Essay about Cyber Security A Necessity Nowadays - 1285 Words

Cyber-attacks are not just in fiction movies, they are a reality of our world. The cost of cyber-attacks are estimated at $100 billion to $1 trillion annually (Eschelbeck, 25). The reason of this is not difficult to understand. Computers are present everywhere. People are always connected posting information about their lives on Facebook, Instagram and Twitter. On the commercial field is the same. The most part of enterprises have their bases computerized. All the transactions and important information are in computers. Cyber Security is now one of the biggest necessities of the world, because our lives resolve around computers, the cyber-attacks are dramatically increasing in number every day, and the cyber attackers are becoming more†¦show more content†¦The number of cyber-attacks is increasing in general. The U.S. Department of Homeland Security (DHS) reported that the number of cyber attacks launched against U.S. infrastructure in 2012 increased by over 50 percent, and over 7,000 key industrial control systems are vulnerable to attack. Cybercriminals tend to focus where the weak spots are and use technique until it becomes less effective, and then move on to the next frontier. For this reason, the targets and the attacks techniques change every time. As example of some of the most attacks techniques utilized are socially engineered, unpatched software and Phishing attacks. A social engineer runs what used to be called a con game. For example, a person using social engineering to break into a computer network might try to gain the confidence of an authorized user and get them to reveal information that compromises the networks security. They might, for example, call the authorized employee with some kind of urgent problem that requires immediate network access. Appeal to vanity, appeal to authority, appeal to greed, and Fukuoka Rosa 3 old-fashioned eavesdropping are other typical social engineering techniques. Socially engineered can be best handled through end-user education that is training the company’s employees to not give important information toShow MoreRelatedInternet Crimes And The Internet1719 Words   |  7 PagesThe researcher has taken help from a number of online sources and a few books as well. Firstly, the researcher will discuss about cybercrime, how and when it came in existence. The researcher then will categorize cybercrimes into 2 parts, cyber abuse and cyber-attacks. This in turn has a few subtopics to follow. And lastly, the researcher will discuss prevention from these kind of attacks. Technology has been increasing so rapidly in the past fifteen years that it has increased the use of computersRead MoreMobile And Cloud Platforms Accessible Essay1429 Words   |  6 Pagesimmensely and it will continue growing. 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The Water Wars In Central Asia Environmental Sciences Essay Free Essays

string(32) " of surface irrigation systems\." â€Å" Water promises to be to the twenty-first century what oil was to the twentieth century: the cherished trade good that determines the wealth of states † . The 20th century governed states with the kernel of industry – rough oil. Even today it is the focal point of international struggle, ordering a states ability to map in both planetary political relations and the planetary economic system. We will write a custom essay sample on The Water Wars In Central Asia Environmental Sciences Essay or any similar topic only for you Order Now The 21st century promises to regulate states with the kernel of life – clean H2O. Driven by fickle conditions forms, intensive irrigation, and population force per unit areas, H2O is increasingly going a scarce trade good and is developing into a accelerator of international instability and struggle. An illustration of H2O ‘s ability to impact an country in the 21st century can be found in the Central Asian States, and the dehydration of the Aral Sea. The enlargement of irrigated agricultural land area and hydroelectric power, determined to be the root causes of the Aral Sea catastrophe, have continued due to miss of collaborative action by the freshly independent provinces of the part. The Amu Darya and the Syr Darya supply fresh water to the upstream provinces of Kyrgyzstan, Tajikistan, and Southeastern Kazakhstan, and the downstream states Turkmenistan, Uzbekistan, and Southwestern Kazakhstan. These states are going progressively competitory over H2O in the part, go forthing the dehydration of natural formations like the Aral Sea as an acceptable cost. The competition over H2O comes from the H2O intensive cotton harvest, which dominates the agribusiness in Turkmenistan, Uzbekistan, Tajikistan, and Southwestern Kazakhstan. Cotton provides a important foreign currency earn er for the part and is a major supplier of employment, but demands big sums of H2O from the part, which the Amu Darya and Syr Darya rivers struggle to supply. The indiscriminate usage of H2O to fuel cotton production has been in pattern since the early 1960 ‘s and is doing terrible environmental jobs, such as the drying of the Aral Sea, clime alteration, H2O and dirt salt, and H2O, dirt and air pollution. Increasing poverty, quickly turning populations, and the pattern of â€Å" economic patriotism † alternatively of regional cooperation by the autocratic governments of part, are the ingredients for future tenseness, societal instability, and possible struggle in Central