Is employee job satisfaction important for success

Is employee job satisfaction important for success Happy employees are productive employees. Happy employees are not productive employees. The topic of employee attitude and job attitude has always been a debatable and confused topic among practitioners even though during periods when employees are being referred to as valuable asset for organizational success and competitiveness. Employees have attitudes or viewpoints about many aspects of their jobs, their careers, and their organisations. However, from the perspective of research and practice, the most focal employee attitude is job satisfaction. The most-used research definition of job satisfaction is by Locke (1976), who described it as a state which is enjoyable or positive that results from the appraisal of ones job or job experiences. Implicit in Lockes definition is the importance of both affect, or feeling, and cognition, or thinking. Organisations are social systems where human resources are regarded as the most key elements for effectiveness and efficiency. In order to achieve their goals and objectives organisations require efficient managers and employees. Without their personnel efforts and commitment success cannot be achieved by these organisations. Job satisfaction is critical to retaining and attracting well-qualified personnel. Employee job satisfaction can be described as an attitude that employees have about their organisation and job. Methodologically, it can be said that job satisfaction is an employees emotional response which can be compared between actual outcomes and preferred outcomes (Mosadeghrad, 2003b). One of the greatest challenge facing service organisations is possibly pursue for quality service. (Sohal, 1994). Thus finding ways for maintaining and improving service quality is necessary. (Bitner et al., 1994). In the recent years it has been noticed that the effects of many human resource development factors on business performance has been extensively discussed in business research literature. In service industries, where services are often characterised by an encounter between service providers and customers, the quality and capability of the service providers have a direct, significant effect on the service delivery process and customer satisfaction. The initial interaction, having a great influence on how customers evaluate the service quality, has been better known as the moment of truth as customers start to form their opinion and expectation of the service delivery experience (Normann, 1984). This brief encounter can be vital in achieving a reputation for higher quality and continuous business. 2.2 PERFORMANCE What is performance? Performance is the result of achieving organisational objectives; a yardstick of success. Porter (1980) asserts that the basis of above average performance in the long run is sustainable competitive advantage. 2.2.1 Measuring performance Performance measurement is necessary because it enables firms to take a snapshot of current activity to assess their progress and help refocus strategy. Furthermore the company makes information available for evaluation to be undertaken. Records of past sales levels, calls achieved, expense levels, etc. facilitate comparison and provide trends that can be used for evaluation and setting of goals. Most companies use a combination of input (behavioural) and output measures to evaluate their sales forces. (Oliver, R.L. and Anderson, E. (1994). Specific output measures for individual salespeople include the following: The problems arise in deciding the criteria by which performance should be measured. The customers judge quality on a range of objective and subjective issues which are often difficult to pin down. Employee attitude, for example, was ranked as the most important critical success factor to hotel companies, but is difficult to measure accurately. 2.3 Customer satisfaction Customer satisfaction is related to customer loyalty Service providers are expected to increase their service value over time because customers today are very knowledgeable in seeking out new service alternatives and will defect if they are just merely satisfied. Very satisfied customers were found to be six times more likely to repurchase than those who were just satisfied ( Jones and Sasser, 1995). Other studies, such as Gummesson (1993) and Storbacka et al. (1994), also discussed the link between satisfaction and loyalty. 2.4 Job satisfaction and job performance The study of the link between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the notion that a happy worker is a productive worker. Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent relationship between job satisfaction and performance. However, further research does not agree with this conclusion. Organ (1988) suggests that the failure to find a strong relationship between job satisfaction and performance is due to the narrow means often used to define job performance. Organ argued that when performance is defined to include important behaviors not generally reflected in performance appraisals, such as OCB, its relationship with job satisfaction improves. In addition, in a more recent and comprehensive review of 301 studies, Judge, Thoresen, Bono, and Patton (2001) found that when the correlations are appropriately corrected (for sampling and measurement errors), the average correlation between job satisfaction and job performance is a higher .30. In addition, the link between job satisfaction and performance was found to be even higher for complex (e.g., professional) jobs than for less complex jobs. Thus, contrary to earlier reviews, it does appear that job satisfaction is, in fact, predictive of performance, and the relationship is even stronger for professional jobs. 2.5 RELATIONSHIPS