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Content domains within the larger field of psychology

The primary goal of this literature review is to integrate concepts from four different content domains within the larger field of psychology. The four content domains should be chosen from previous coursework in this program. In this paper, students will review the findings in the individual empirical articles, organize the research in a meaningful way, evaluate the reliability, validity, and generalizability of the research findings, and present an integrated synthesis of the research that sheds new light on the topics within and across the four domains.

The result of a successful integrative literature review may be a significant contribution to a particular body of knowledge and, consequently, to research and practice. Therefore, before writing this literature review, substantive new research must be conducted via the Internet and within the Ashford University Library for each of the four chosen domains. A minimum of six sources must be included for each of the four domains. Although content from literature reviews completed in prior courses within this program may be included, it may not constitute the total research for the individual domains addressed within this assignment. No more than four sources from previous literature reviews completed in this program may be utilized for this integrative review.

The headings listed below must be used within the paper to delineate the sections of content. These sections include the following: a clear introduction that provides a general review and organizes the research in a meaningful way; a discussion in which the evidence is presented through analysis, critique, and synthesis; and a conclusion in which the discussion is drawn together in a meaningful way, the claims of the introduction are brought to a logical closure, and new research is proposed.

Introduction

Provide a conceptual framework for the review.
Describe how the review will be organized. The questions below may be used to guide this section.
What are the guiding theories within the domains?
How are the domains connected?
Are there competing points of view across the domains?
Why is the integration of these domains important?
What is the history of these domains?
What are the related theories or findings?
Describe how the literature was identified, analyzed, and synthesized.
How and why was the literature chosen?
What is your claim or thesis statement?
Discussion

Provide the analysis, critique, and synthesis for the review.
Analysis

Examine the main ideas and relationships presented in the literature across the four domains.
Integrate concepts from the four different content domains within the larger field of psychology.
What claim(s) can be made in the introduction?
What evidence supports the claim(s) made in the introduction?
Critique

Evaluate the reliability, validity, and generalizability of the chosen research findings.
How well does the literature represent the issues across the four domains?
Identify the strengths and the key contributions of the literature.
What, if any, deficiencies exist within the literature?
Have the authors omitted any key points and/or arguments?
What, if any, inaccuracies have been identified in the literature?
What evidence runs contrary to the claims proposed in the introduction, and how might these be reconciled with the claims presented?
Explain how the APA’s Ethical Principles of Psychologists and Code of Conduct might influence the reliability and/or generalizability of the chosen findings.
Did the ethical issues influence the outcomes of the research?
Were ethical considerations different across the domains?
Synthesis

Integrate existing ideas with new ideas to create new knowledge and new perspectives.
Describe the research that has previously been done across these domains, as well as any controversies or alternate opinions that currently exist.
Relate the evidence presented to the major conclusions being made.
Construct clear and concise arguments using evidence-based psychological concepts and theories to posit new relationships and perspectives on the topics within the domains.
Conclusion

Provide a conclusion and present potential future considerations.
State your final conclusion(s).
Synthesize the findings described in the discussion into a succinct summary.
What questions remain?
What are the possible implications of your argument for existing theories and for everyday life?
Are there novel theories and/or testable hypothesizes for future research?
What do the overarching implications of the studies show?
Where should the research go from this point to further the understanding of these domains and the greater study of psychology?
Attention Students: The Masters of Arts in Psychology program is utilizing the Pathbrite portfolio tool as a repository for student scholarly work in the form of signature assignments completed within the program. After receiving feedback for this Integrative Literature Review, please implement any changes recommended by the instructor, go to Pathbrite (Links to an external site.) and upload the revised Integrative Literature Review to the portfolio. (Use the Pathbrite Quick-Start Guide (Links to an external site.) to create an account if you do not already have one.) The upload of signature assignments will take place after completing each course. Be certain to upload revised signature assignments throughout the program as the portfolio and its contents will be used in other courses and may be used by individual students as a professional resource tool. See the Pathbrite (Links to an external site.) website for information and further instructions on using this portfolio tool.

The Integrative Literature Review

Must be 20 to 30 double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center. (Links to an external site.)
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must begin with an introductory paragraph that has a succinct thesis statement.
Must address the topic of the paper with critical thought.
Must end with a conclusion that reaffirms your thesis.
Must use at least 24 peer-reviewed sources, including a minimum of 20 from the Ashford University Library.
Must document all sources in APA style as outlined in the Ashford Writing Center.
Must include a separate reference list that is formatted according to APA style as outlined in the Ashford Writing Center.

