaranty between an employee and an employer? This basic question could be examined in the process of understanding the relationships and define the circumstances surrounding the situations in the workplace. This paper will discuss and analyze the psychological contract affecting the workplace, relating several issues being confronted by employees and employers. Defining psychological contract and its effect It would be important first to know what psychological contract is all about. As defined by Psychologists Janet Smithson and Sue Lewis from the Department of Psychology and Speech Pathology at the Manchester Metropolitan University, understanding the â€Å"psychological contract† is referred to as the â€Å"meeting of expectations† where both employee and employer aspires (Arygris 1960; in Price, Munden & Solley 1962; in Smithson & Lewis 2003: pp. 1-2). In layman’s definition, â€Å"meeting of expectations† could be exemplified by the performance of the employee towards work which is being expected by the employer to produce a quality, efficient and effective result. On the other hand, it is for the employer to provide the necessary wage and benefits, compensating the good result of performance of the employee. However, without meeting neither one nor any of the expectations could breach and defeat mutual concern. In which case, one of the results could be a defiance and conflict of interests, wherein work and labor related issues become a dilemma in the workplace. Psychological contract in contemporary working environment With the rapidly increasing growth in numbers and sizes of profitable organizations, human resource management experts and scholars perceive the development of a â€Å"standardized† labor policy and procedures in workforce deployment. Correlated to this perception is the indicated inclination of management leadership to eventually acknowledge the reform through labor treaties, specifically in recognizing the collective bargaining agreement with labor unions. However, â€Å"meeting of expectations† may still be a â€Å"one-sided† concern of the employer’s management due relevance of emerging diversified industries that may not totally materialize the â€Å"inclination† to reform the culture in a workplace. Kheeran Dharmawardena (2008) in his journal entitled: ‘The Changing Nature of the Psychological Contract and its Impact on Modern Organizations’, has examined the relevance of psychological contract from the early studies of several organizational experts. Dharmawardena synthesized the findings that scarcity of employment and security of tenure patterns the good performance of employees (Bergmann et. al. 2001; in Lester & Kickul 2001; in Dharmawardena 2008: pp. 1-7). It may be analyzed that causal to the shortage of employment opportunities, the workforce retains the â€Å"showmanship† of performance, aspiring to achieve â€Å"job security† or long tenure of employment. The aspiration itself relinquish the â€Å"no-no attitude†, wherein retaining good performance in the distinction of skills and acquirement of further learning from the workplace extends the â€Å"systems thinking† as a psychological contract to upholding the need of being employed. Acknowledging the above analyses has related the perception of Cyril van de Ven, (2004) who viewed that the intensive diversified industrial trends increases the effects of unpredictable organizational change. Considering the unpredictability, most contemporary employers are decisive in achieving the sustainability of their organizations (especially the businesses that rely in the global supply chain) by acquiring the best possible workforce, workplace and market (Rousseau 1995; in Shore & Tetrick 1994; in van de Ven 2004: pp. 1-11). It shows that this typical ambition of contemporary employers is relative to â€Å"systems thinking† of the employees, having the psychological contract to securing the profitability and existent ability to do business. In sum, the mutual concern of employee and employer attributes the psychological contract of sustaining the interest, in which narrates the desire or aspirations of the employment to co-exist in a secured and sustained working environment. Psychological contract and workplace issues This topical discussion features the subject matter pertaining to psychological contract and workplace issues. As an overview, the mutual aspect in sustaining overall organizational performance signifies the â€Å"oneness or belongingness† of membership to the organizational objective, referring to members and leadership. However, the situation of dissatisfaction and question of confidence becomes the common issue that is dealt with, specifically in employee and employer relationship. Janice Anna Knights and Barbara Jean Kennedy (2005), in their journal ‘Psychological Contract Violation: Impacts on Job Satisfaction and Organizational Commitment Among Australian Senior Public Servants’, has cited the finding that dissatisfaction and loss of confidence are perennial issues dreadfully affecting the psychological contract. According to Knights and Kennedy, the common violation to the value of satisfaction is being dismayed by the fact that what has been verbally promised is contradicted by lies. This can be exemplified by the failure of the organizational leadership in fulfilling the promise to the membership. Reflective of Knight’s and Kennedy’s ascription to psychological contract on that particular case of unfulfilled promises may not only result dissatisfaction or disappointment but a deliberate disparity that may lead to organizational collapse. It may also relate the situation in a workplace where the employees were not able to achieve the promised benefits and due compensation of labor, in which the psychological contract to expect or aspire the viability of employment has failed. In most cases of labor disputes, the unfulfilled delivery of legally or lawfully mandated wages and benefits is claimed to violate the laborer’s rights. The violation may in itself affect the psychological contract of the employee, being unsecured or unguaranteed to achieve the source of livelihood. Therefore, psychological contract extends the paranoia of defeated and unfulfilled envisioning for a beneficial workplace. In Cantisano et al. ’s (2007) journal, entitled: ‘Social Comparison and Perceived Breach of Psychological Contract: Their Effects on Burnout in a Multigroup Analysis’, has documented the prevalence of gross labor violations. Based on the exhibited data from the conducted study research, the responses of respondents ranging from lower-income to medium-income labor forces or employees suffer from â€Å"breach of psychological contract†. To cite, employer denial to providing the necessary and just compensation [as required by law] infringe the common aspiration of the workforce to obtain the reasonable share of labor. As further cited, the effect on the â€Å"breach of psychological contract† has indicated the respondent’s extreme anxiety, such as (1) negative social judgment referring to employee-employer relationship, (2) emotionally exhausted for being violated and abused, (3) feeling of cynicism or skeptic that employers are exploitative, and (4) loss of self confidence and esteem (Van der Zee et al. 2000; in Cantisano et al. 007: p. 125). Empowering psychological contract In relation to the previous discussions, Brian P. Niehoff and Robert J. Paul (2001) of the