BETWEEN ATTITUDES, PERFORMANCE AND CUSTOMER SATISFACTION Past research has found positive but weak relationships between employees job-related attitudes and performance (Iaffaldano and Muchinsky 1990). Recent research has included customer satisfaction as a correlate of employee attitudes and performance, stressing the importance of quality service to organisational achievement (Wiley 1990, Zeithaml et al., 1985). In todays competitive marketplace, organization effectiveness depends on understanding what customers value and communicating this understanding to employees in the form of employee-performance goals and expectations. (Crom 1994, Heskett et al.,1994) In another study of relationships between organisational performance, customer satisfaction, and employee attitudes, (Wiley 1990) studied data from over 200 retail stores. He found that, overall, those stores most favourably described by employees were those most favourably described by customers. In particular, customer satisfaction ratings were strongly and positively related to employees descriptions of key aspects of their working environment, especially working conditions, minimum obstacles to accomplishing their work, and a strong sense that supervisors and co-workers stress customer service. A number of employee attitude dimensions were related to customer satisfaction. One such employee attitudinal dimension was effective communication. Thus this study concerns examining relationships between employee attitudes, performance, and customer satisfaction over time. The goal is to determine the extent to which employee attitudes distinguish between departments and the extent to which these differences are associated with productivity, administrative effectiveness, and customer satisfaction. In general, it is hypothesized that work groups differ in employee attitudes and that these differences relate to recently achieved performance and customer satisfaction and also predict future performance and customer satisfaction. 2.6 Defining attitude Secord and Beckman (1969, p. 167) defined attitudes as an individuals feelings, judgment and predispositions which helps to behave in accordance to his environment. Arnold et al. (1995) indicated that attitudes reflect a persons tendency to feel, think or behave in a positive or negative manner towards the object of the attitude. According to Elizur and Guttman (1976), attitudes toward change in general consist of a persons cognitions about change, affective reactions to change, and behavioral tendency toward change. Positive attitudes to change were found to be vital in achieving organizational goals and in succeeding in change programmes (Eby et al., 2000; Martin, 1998; Kotter, 1996; Gilmore and Barnett, 1992). 2.6.1 Indicators of employee attitude The concept of the employees attitudes encompasses a wide range of organisational phenomena (Loscocco and Roschelle, 1991). However, the most significant aspect of this study is the view that employees attitudes are the extent to which people of the organisation are able to meet the essential individual needs through their experience to give better performance. There are various employees attitudes that have been selected for inclusion in this study and they will be discussed further. 2.7 Job Satisfaction The first major cause that will be addressed is job satisfaction. In general, HR practitioners recognise the value of the work condition as a cause of employee attitudes, and it is an area HR can help influence through organisational programs and management practices. In addition, one of the most important areas of the work situation is to influence the work itself and it is often overlooked by practitioners when addressing job satisfaction. Currie (2001) suggests that satisfaction is linked to level to which an individual is satisfied with terms and conditions of employment and the factors relates to the physical work environment. For example, an employee may be satisfied with its pay and their relationship with their peers at work or are satisfied with company policy. Job satisfaction is generally known as a versatile construct which encompasses employee feelings about a range of both intrinsic and extrinsic job elements. It includes essential elements of satisfaction related to work conditions, pay, supervision, promotion, relationship with co-workers and organisational practices. (Misener et al., 1996). As stated, the work situation also matters in terms of job satisfaction and organisation impact. Contrary to some commonly held practitioner beliefs, the most notable situational impact on job satisfaction is the nature of the job itself-often called intrinsic job characteristics. Research studies across many years, organisations, and types of jobs indicate that employees give more importance to the nature of the work itself when asked to evaluate different facets of their job such as supervision, pay, promotion opportunities, coworkers, and so forth. (Judge Church, 2000; Jurgensen, 1978). This is not to say that good salary or effective supervision is not important but rather much more consideration should be given to job satisfaction by ensuring that work is interesting and challenging as possible. Of all the main criteria of job satisfaction the works nature involves job challenge, autonomy, variety and scope with other key results like employee retention. (e.g., Fried Ferris, 1987; Parisi Weiner, 1999; Weiner, 2000). Thus, to understand what causes people to be satisfied with their jobs, the nature of the work itself is one of the first places for practitioners to focus on. 2.7.1 Employee satisfaction Employee satisfaction is often referred to as job satisfaction. This is to say that employee needs and wants are satisfied when they perceive certain rewards from the organisation, including