Asia. These developments will be interpreted in a political economic system model, going from the Soviet ‘s forced cotton production, which is analyzed in the 2nd subdivision of this paper. Water is an progressively scarce resource in the part that is under force per unit area stemming from economic involvements, such as hydroelectric coevals and agricultural production. The environmental involvements of biodiversity, bettering supports of the part ‘s population and the resurgence of the Aral Sea are underrepresented and hence unheard. The environmental debasement of the Aral Sea is examined in greater item in the 3rd subdivision of this paper. The dehydration of the Aral Sea has far making effects in the part, impacting the clime and biodiversity. Desert air currents can transport 1000000s of dozenss of contaminated sand and salt from the country that was one time the Aral Sea, and lodge them on agricultural land all over the part. The effects of these polluted sand and salt sedimentations are farther amplified by the hapless drainage systems and the eventful H2O logging, that have caused dirt salt to go an increasing environmental job. Rising salt degrees have cause the ecology of the part to degrade to the point where many countries are going inhospitable, due to the barbarous downward spiral fueled by poorness and environmental debasement. The concluding subdivision critics the institutional model behind the H2O direction of the part. Foregrounding the displacement from a centrally run allotment of H2O by the Ministries of Land Reclamation and Water Resources ( Minvodkhoz ) located in Moscow to more regionally located signifiers of H2O direction, following the prostration of the Soviet Union. Since so it has become imperative that upstream states like Kyrgyzstan, Tajikistan, and Southeastern Kazakhstan jointly allocate H2O resources with downstream states like Turkmenistan, Uzbekistan, and Southwestern Kazakhstan. New establishments have been created to supervise this procedure as each twelvemonth, at the presidential degree ; understandings are negotiated to stipulate the sum of H2O allocated to each state. There has been small alteration at the micro-level except in Kazakhstan and Kyrgyzstan, where Water Users ‘ Associations ( WUA ) have been established. In both Turkmenistan and Uzbekistan, both major consumer s of H2O, the cardinal allotment and direction of H2O is still practiced in the absence of local reforms. The â€Å" usage it or lose it † rule, the result of the Soviet ‘s centrally planned H2O allotment patterns, are still in pattern due to the deficiency of countenances forestalling the abuse or inducements advancing the preservation of H2O. The continued ingestion of H2O at current degrees, coupled with the low efficiency ratios soon practiced, will take to increased degrees of dirt salt and the farther irreversible debasement of the Aral Sea basin. In a divided Central Asia stricken with a deteriorating environment, the scarceness of H2O has lead to increased tensenesss and may, given clip, lead to serious struggle. Many in the part believe that entree to H2O is â€Å" God-Given, † which contributes to the local authorities ‘s deficiency of concrete action against the current scarceness confronting the part, that is itself semisynthetic. Merely reduced and more efficient ingestion of H2O in Aral Sea basin supervised by efficient micro and macro-organizations, coupled with interregional cooperation, would be able to come on the part to a sustainable hereafter. The Soviet ‘s Management of Water The former Soviet Central Asia consists of chiefly steppes and comeuppances. This environment had traditionally limited the development of colonies and the attach toing agribusiness to oases, fed by rivers or belowground reservoirs known as aquifers. Soviet regulation changed all this, with forced collectivisation. Much of the traditional methods of sustainable cropping forms were forcibly altered to large-scale individual harvest methods that required a H2O direction substructure composed of surface irrigation systems. You read "The Water Wars In Central Asia Environmental Sciences Essay" in category "Essay examples" Regions like the Fergana Valley that were irrigated and specialized in cotton as a hard currency harvest, had a considerable comparative advantage over countries non bring forthing â€Å" white gold † . In the early 1960 ‘s Moscow took notice of this comparative advantage and began to make a quasi-monoculture, turning Cardinal Asia into a natural stuffs manufacturer for the fabric industries of the more cardinal Soviet Union. Cotton rapidly became the life-bread of the outer agriculturally based Soviet democracies, an indispensable trade good in their political economic systems. This patterned advance is illustrated by the province of Uzbekistan, which became one the largest cotton bring forthing states in the universe. The success or failure of cotton began to order the destiny of political elites in the Soviet Socialistic Republics ( SSRs ) , which lead to extended corruptness such as the over and underreporting of cotton production and the forced organisation of labou r to optimise cotton production. These corrupt patterns shortly became basiss of Uzbek, Tajik, and Turkmen Soviet Socialist Republics ‘ economic systems and the agricultural industry of the part. As the production of cotton in the Central Asiatic part increased quickly, the demand for H2O became despairing, due to the clime ‘s agricultural inhospitality