electronic magazine Review of Business have proposed the enabling of policies that may be supplemented to the existing labor laws. Accordingly, the 2001 data of incidence in committing labor-related violations has remarkably increased to an alarming 33,000 cases of labor malpractice pending before the investigation or proper promulgation of the National Labor Relations Board which piled up in ten years from 1991 (Niehoff & Paul 2001: pp. -2). Niehoff and Paul (2001) have emphasized that â€Å"loose promises† in the workplace in order to encourage or attract the attention of the workforce. It may validate the negative thinking [of the already cynical employees] that employment is no longer beneficial and insensible to the aspirations of the workforce to gain social equity and equal treatment of labor. As cited, the disagreement point out to unreciprocated or unequalled performance of the employers to maintain the tenure of employment and sustainable income sourcing (Niehoff & Paul 2001: pp. 3-4). Indicative of Neihoff and Paul’s proposal could harness the psychological contract within the workplace. Upholding the â€Å"sensitivity† of the employer would mean to fulfill the promise by granting the just compensation and rectify indiscriminate treatment, and abdicate the flawed promises. As cited, it may not only the conflict within the workplace that shall be settled but the whole process of the system, wherein workforce may only be survived by their â€Å"grim determination†, and the remainder of â€Å"self-belief† that contemplating on the issue could be the only way to obtain the psychological contract. However, the â€Å"culture of deceit† could be permanent or entangled in the protectionist character of employers, obviously protecting the business interest (Neihoff & Paul 2001: pp. 3-4). Empowering the psychological contract can be objectively described in the organizational life of Pret a Manger, a leading sandwich biscuit company in the United Kingdom. In a contributed article of Psychologist Michael Wellin which was recently published by the electronic magazine Chief Executive Officer (CEO) of the SPG Media Limited, it quoted that: growing numbers of businesses apply the psychological contract convergent to forge organizational relationship between employees, the management and the company itself†. Dr. Wellin pointed out that the â€Å"trade secret† of Pret a Manger is the continuing openness of thoughts and understanding the situation, character and culture of the organization, where employees and employers are aware and much sensitive in dealing with the issues that relates the psychological contract. Dr. Wellin has found the strong importance of organizational values of Pret a Manger in dealing with the â€Å"mutuality of efforts† of both employees and employers. As cited, Pret a Manger has developed the organizational expectations by and between the employees and the management, such as follows in bulleted list below (Wellin 2008; in SPG Media Limited 2008: pp. 1-2): Management expectation on employee’s attitude towards work †¢ Sensible hard work; †¢ Prudently hilarious and easy to please; †¢ Have the benefit of good life; †¢ Work early to leave early. Employee’s expectation from Pret a Manger management †¢ Fairly compensated according to individual performance and position; †¢ Dynamic working environment of diverse workforce and skills; †¢ Provide development-education and skills training; Promotion of managers among the internal regular employees. Based on the findings on empowering the psychological contract, it appears that retaining the â€Å"mutuality of efforts†, referring to meeting the expectations of employees and employers, could paved the way towards achieving a dynamic and reliable collaboration or synergy in the workplace. This extends the analysis that fulfilling the psychological contract of the workforce systematizes and mobilizes their natural desires to sustain the viable means of the workplace, in which therefore meeting the expectations or objectives of the leadership at a judicious manner. It may also attribute the perception that the sensibility of an employer in upholding the employees expectations [as a psychological contract] could be considered as a social, moral and civic responsibility by promoting the rights and welfare of the labor force, wherein a more beneficial return will impart to the invested cost of values and as bonus to the margins of business profit. To further validate the analysis, it points out the situation that psychological contract eventually changes according to socio-economic, socio-cultural and socio-political changes. This can be exemplified by the previous discussions on the development of labor forces and markets that have been attributed by the rapidly changing business and policy environment as a result of â€Å"social diversification of industries†, keeping abreast at the global landscape of production and supply of goods. In short, psychological contract emerges in the â€Å"social and economic status† of the labor force. As cited, psychological contract always retains in the unstable or stable economic and political condition which reciprocate a particular situation (Pascale 1997; in Sharpe 2001). This can be exemplified by the prevailing global economic recession, in which the downturn of economies of highly developed and rich countries [like the US and some European countries] affects the domestic economies of undeveloped countries as a result of depleted purchasing power that as well decline the demand for labor market. Thus, the virtual effect of economic crises affects the â€Å"systems thinking† of the employees in a particular firm that may at anytime declare a bankruptcy and closes shop. The psychological contract on the expected security of tenure in employment would be at the brink of eventual loss. It may be further analyzed that workplace is an â€Å"economic-driven† organization that exist and operate its venture within a calculated business risks. The only dynamism could be indicated by feasibility studies along with planning and market testing. In this particular condition, unpredictability and uncertainty of employment may pattern the psychological contract of workforce in a workplace. Findings and conclusion This paper has found that psychological contract is characterized by the â€Å"social and economic values† pertaining to the mutual efforts and benefits of an employee and employer. In other words, there must be co-existing endeavor, agreements and appreciation to making effective, reliable and congruent the achievement of requirements and sharing of needs. However, the findings may have only analyzed the situational perception of a workplace, in which may needing the variations of reconsidering the overall â€Å"societal conditions†. What has then highlighted in the result of examining and analyzing the empirical studies derived and depicted in this paper is the fact that psychological contract can only be achieved by a consistent and truthful fulfillment of expectations, reassuring mutual efforts of employee and employer. It may be then concluded that psychological contract can be sustained by making productive the economic condition of every countries, good governance and the advancement of policy support on workforce and workplace issues. Thus, psychological contract attributes the achievement of an economically secured family and socially progressive population.