compensation, promotion, recognition, development, and meaningful work, meet or exceed their expectation (Hackman and Oldham, 1980). The next general point to look at is the notion of wellbeing at work, which (Peccei, 2004) suggests concern an overall sense of happiness, physical and mental health of the workforce. (Currie, 2001). However Warr (2002) argues that job-related wellbeing refers to peoples satisfaction with their jobs in terms of facets like pay, colleagues, supervisors, working conditions, job security, training opportunities, involvement, team working and the nature of the work undertaken. Among determinants of job satisfaction, leadership is viewed as an important predictor and plays a central role. 2.8 Leadership Style Among the different factors of job satisfaction, leadership is viewed as an important predictor and plays a central role. Leadership is a management function, which is mostly aimed at people and social interaction, as well as motivating people so that they will work towards achieving organizations goals. (Skansi, 2000). Organization believes that their success is in achieving its goals and objectives and this depends on the managers and their leadership style. By adopting the needed leadership style managers can influence job satisfaction, commitment and productivity of employees. Leadership style can be categorized as a variety of characteristics and skills, behaviors and managerial attitudes which are based on individual and organizational values. (Mosadeghrad, 2003b). It is the ability of the leader to motivate employees do perform to the maximum and is also the extent to which workers are respected, operation is done with honesty and integrity, promotion of efficiency and having open lines of communicationwith employees (Aronson et al., 2003). Leadership styles comprises of autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership (Mosadeghrad 2003b, 2004). If can be noticed that it is not that a certain style of leadership should necessary result in successful organisational behavior. There is need of different styles for different situations and leaders should know which approach to adopt. A leader may have the skills to act effectively in a particular situation but may not able to perform so in another context. A lot of research stem from research on transformational and charismatic leadership, which have been found to positively affect followers performance and attitudes (Bass and Avolio, 1993 and Shamir et al., 1993). According to Bass (1990, p. 21), transformational leadership takes place when leaders expand and promote the interests of their employees, when they create awareness and acceptance of the purposes and mission of the group, and when they encourage their employees to work towards the benefit of the group and not for their own self interest. Howell and Frost (1989) found that individuals working under a charismatic leader had higher task performance, task satisfaction, and lower role conflict. 2.9 Employee Commitment The concept of organisational commitment refers to a persons affective reactions to characteristics of his employing organization. (Cook and Wall, 1980) Commitment is an internalised employee belief, often associated with soft HRM and a high-trust organisational culture (Mathews and Shepherd, 2002) and is frequently associated with an exchange relationship between the employer and employee. From the point of view of employees, they commit to an organisation in return for certain rewards, which can be extrinsic (salary) and intrinsic (belonging, job satisfaction). Legge (1995) suggests that the attitude conceptualisation suggests that dedicated employees have confidence on the organisations goals and values, show enthusiasm to put maximum effort and have a strong will to stay with the organization. As such, affective commitment is viewed as an employees positive attachment to the employing organisation and a willingness to contribute towards the attainment of organisational goals (Mowday et al., 1979). Employees with high organisational commitment are more willing to put more effort in a change project and, therefore, it is more likely to develop positive attitudes towards organizational change. (Iverson, 1996; Guest, 1987). Furthermore, employee satisfaction has been positively correlated to service quality, which was then linked to increased customer satisfaction (Pugh et al., 2002). Customer satisfaction has been linked with the financial performance of the company, suggesting that employee satisfaction is linked to financial performance (Terzo, 2005). Further research has shown that satisfied employees have a positive impact on the companys profits (Jakobson Rauch, 2005). Different variables from employees all link to the customer, which links to the companys profitability and revenue growth (Pugh et al., 2002). Employee voice has been viewed as an aspect of high commitment HRM, and it is considered essential that workers should have the opportunity to express their grievances openly and independently, in addition to being able to contribute to management decision making on task-related issues (Gould-Williams, 2004). Thus it can be said that business success requires more than just satisfied and loyal employees. Instead, it demands the kind of employees who are willing to serve as advocates for the organisation that is committed employees. So, employee commitment represents employee dedication to help the company to achieve its goals. It includes manifests like dedication to doing work of high quality, commitment to resolving customers problems, the investment of adequate time and effort in the work and the will to recommend the companys products and services. 