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Case for Recognition of Internet Addiction asa Psychiatric Disorder

Introduction

This is a review of internet addiction (IA) literature in light of various psychological domains. It reviews over 24articles, at least six for each of the domains of neuroscience, cognitive, developmental and behavioral domains. The researcher recognizes the interconnectedness of the domains, and this is reflected in the selection, analysis, critiquing and synthesizing of the articles. Further, there are various recommendations in the conclusion that are based on the research hypothesis that there is a need for recognition of IA as a psychiatric disorder by the World Health Organizationand in Diagnostic Statistical Manual of Psychiatric Disorders (DSM-5.

Viewed as a form of social interaction, IAhas been defined “as a non-chemical, behavioral addiction, which involves human-machine interaction” (Cerniglia, Zoratto, Cimino and Laviola, 2016). Although not presented as a psychiatric disorder in DSM-5, IA presents various signs and symptoms that would qualify it as a form of psychiatric disorder. These include reclusion or the hikikomori phenomenon tendency andreduced or non-existent real-life social interactions. Young identified five types of internet addiction behaviors that include cyber-sexual addiction, cyber-relationship addiction, net compulsions, information overload and computer addiction (Pontes, Kuss, Griffiths, 2015). There is a case to include phubbing in this list, as is evident later in this review. Notably DSM-5 recognizes online gambling, a form of net compulsion, as a mental disorder.

The various effects of IA include a risk to mental health through stunted development of identity, self-image and adaptive social relations. Adolescents afflicted by IA “often suffer loss of control, feelings of anger, symptoms of distress, social withdrawal, and familial conflicts” (Cerniglia, et al., 2016). Clinical conditions associated with IA include “dysthymic, bipolar, affective, social-anxiety disorders and major depression” (Cerniglia, et al., 2016).

IA can be investigated from various psychological domains. These neuroscience, behavioral, developmental and cognitive psychological domains.

Neuroscience domain

Neuroscience practices can be traced to ancient Egypt. Hippocrates and Plato advanced recognition of the brain as the center of intelligence, with Gael showing damage to the brain led to loss of mental faculties. Theories that contributed to development of neuroscience psychology include electrical excitability and the neuron doctrine. Franz Joseph Gall proposed the localization of function hypothesis, especially with reference to language and certain psychological functions, a hypothesis that was confirmed by…………………………………………………………………………………………………………………………………………………………………………………………………………………………………. ………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

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SHRM content areas

Discussion topics continue to address SHRM content areas related to HRD. Unit 5 continues with Performance Management. While performance management and performance appraisal are often confused, they are not the same. Performance management takes a broad view of activities intended to improve individual and organizational performance. This includes determining expectations, measuring employee action and results and coaching. The intent is to link individual’s work to attain organizational goals. Performance appraisals are a focused assessment of an employee’s performance within a set time parameter. Employees are measured against expectations resulting in decisions related to organizational talent and decisions. A performance appraisal typically involves the utilization of rating tools and forms followed by a formal conversation between an employee and their manager. Performance management, particularly performance appraisals, are being eliminated by many high profile organizations (Accenture, Adobe, Microsoft, and GE). Studies have indicated that only 30% of workers think that their organization’s performance management helps to improve the organization’s performance. Less than 40% described their organization’s performance management as having clear performance goals or honest feedback. Some SHRM professionals have suggested that organizations rid themselves of traditional performance management due to its negative impact on organizational performance. The SHRM report, Performance Management that Makes a Difference, also reports that a Deloitte study of its own performance management discovered that performance management took two million employee hours to set performance goals, submit evaluation forms and to participate in performance reviews. Further, the technology required to support the Deloitte performance management process was calculated to be many thousands of dollars. The study indicated that the organizational cost was not work the organizational benefit. Too often, performance management is not done well, the discussion topic for this unit is intended to help you better understand performance management and what is involved in actualizing its potential. Topic 1: SHRM Content Area (Performance Management) Figure 1 in the SHRM effective practice article, Performance Management, provides an overview of the performance management process. Put that performance management process into your own words. What are some possible outcomes from effective performance management? Using an organization, you have worked with, how would you assess their application of the Performance Management process? What success has that organization had with possible positive performance management outcomes? What recommendations would you make to improve their performance management practice?

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Performance management process

This paper outlines the performance management process, highlights some possible outcomes from effective performance management and also has a brief case study of performance management at an organization the author worked at.