Privacy in the Information Age essays

Privacy in the Information Age essays Privacy is at the very soul of being human (Diffie, 555). For as long as humans can remember privacy has always been a major issue in our society. From the time telephones came into play, in which strangers had the advantage of calling your own private house to talk to you, until now with the creation of the Internet. With the rise of technology in the U.S. today many of our individual privacies have been invaded, from video cameras that record our entries into shops and buildings to supermarket checkout tapes... (Diffie, 555). Every step we take is pretty much watched by the government. As Bob Herbert describes it, We are very close to the day when strangers will know, or will be able to know, anything they want about you ( 540). What Herbert is trying to say is that if we keep on heading in the same direction we are going now our individual privacies are pretty much going to be destroyed. Many people look at the destruction of privacy in a bad way, not taking into consideration the other perspective of this problem. The invasion of privacy in the U.S. can have both a positive and negative effect on our society. When many people think about the invasion of their privacy they tend to ignore the indirect positive affects that it has on their society. Sometimes in certain situations individual privacy has been given up for the protection of U.S. citizens as a whole. Two good examples are the medal detector screens and the searches of personal belongings at airports (Hubbartt, 554). Although it is true that these searches are invading peoples privacy of what they have in their suitcase, at the same time it is protecting them from any terrorist attacks on board. Its better to give up a little of your privacy then to put your life into the hands of strangers. Although you trust yourself you cant trust others around you. You never know who the person sitting next to yo...