2.10 Job involvement Job involvement is likely to be affected by aspects of organisational culture. Job involvement is important because of well-established associations with a range of organisational outcome (Gray et al., 2003). It is also found that employees who are more involved in jobs are more satisfied with their jobs and can be expected to be more committed to their organization (ODriscoll and Randall, 1999). Employees who are highly committed towards their organization are more likely to stay than those who are relatively uncommitted (Tett and Meyer, 1993). Employee attachment is an important determinant in predicting organizational success. They describe attachment as having a strong affective component-the degree to which the customer or employee has a positive emotional connection with the organisation. It is believed that the way employees are treated (HR practices) leads to a shared employee mind set. This, in turn, leads employees to behave in ways (employee practices) that contribute to a customer mindset that, in turn, contributes to a retention and attraction of customers and the resultant competitive advantage. Therefore, job satisfaction and job involvement are attitudes which are determined by individuals perceptions of their total job situations, including the physical work environment, the terms and conditions of their employment and the degree to which they are given autonomy, responsibility, authority and empowerment in their jobs (Kersley et al., 2006) Thus Organisations that promote and maintain commitment, job satisfaction and work-life balance satisfaction (wellbeing) of their employees through the implementation of high commitment HRM practices will benefit most by superior organisational outcomes and productivity through establishing long-term relationships of support and trust with employees. Organisations that do not pay attention to employee wellbeing at work will have in the long term to deal with the effects of less productive employees. 2.11 Career satisfaction Career satisfaction was included since such satisfaction refers to overall affective reaction of individuals to their career (Greenhaus et al., 1990). It is reasonable to expect that high levels of career satisfaction would enhance organisational commitment since employees who are satisfied with their careers should perceive greater benefits in retaining membership in their organization than employees whose career have been less gratifying (Igbaria and Greenhaus, 1992). 2.12 Big five The big five model include five dimensions of personality traits. These traits are useful in determining the behaviour of individuals. These are: extraversion, agreeableness, conscientiousness, neuroticism and openness to experience. Furnham (1997) found that extrovert persons are highly motivated by intrinsic factors. It has been seen that extrovert person would respond more quickly to rewards than introverts. There are other examples that shows how personality traits may affect attitudes is an individual openness to experiences and this allow them to be more innovative and thus more satisfied with their job. (Furnham et al., 2005). Conscientiousness is viewed in earlier findings and suggests that this trait is a constant indicator of job satisfaction. (Furnham et al., 2002). This influence can be explained as conscientious individuals are prone to greater level of intrinsic and extrinsic reward as they are well organized therefore continuously increasing job satisfaction. 2.13 Motivation Herzberg et al.s (1959) two-factor theory of motivation stated that satisfaction and dissatisfaction are two separate entities caused by different facets of work and they were labeled as hygiene factors and motivators. Hygiene factors are categorized as extrinsic factors of job design that add to employee dissatisfaction when not met. Some examples are: supervision, working conditions, company policies, salary, and relations with co-workers. On the other hand motivators are intrinsic to the job and include achievement, development, responsibility and recognition. There is a very old discussion on whether hygiene factors do contribute to job satisfaction. (Furnham et al., 1999; Warr, 1987). 2.14 Managing Employee Negative Attitudes Managers can influence employees in having positive attitudes. Employees should understand behaviours so as to help them to change their attitudes. There should be the will to implement changes even if certain disagree with the idea. Moreover the organisation must focus on opportunities rather than concentrating on maters that is not working. Like this negative attitudes can be controlled to a certain extent. 2.15 Constraints to achieving positive employee attitude It is said that everyone should have a positive attitude. In practice it is really difficult to maintain a positive attitude every time. Whenever a problem arises, change in attitude is obvious to such an extent that having negative attitude cannot be avoided. Lacking positive attitude is the basis cause of stress, worry, demoralisation, nervousness and depression. Nowadays almost everybody is in tension. Employees are tensed because of job dissatisfaction. 2.16 Conclusion The literatures conducted can be summarised with the use of a conceptual framework as shown below: Figure 2.1: The conceptual framework This framework helps to determine all the factors that do indeed leads to the development of positive attitudes of the employees. The main attributes being job satisfaction followed by leadership style and employee commitment. These factors in turn lead to organisational performance and thus the success of the organisation. In this context performance is mainly measured through customer satisfaction which is considered to be crucial for any organisation. Thus it can be said that there do exist a relationship between employee attitudes and performance as it has proved in the above literatures.