and demand for irrigation. Water, at the clip, seemed copiously supplied by the Amu Darya and Syr Darya and lead to the building of great canals like the KaraKum canal, stretching more than 1,100 kilometer from the Amu Darya to Turkmenistan. The cragged countries of Tajikistan, Kyrgyzstan, and Kazakhstan are the get downing point for both rivers, which are mostly consumed by the agriculturally demanding countries of Turkmenistan and Uzbekistan. This division between upstream and downstream states and the resulting differential entree is one of the chief causes of tenseness refering H2O use in the part. The moneymaking enlargement of cotton land area, best illustrated by Uzbekistan, created a quickly increasing demand for agricultural irrigation, and began deviating mass measures of H2O to provide it. In Uzbekistan cotton ‘s enlargement was unprecedented, spread outing from an end product of 441,600 hectares in 1913, to 1,022,600 sunburns in 1940, to 1,427,900 sunburns in 1960, to every bit much as 2,103,000 sunburns in 1987. In Uzbekistan cotton became known as â€Å" King Cotton † , providing a antecedently bare state with an unprecedented hard currency harvest and provided employment to the bulk of its citizens. The Uzbek ‘s flourishing cotton industry had one fatal defect: it relied wholly on the handiness of H2O, in a part missing abundant H2O. The efficiency of H2O use was minimum due to a hapless substructure trusting on unlined and exposed canals, where escape is highly high, with the bulk of H2O either evaporating or oozing into the land. These inefficient H2O direction patterns lead to a diminishing sum of H2O really making the Aral Sea, and by the 1960 ‘s the sum of H2O making the Aral Sea began to dunk below the 50 kmA? to keep the sea degree at the clip. In the 30 old ages that followed ( 1960-1990 ) , the Aral Sea shank to merely half its original surface country. By the twelvemonth 2007 the Aral Sea had shrunk to merely ten per centum of its original size. The lay waste toing toll on the environment caused by the irresponsible, regulated, and irreguardless ingestion of H2O in the part, at this point can non be reversed, and has threatened to do the full part inhospitable due to the salinization of its dirt. Interestingly plenty the drying out of the Aral Sea did non halt or even decelerate during the decennary of passage from Soviet regulation. The freshly independent states were concerned with their ain single wellbeing, with a focal point on the employment and foreign currency cotton production brought, instead than that of the part as a whole. The states of Uzbekistan, Turkmenistan, Tajikistan, Kazakhstan, and Kyrgyzstan, were trapped politically to maintain cotton production changeless even when spread outing the production of other harvests. This was due to cotton ‘s incontestable value in the states ‘ economic systems, disenabling policy shapers from traveling to more sustainable resource direction even if they wanted to. The agricultural demand for H2O by the downstream states and the hydroelectric demand by upstream states, over the last 10 old ages, have non been contained. Agricultural H2O usage has remained more or less the same, even with a displacement to more diverse and sustainable harvests. Overall cropping forms for the Central Asiatic part was 40 % cotton and 7 % wheat in 1990, which shifted to 35 % cotton and 30 % wheat by 2000. This displacement resulted in no bead in H2O ingestion, even though wheat is a less water-intense harvest. This is due to the parts deficiency of efficient H2O conveyance substructure and H2O direction, show by the remarkably high demand for H2O, in comparing to other cotton bring forthing states. The deficiency of authorities financess to better substructure and educate citizens about efficient H2O direction could be blamed, but in all world the demand for a revival of self-sustainable agriculture patterns in the part is what is truly needed. Management A ; Reforms After the prostration of the Soviet Union, the centralized and regionally focussed H2O direction tactics antecedently practiced were abandoned. New national and regional organisations were formed during the passage period after 1991. An understanding was reached during February of 1992 to organize the Interstate Commission for Water Coordination ( ICWC ) , comprised of the five freshly independent Central Asian states. This organisation was responsible for H2O allotment in the Aral Sea basin, but lacked the foresight to turn to jobs like H2O quality, salt, and the authorization to efficaciously pull off possible struggle state of affairss that could happen. In March of 1993 a subsequent understanding established organisations like the Interstate Council on the Aral Sea ( ICAS ) , moving as an consultative commission for the five provinces of the part. This lead to the formation of the International Fund for the Aral Sea ( IFAS ) in order to fund the assorted activities of ICAS, follo wed by the constitution of a Sustainable Development Commission, concentrating on protecting the environment of the part and socioeconomic development. ICAS and IFAS were shortly merged to organize a new IFAS empowered by a board of deputy curates, giving the organisation comparatively more power. At the basin degree of the Syr Darya and Amu Darya, H2O direction was delegated to single Water Basin Associations or Basseynoe Vodnoe Ob’edinenie ( BVOs ) . These organisations oversaw the H2O direction of basins that affected five