Performance management process

Performance management process involves performance planning, ongoing feedback, employee input, performance evaluation and performance review. Performance planning involves setting performance expectations with regard to behavior and results (Pulakos, 2004). Behavior involves the modus operandi with regard to such issues as communication, collaboration and consideration. Results should be tied to personal and professional goals. The behaviors and results should align to organization’s goals, objectives and strategies. Managers and employees should continuously discuss the behavioral and results performance, with the discussions involving ongoing two-way feedback (Aguinis, 2019).  Whereas feedback is mandatory for poor or exceptional performance, it is necessary that there be periodic feedback about the employees’ contributions and achievements. Informal, daily feedback has been found to be effective in enhancing performance.

Employee input involves the employee stating their major accomplishments as well as self-rating on various job aspects. It is important in enhancing employee ownership and acceptance, highlighting their behavior and results, as a basis for formal appraisal as well as remuneration and promotion decisions and it also enhances communication and understanding between managers and employees (Pulakos, 2004). Performance evaluation involves evaluating the behaviors and results of the employees. Competency models are usually used to evaluate the behaviors against organizational goals and strategies. The models articulate competencies and associated behaviors key for positive organizational outcomes, forming the…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….. SHRM content areas ……………………

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SHRM Content Area (Organizational Development: Action Research)

Topic 1: SHRM Content Area (Organizational Development: Action Research) Action Research One systematic approach used in Organizational Development is the HRD Process Model (ADDIE Model) as it is a systematic approach intended to improve the effectiveness of an organization. The Assessment phase of the HRD Process Model (ADDIE) is particularly relevant as it used to identify gaps in organizational effectiveness between an organization’s current and desired state. This discussion will review another systematic approach used in Organizational Development, Action Research. Action Research can be understood as a process, model, theory, or set of techniques. Most often, Action Research is framed as action taken by an external consultant, which is why Figure 18-1 utilizes Organizational Development consultant language. However, Action Research can also be used by internal HRD professionals, the steps are the same. You will find the Action Research Model useful both in Organizational Development, and in other areas of your professional and personal life. Action Research is built on feedback. A problem is identified, data collected, a diagnosis given, a plan developed, action taken…followed by assessment/data…which is used to continue the process. That feedback data is immediately used to identify the problem and the process resumes. Figure 18.1 in Organizational Behavior in Health Care, Chapter 18 (Borkowsi) identifies the eight steps in Action Research. Table 18.1 displays these eight steps (Burke, 1982) simplified into four steps as developed by Cummings and Worley (1997). How would you apply the 8 steps of Action Research to the organization you are using for the course project? What value might Action Research add to your course project? How might your organization respond to Action Research and why? Topic 2: SHRM Content Area (Organizational Development: Appreciative Inquiry) As reviewed in the previous discussion topic, the HRD professional needs skills in both Change Management and Organizational Development (OD). Change Management focuses on the human component of organizational change, and Organizational Development focuses on planned processes of change using a systematic approach to increase organizational effectiveness. One such planned process using a systematic approach is Action Research; another is Appreciative Inquiry. While Action Research focuses on what is going wrong in an organization, the Appreciative Inquiry systematic approach centers on what the organization is doing right. Appreciative Inquiry is often expressed as having five components. Both the Organizational Development Fundamentals Figure 2.4 (Rothwell, et al., 2015, page 7) and the Organizational Behavior in Health Care (Borkwoski, 2017, page 10) address Appreciative Inquiry. Rothwell uses the 5 D Appreciative Model and Borkwoski uses the 4 D Model. The center of Appreciative Inquiry is the way diagnostic questions are asked. What is different about the questions used in Appreciative Inquiry? Would you use the 4D or 5D Model for the organization you are using for your course project and why? Would the Action Research Model or the Appreciative Inquiry Model have more value for the organization you are using for your course project? Why?


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Organizational Development: Action Research

Topic 1

            According to Johnson (2008), the eight steps of action research serve as guideline when conducting action research project. Therefore, it is very imperative for the action research to adapt to a particular research topic or problem. In other words, the eight steps should not be seen as cast in stone, it should be flexible. The 8-step action research are identifying and limiting the topic, gathering information, reviewing the related literature, developing a research plan, implementing the plan and collecting data, analyzing the data, developing an action plan, and reflecting on the process.

            The application of action research in the organization follows a systematic process, with the first step being identifying a specific problem. In this case, the organization is a learning institution, and the action research project is to improve performance of the students(Morrissey, 2013). This can be achieved through the use of examination and trial of the alternative instructional approach. The second step involves gathering information, where the views and instructional approach of tutors is obtained. It is important to know how other tutors addresses the problem of underperformance.