Pride and Prejudice Adaptations in Modern Film Essay -- Jane Austen

Love in Relationships vs. Love for Oneself   Ã‚  Ã‚  Ã‚  In a day where loving yourself first is not only accepted but often expected, it is a stretch for the 20th (or 21st) century mind to see marriage as a necessity, as it was for Jane Austen and some of the greatest of her heroines. Marriage for money and convenience, as well as familial preservation, formally dominated matchmaking choices. Love and romance were but luxuries in the business-like fashion of marriage. Austen contested this reality and criticized it, but she also placed one thing above romance: the Self. Austen undoubtedly prizes respect for the Self above social expectation and relationships. Handler and Segal (45) noted that themes of â€Å"independence, dependence, and choice† are recurring throughout all of Austen’s works. Recent film adaptations to Austen have decided to downplay these themes, however, in exchange for playing up the romance. These films reveal the 20th century emphasis on romance at the cost of excluding the already estab lished importance of self-knowledge. Pride and Prejudice, Austen’s first written but later published novel, is a commentary on the importance in society of inheritance and achievement. Austen obviously valued one’s achieved virtues over inherited status, a revolutionary notion for a female of the day. Elizabeth Bennet, Austen’s own mouthpiece to criticize her times, bridges the gap between 19th century sensibility and 20th century self-exploration. Lizzy, though given the opportunity on more than one occasion (Mr. Darcy’s first and Mr. Collins’s only proposal) to save herself from her impending poverty as well as preserve her family’s estate, choose rather to be alone than to be in a situation that would compromise her principles. She is a woman of a strong-willed character who puts herself above her society’s expectations of her. If Elizabeth’s parents had known of her initial refusal of Darcy their disbelief would have probably outweighed her reasons for rejectin g him. Even Mr. Bennet, though a staunch supporter of Elizabeth, may not have felt that she had acted prudently considering the family’s situation. This was before her sister Jane was engaged to the wealthy Mr. Bingley, and concern over the future entailment of the estate to Mr. Collins was still great. She didn’t even consider Darcy until her began exhibiting signs that he respected her, such as his ... ...rement for well-rounded development, and as it has become more common, its importance has been taken for granted. How Austen would deal with this present reality is unsure but likely with some disdain. Austen did not preach revolution and women’s’ rights, she only presented her world as she saw how it was and how it should be. Now that the Self has now been placed on the back burner for romantic interests or has been ballooned to the point of excess is only a creation of the present, a true novelty in human history. That our mediums for entertainment reflect this is only as expected to fit our cultural ideas. Works Cited Austen, J. Pride and Prejudice. Penguin Putnum, Inc. New York: 1989. Fielding, H. Bridget Jones’s Diary. Penguin Putnum, Inc. New York: 1996. Handler, R., Segal, D. Jane Austen and the Fiction of Culture. Rowman & Littlefield, Inc. Maryland: 1999. Haskell, M. â€Å"The Innocent Ways of Renee Zellweger.† New York Times, April 8, 2001. Bridget Jones’s Diary 2001 directed by Sharon Maguire. Clueless 1995 directed by Amy Heckerling. Emma 1996 directed by Douglas McGrath. Pride and Prejudice miniseries 1995 BBC/A & E

Stefan’s Diaries: Bloodlust Chapter 22