freshly independent provinces, including the communicating substructure, pumping systems, canals, power supply, and distribution systems from the several rivers beginning to its basin on the Aral Sea. These BVOs did non nevertheless control drainage, as this duty fell to the national H2O governments. Dispite the bureaucratic muss that the complexnesss and sheer figure of bureaus that were created to cover with H2O direction in the part, organisations like the BVOs lacked the support of international jurisprudence, intending that understandings and resource direction put for the by these organisations could be ignored with no effect. This deficiency of authorization is farther illustrated by the absent acknowledgment by province legislative assemblies and the support duties, proportionate to H2O allotment portions, which merely two of five states on a regular basis complied with. The deficit of support besides hampered the ability of BVOs and similar organisations to map and even keep the basic substructure that they were founded to set up. Originally IFAS was to be financed yearly by allotments of one per centum of the five member states Gross National Product, this figure was reduced to 0.3 % for Turkmenistan, Kazakhstan, and Uzbekistan, and to 0.1 % for Tajikistan and Kyrgyzstan. These decreases in budget allotments were farther impeded by late payments and the deficiency of payment wholly, as some provinces concluded that the financess allocated for IFAS would be better utilized within their ain boundary lines. This meant that organisations like IFAS could non number on regular parts to fund direct operationa l costs or to fund larger substructure care, fix, and betterment doing the bing H2O direction construction to farther deteriorate. How to cite The Water Wars In Central Asia Environmental Sciences Essay, Essay examples

Prevention of Cruelty to Animals

Question: Discuss about the Prevention of Cruelty to Animals. Answer: Introduction Change management refers to an approach where the individuals are equipped and supported to adapt to change that brings organizational success. Being hired as an external change agent, the aim of this report is to make changes in the existing processes of Royal Society for the Prevention of Cruelty to Animals (RSPCA). RSPCA is a community based charity that works to prevent animal cruelty and promotes protection and care. The organization promotes animal welfare since its formation in 1981 (Rspca.org.au, 2017). The organization has a strong mission by promoting care and protection of animals. The organizational vision is to be the leading authority in animal protection and care. RSPCA runs 40 shelters with the help of 1000 employees working together to save the lives of Australian animals (Rspca.org.au, 2017). According to the case study by Dr. Niki Ellis, the results of qualitative research suggest that there is compassion fatigue among employees based on the figures for turnover, sick leave and productivity (Elis, 2007). The research suggests that the employees like a few things the best about working at RSPCA such as being a part of team, interacting with animals, helping animals find a new home and meeting new challenges regularly. However, a few parts such as making unfavourable decisions, physical complications like heat and rain, abuse, lack of resources, seeing animal cruelty and frustration at lack of success are quite stressful for the employees. Therefore, this paper shall help in developing corrective actions that can help the organization reach a desired state to the current one. Further, a change management program is framed by considering multiple factors such as depth, type and scale of change programme. Lastly, the progress shall be measured if the change is implemented su ccessfully. Development of Corrective Actions According to the report by Elis (2007), the situation of RSPCA in 2008 depicts compassion fatigue among employees. Compassion fatigue is a situation experienced by people in extreme state of preoccupation or stress caused to people providing care. As RSPCA employees provide care and compassion to the animals regularly, they are more likely to encounter compassion fatigue. The compassion fatigue is most prevalent in animal attendants than the inspectors and vets in RSPCA. Also, the same issue is found more in casual employees than in permanent. The rate of absenteeism is found more in animal attendants. The organization also faces staff turnover rate of 30% (Elis, 2007). In 2008, the employees faced certain challenges (Elis, 2007). The casual employees face issues such as workload and scheduling. Moreover, there is lack of trust that contributes to compassion fatigue. The employees also face issues regarding support from the manager as they do not find him approachable. Other issues s uch as maintaining line, limited time and resolving issues to a certain extent also exist (Holcombe et al., 2015). As there is compassion fatigue prevalent in the organization, a few corrective actions must be taken to develop a compassion satisfaction program. Compassion satisfaction refers to the positivity involved in caring. The employees need to feel good while they help the animals and make a positive difference in the world. The future desired state shall be the development of compassion satisfaction program shall be to foster positivity among the employees at RSPCA so that there is reduced absenteeism and turnover while increase in job satisfaction (Brannick et al., 