Lydia Dustin Was Accused in the Salem Witch Trials

Lydia Dustin Was Accused in the Salem Witch Trials Lydia Dustin died in prison and is best known for being accused as a witch in the Salem witch trials of 1692. Dates: 1626? - March 10, 1693Also known as: Lidia Dastin Family, Background Not much is known of her other than connections to others also accused in the Salem witch trials. Mother of Sarah Dustin and Mary Colson, grandmother of Elizabeth Colson. More About Lydia Dustin Lydia, a resident of Reading (Redding), Massachusetts, was arrested on April 30 on the same day as George Burroughs, Susannah Martin, Dorcas Hoar, Sarah Morey, and Philip English. Lydia Dustin was examined on May 2 by magistrates Jonathan Corwin and John Hathorne, on the same day that Sarah Morey, Susannah Martin, and Dorcas Hoar were examined. She was then sent to Bostons jail. Lydias unmarried daughter Sarah Dustin was the next in the family accused and arrested, followed by Lydias granddaughter, Elizabeth Colson, who eluded capture until after the third warrant was issued (sources differ on whether she was ever captured). Then Lydias daughter Mary Colson (Elizabeth Colsons mother), was also accused; she was examined but not indicted. Both Lydia and Sarah were found not guilty by the Superior Court of Judicature, Court of Assize and General Gaol Delivery in January or February 1693, after the initial trials had been suspended when criticized for their use of spectral evidence. However, they could not be released until they paid jail fees. Lydia Dustin died still in jail on March 10, 1693. She is thus usually included on lists of those who died as part of the Salem witchcraft accusations and trials.

Business Financial Crime Coursework Example | Topics and Well Written Essays - 2500 words

Business Financial Crime - Coursework Example The paper analyzes the frauds associated in the earning management and cites some cases of frauds in the earning management. A section of the paper also deals with the regulatory framework of earning management in countries like USA and UK. The concept of earning management can be defined under three board heads of white, black and Gray. White signifies the beneficial earnings which are used to enhance the transparency of the financial reports whereas black signifies the misrepresentation of the report and involves fraudulent activities. The gray denotes the manipulation of financial reports which occurs within the boundaries of the compliance, which are done to enhance the efficiency or to provide opportunistic results. Under the gray concept, earning management involves the selection of accounting principles which helps to maximize the overall utility of the management of the organization. Earning management is initiated by the mangers when they use their judgment in the reporting of the financial statement and alters certain information within the reports for misleading the stake holders or to influence the outcome of certain contracts which depends on the stability of the organization in terms of accounting figures . However all earning management does not involves the misrepresentation of the facts and figures. Certain organizations do not resolve to distortion of figures of the accounting report and allows the investors to distinguish between the various components and they only undertake operations which enhance the value of the information associated with the earnings of the organization. Earning management often proves to be beneficial in determining the long term value of the organization and at the same it can be pernicious while concealing the short term value. The concept of earning management is declared as fraud and it violates the rule specified by GAAP, when the organization records sales in the accounting reports

To Kill A Mockingbird Essay Example | Topics and Well Written Essays - 500 words

To Kill A Mockingbird - Essay Example Dill lives in Mississippi but he his vacations in Maycomb. Atticus is the main character of the story. He is a man of strong moral value. He had great sense of patriotism. He was against the custom of racism which existed in his society. He instilled in his children great sense of equality. He set an ideal example for them by fighting the case of black man for which he had to stand against his own society in order to support justice and truth. He was a great guide and teacher for his children and an extraordinary human being as well. â€Å"There goes the meanest man that ever took a breath of life† The story seems to say that Atticus is Atticus because of Maycomb. "He liked Maycomb, he was Maycomb County born and bred; he knew his people, they knew him. . . ." Later, when Atticus is striving to console Jem about the culpable judgment in the Tom Robinson case he tells Jem that they are going to live in Maycomb after the case is over. Though so, Maycomb is no ecstasy; no paradis e on the hill, no place one can celebrate without worries and melancholy. It is living in Maycomb, working at law there, that we see Atticus as the man that he is.