            The third step is to review the related literature with the objective gaining more insight on the subject matter. Different instructional approaches are compared and review to understand the approach that is more effective to the learners. The fourth step is the development of a research plan, which is guided by the hypothesis or research question(Finnie & Norris, 1997). The process of developing research plan is guided by the literature and discussion with other tutors. Step five is the implementation of the plan and collecting data, which involve designing performance-based assessment where the students are examined to establish critical thinking skills.

            The six step involves analyzing the data, where the test scores obtained from a standardized achievement tests are statistically compared for different instructional approach. The instructional approach recorded high score will be the one tutors will be using(Levasseur, 2001). Based on the findings, action plan is developed on how the selected instructional approach is adopted by the learning institutions. The last step involves reflecting on the process, where the head of school call for a meeting for debriefing and decide on any adjustment.             The action research is valuable to the organization is various ways. It ensures that course project is delivered on time and each of the process was…………………………………………………………………………………………………

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SHRM content areas related to HRD. Unit 5 continues with Performance Management

 The Unit 5 discussion topics continue to address SHRM content areas related to HRD. Unit 5 continues with Performance Management. While performance management and performance appraisal are often confused, they are not the same. Performance management takes a broad view of activities intended to improve individual and organizational performance. This includes determining expectations, measuring employee action and results and coaching. The intent is to link individual’s work to attain organizational goals. Performance appraisals are a focused assessment of an employee’s performance within a set time parameter. Employees are measured against expectations resulting in decisions related to organizational talent and decisions. A performance appraisal typically involves the utilization of rating tools and forms followed by a formal conversation between an employee and their manager. Performance management, particularly performance appraisals, are being eliminated by many high profile organizations (Accenture, Adobe, Microsoft, and GE). Studies have indicated that only 30% of workers think that their organization’s performance management helps to improve the organization’s performance. Less than 40% described their organization’s performance management as having clear performance goals or honest feedback. Some SHRM professionals have suggested that organizations rid themselves of traditional performance management due to its negative impact on organizational performance. The SHRM report, Performance Management that Makes a Difference, also reports that a Deloitte study of its own performance management discovered that performance management took two million employee hours to set performance goals, submit evaluation forms and to participate in performance reviews. Further, the technology required to support the Deloitte performance management process was calculated to be many thousands of dollars. The study indicated that the organizational cost was not work the organizational benefit. Too often, performance management is not done well, the discussion topic for this unit is intended to help you better understand performance management and what is involved in actualizing its potential. Topic 1: SHRM Content Area (Performance Management) Figure 1 in the SHRM effective practice article, Performance Management,  provides an overview of the performance management process. Put that performance management process into your own words. What are some possible outcomes from effective performance management? Using an organization, you have worked with, how would you assess their application of the Performance Management process? What success has that organization had with possible positive performance management outcomes? What recommendations would you make to improve their performance management practice?

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SHRM Content Area (Change Management – Resistance to Change) Change is a common HRD outcome related to assessment.

 Topic 1: SHRM Content Area (Change Management – Resistance to Change) Change is a common HRD outcome related to assessment. HRD professionals are then involved in the process of change management. One component of change management is understanding resistance to change. Borkowski  presents Roethlisberger’s X Chart as a means of understanding and responding constructively to individual resistance to change. The Roethlisberger X Chart suggests forces (change, personal history and social work situations) that influence attitudes, which then lead to a response. Borkowski provides additional insight into understanding the forces of change, personal history, and social work situations with an additional review addressing resistance to change, individuals’ barriers to change, discomfort with uncertainty, perceived negative effects, lack of clarity and excessive change. Based on the reading, and your experience, which have you seen having the greatest impact on attitudes? What would you recommend as a way of constructively having a positive impact on these factors? Topic 2: SHRM Content Area (Change Management Lewin’s Force Field and 3 Step Model) Another component of change management is understanding and applying models of change. Borkowski also presents Lewin’s Change Model with its driving and restraining forces. Utilization of driving and restraining forces provides a three step process for implementing change (unfreeze, change and refreeze). Apply Lewin’s Change Model with its forces and three steps to the organization you are using for the course project. What is the one change your organization needs the most? What are the driving and restraining forces? How should they be manipulated to work through the three steps of unfreeze, change and refreeze? What should be done to refreeze the change in the organization?