2015). According to the report, the primary preventive or corrective actions involve the implementation of compassion satisfaction policy, smarter working program, celebrating wins, involving staff in activities and conducting survey of compassion fatigue and satisfaction (Elis, 2007). For compassion satisfaction policy, the guidelines of self-care need to be established in RSPCA in accordance with standards of Academy of Traumatology (Elis, 2007). The guidelines have two main purposes- not harming self while treating others, and attending to own physical, emotional, social and spiritual needs to ensure high quality services. Further, individual and organizational stress prevention techniques need to be applied. The job redesign shall increase the decision authority allowing the employees to plan their schedule without interference. Further, the casual workers at RSPCA can set their goals for understanding their role and improving performance. The employees working in different teams such as vets, inspectors, animal carers and attendants may negotiate their role based on their liking or personal choice. A de-stress workshop shall be helpful in creating a social support system that would provide feedback and emotional support to the employees. The employees at RSPCA need to take personal responsibility by increasing physical exercise and relaxation training to manage their stress levels (Jacobson, 2012). A smarter working program may be another corrective action to help RSPCA in reaching the desired state. The smarter working program may start with a workshop to brainstorm ideas and plan action. The managers at RSPCA may conduct a brainstorming session where they encourage employees to come up with thoughts and ideas that could be a creative solution. Team management software may be implemented so that the workers at RSPCA can share information and progress on website. A staff suggestion box through continuous improvement program can be run that shall help in improving work processes in the organization. The employees can be rewarded or recognized for making unique suggestions and improving process (Jacobson, 2012). Further, the managers must celebrate local wins. Celebrating wins is a great way to acknowledge the work of welfare workers at RSPCA. The employees have job insecurity and there is heavy workload that adds to organizational risk. There are physical environment risks such as heat and rain that causes distress among the employees (Slocum-Gori et al., 2011). With the uncomfortable work environment, it is necessary for the managers to accentuate the positive that increases the likelihood of positivity among employees. The staffs must be involved while implementing prevention strategy so that they feel active. The animal welfare workers must be involved in the decision making as they have the accurate information regarding operations. A compassion satisfaction and fatigue survey must be conducted to assess the employee satisfaction rate (Lee, MacFarlane, LeRoy, 2014). A few secondary prevention corrective actions may also be applied to RSPCA. RSPCA may conduct a peer support program to bridge to employee assistance program. The peer program shall enable the employees in recovering from the trauma they have passed through while recovering the animals. The peer specialists can offer support and teach skills to help animal find a new shelter. The empathetic listening, encouragement and understanding the employees can help them overcome social or emotional barriers to achieve goals. The induction training can be conducted where the workers can build relationships under good supervision. Also, necessary information can be recorded by communicating with the managers as it is seen that employees are reluctant to turn up to them (Scotney, McLaughlin, Keates, 2015). Guiding Change Management Plans Change management relates to a process that involves planning and delivery of the project. Change management can be referred as the separate component of project plans. This section provides guidance to the change management plans while considering the depth, scale and type of change management programme (Hayes, 2014). The first step is to identify change. The type of changed required for the organization is change in policy, systems and job roles. The speed of change required is moderate as the management of RSPCA may not be able to implement change immediately. The scope of change includes the managers, animal attendants, carers, vets and inspectors who work at RSPCA. The change shall affect the entire organization. There is a need to change the relationship between managers and employees so that the change can bring positivity and reduce compassion fatigue in the organization. There is readiness for change as the target training audience is selected (Tracy, 2014). There is a need for people change as the work practices need to be simplified. New behaviours is required by the managers so that the employees feel more connected to the organization. The policies regarding sharing information between employees and managers need to be changed as the subordinates are hesitant to speak to their managers. Funds shall be required to bring the change and conduct induction program, peer support program, and running website for smarter working program (Cameron Green, 2015). Policy / Procedure Type of Change Required Suggested Plan Compassion satisfaction policy Enhancing individual and organizational responsibilities Conducting animal care workshops, job redesign, role negotiation and creating a social support system, increasing physical exercise and relaxation training Smarter working program Running continuous improvement program to make constant changes Workshop to brainstorm ideas, managing team management software, and creating staff suggestion box Peer support program Skills-development programs, peer support groups Bridge to employee assistance program, offer support and teach skills Induction program Explaining policies and procedures, job role, performance measurement The employees shall be explained the policies and procedures. Job role must be defined. Performance shall be measured. Table 1: Change Management Plan Source: Created by Author Communication of objectives is necessary as there is a need for understating, acceptance, alignment and commitment. The message must be short so that it is simple and clear to the stakeholders. The senior management, employees and trainers are the stakeholders involved in the process (Bridges, 2014). The external change agent needs to consider the following audience or stakeholders as a part of the change management plan- Stakeholder Key Message Delivery Method Location Senior managers The behaviour needs to be changed and must be more responsible towards the social and emotional needs of the employees. Face to face communication RSPCA Employees (animal carers, attendants, vets and others) The employees must take initiative and provide feedback regarding the social and emotional support required in the organization. Emails, Face to face communication RSPCA Trainers The employees and managers must be trained using induction program, peer support program and others Face to face communication RSPCA Table 2: Communication Plan Source: Created by Author Stakeholder Group Type of Training Required Optimum Setting Delivery Method Employees Induction On-the-job training Face-to-face Senior Managers Induction On-the-job training Seminar Table 3: Training Plan Source: Created by Author Every change management plan has certain resistance from the employees or managers that is necessary to be managed. Method How to Use When to Use Advantages Disadvantages Education Communication the desired changes with justification Employees miss information regarding potential changes People often cooperate with required changes It is a time consuming process Participation The potential resisters must be involved and participated to carry change successfully Insufficient information to design and implement change Employees feel greatly committed to implement change Employees may design an inappropriate plan Facilitation Providing emotional support and skills training There is resistance when people fear not being able to cope up with the change Best method in comparison with other approaches Can be expensive and time consuming Negotiation Offering incentives to make change People may not cooperate and resist change It is a simple way to manage resistance Employees can blackmail regarding leaving the job Coercion Transfer or threaten jobs or promotions to those who do not adapt to change To manage change effectively and quickly It helps in overcoming any type of resistance There may be resentment among employees Table 4: Resistance Management Plan Source: Created by Author It is not a simple task to manage change as it is not a one way street. The employees must provide their feedback regarding the change management process. Success and long-term wins must be celebrated by the working team of RSPCA. Measuring Progress This section aims to devise ways to measure the effectiveness of change management at RSPCA. As RSPCA is ready to implement change, it is necessary for them to understand change management. The purpose of measuring change is that it must motivate employees to perform new desired activities. The new projects and initiatives are launched to improve performance of the workers a RSPCA. The change shall also lead the employees to attain organizational goals and objectives. Therefore, it is necessary to evaluate the success of change to ensure that it has become a norm for the people at RSPCA (Milner, Myers, O'Byrne, 2015). Key Performance Indicators are quantifiable measurements agreed to beforehand, that reflect the critical success factors of an organisation. They will differ depending on the organisation. The goals of KPI compliance are to assess whether business programs and policies are accomplishing their stated objectives, identify areas in need of improvement and provide ways to control and monitor employee performance. In addition, insisting on KPI compliance demonstrates your businesss intent to establish an environment of accountability. Meeting these objectives requires process, activities and outcome KPIs. In addition, insisting on KPI compliance demonstrates your businesss intent to establish an environment of accountability. Meeting these objectives requires process, activities and outcome KPIs (Millar Hall, 2013). In the given paper, there are four main changes suggested that involves change in policies and procedures. The desired change is to reduce turnover, absenteeism and improve performance of the people at RSPCA. The employee satisfaction index may be used as a key metric to measure the employee happiness rate. Annual surveys may be conducted using a Likert scale scoring regarding the organizational culture, leadership effectiveness, management support and conditions of service. This shall give an idea about how happy employees are at the workplace so that necessary measures can be taken for improvement. Further, the number of employee satisfaction surveys may be measured as it shall help in understanding the effort put by the management to ensure employee happiness (Parmenter, 2012). Further, the percentage of employees trained using peer support program and induction shall help in understanding the effort made to change culture. RSPCA must focus on employees have a healthy work-life balance. Therefore, they need to assess the number of days, both used and unused. As there is high absenteeism rate in the organization for casual employees, the total absenteeism including predictable and unpredictable rates need to be measured. This key performance indicator helps in measuring employee motivation as a high absenteeism rate means low motivation in the organization. RSPCA must try to keep this figure minimum for high performance and low cost reasons (Dooren, Bouckaert, Halligan, 2015). As RSPCA has both casual and full time employees, a check on the number must be kept. Casual employees are temporary in nature and may choose to quit the organization quicker than the full time or permanent employees. The organization requires greater number of permanent employees so that there is greater loyalty in the organization. The long tenure of work among the employees shall indicate company loyalty and high commitment. The tenure shall help in determining the talent retention rate. As social workers have specific talents that are not possessed by every individual, it is necessary to retain the employees (Jensen, Patel, Messersmith, 2013). The involuntary termination rate must be assessed where the resignations are employer-led. Such figure shall be calculated semi-annually so that the reasons can be assessed. Similarly, the voluntary turnover rate shall also be measured where the employees choose to resign from the organization. A higher rate shall indicate changing the policies and improving working conditions at the workplace. The attrition rate shall help in determining if the organization was able to retain employees. A low attrition rate shall indicate success of the new policies and procedures (Dooren, Bouckaert, Halligan, 2015). The employee productivity rate shall help in determining workforce efficiency. The number of animals getting less ill shall determine that they are taken good care by the employees. Further, the increase in number of animals at RSPCA shall indicate greater initiatives by the employees to provide shelter. A compassion satisfaction may be conducted where their happiness quotient shall be measured (Kehoe Wright, 2013). There is constant pressure on RSPCA to reach higher performance levels by supporting work and helping the organization achieve goals. It may be challenging to measure employee performance. When an employee's goal is defined in terms of an organizational KPI, it ensures that what the employee is doing is well aligned with the goals of the organization. This is the critical link between employee performance and organizational success (Dahler-Larsen, 2013). Conclusion Therefore, the above report shall be helpful in enhancing the work culture of RSPCA. RSPCA is a community based charity that works to prevent animal cruelty and promotes protection and care. The research suggests that the employees like a few things the best about working at RSPCA such as being a part of team, interacting with animals, helping animals find a new home and meeting new challenges regularly. Compassion fatigue is a situation experienced by people in extreme state of preoccupation or stress caused to people providing care. The employees also face issues regarding support from the manager as they do not find him approachable. The job redesign shall increase the decision authority allowing the employees to plan their schedule without interference. The employees at RSPCA need to take personal responsibility by increasing physical exercise and relaxation training to manage their stress levels. There are physical environment risks such as heat and rain that causes distress among the employees. The peer specialists can offer support and teach skills to help animal find a new shelter. Change management relates to a process that involves planning and delivery of the project. There is a need to change the relationship between managers and employees so that the change can bring positivity and reduce compassion fatigue in the organization. The senior management, employees and trainers are the stakeholders involved in the change management process. The purpose of measuring change is that it must motivate employees to perform new desired activities. The desired change is to reduce turnover, absenteeism and improve performance of the people at RSPCA. As there is high absenteeism rate in the organization for casual employees, the total absenteeism including predictable and unpredictable rates need to be measured. The organization requires greater number of permanent employees so that there is greater loyalty in the organization. References Brannick, E., DeWilde, C., Frey, E., Gluckman, T., Keen, J., Larsen, M. et al. (2015). Taking stock and making strides toward wellness in the veterinary workplace.Journal Of The American Veterinary Medical Association,247(7), 739-742. https://dx.doi.org/10.2460/javma.247.7.739 Bridges, W. (2014).Managing transitions(1st ed.). London: Nicholas Brealey. Cameron, E. Green, M. 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