I straightened the cuffs on my neatly pressed white shirt and buttoned my overcoat. The shiny brass buttons glinted in the lamplight as I turned the corner onto Laurel Street. I wiped my face, to make sure no blood lingered on my lips. Id visited my barmaid from Miladies, sating my hunger before my evening out on the town with Callie. The barmaids blood had tasted sweet, like lilies dipped in honey. The second the warmth had hit my tongue, my senses had become honed and the world had sharpened around the edges. Now the cicadas shrieked in my ears and the smell of roses assaulted my nose, but my stomach was calm and my veins were sated. I was ready for my date. The park at the end of the street was filled with magnolias and ancient elm trees, and in the center, a marble fountain was topped with a sculpture of a naked woman. Through the burble of the fountain, I could hear the beating of a human heart. â€Å"Hello?† I called. â€Å"Stefan!† Callie stepped out from behind a stone cherub into the weak light of a gas lamp. Her red hair, a flame in the flickering light, hung loose and curly around her shoulders. She wore a simple, cream-colored dress, with a lace bodice and a flouncy skirt that draped over her tiny hips. Blood raced through my body. â€Å"What?† Callie said, reddening as she noticed my stare. â€Å"You look, uh, like a girl,† I said. She looked beautiful. â€Å"Gee, thanks.† Callie rolled her eyes and softly slugged my shoulder. â€Å"Youre just used to seeing me in work clothes.† She gazed at me. â€Å"You look quite handsome.† I cleared my throat and tugged on my collar. Suddenly my clothes felt uncomfortable and constricting, and the night air stuffy. I wondered briefly if the barmaid had something in her blood that hadnt agreed with me. â€Å"Thank you,† I said formally. â€Å"Stefan?† Callie lifted her arm expectantly. â€Å"Oh, of course.† I took her arm in mine. Her freckled hand grazed my palm. I flinched and readjusted so that her hand was resting on the soft fabric of my jacket. â€Å"Where to, Miss Gallagher?† She looked up at me, a smile on her face. â€Å"Bourbon Street, of course.† Callie guided me through cobblestone side streets, where gardenias dripped from balconies. On a whim, I grabbed one and tucked it behind her ear. Back home in Mystic Falls, it was customary to bring flowers or a small token when visiting with a lady. â€Å"Want to know a secret?† Callie whispered. â€Å"What?† I asked, curious. I was already the bearer of too many secrets. But perhaps Callies could lead me to Damon She got up on tiptoe and cupped my ear with her hand. The sound of her blood pumping beneath her skin magnified tenfold. I gritted my teeth, forcing my fangs back down. â€Å"Your shirt has come untucked,† she whispered. â€Å"Oh,† I said, as I self-consciously smoothed down my shirt. â€Å"Thanks.† Callie let out a gleeful laugh. â€Å"You know what I really want to see?† she asked, grabbing my arm. â€Å"What?† I asked, trying to devote all my energy to not listening to the steady thrum of her blood. â€Å"A burlesque show. Madame X has a showeveryone'sbeen talking about,† she said. We walked together through the town, past bustling crowds and wavering street carts, ending up in a well-kept neighborhood in front of a pristine, stately house. A simple placard next to the door readMADAME Xin black script. Soft lamplight shone from all the windows, and carriages pulled up, one after another, to the front gate, releasing their well-dressed passengers into the depths of the club. I momentarily panicked. I didnt have any money. And I was wearing a schoolboys clothes that hadnt been in style since the turn of the century. â€Å"Callie, I think † I began, trying to come up with an alternate idea for our evening when the front door swung open to greet us. â€Å"Good evening. Are you guests of the house?† The mans eyes flicked down my old clothes. I was wildly underdressed for this venue, and I knew it. Callie, however, looked radiant. â€Å"Yes,† Callie jumped in, straightening her shoulders. â€Å"And your names?† From the way Callies lips flattened, I could tell she hadnt realized there was a guest list. I stepped in front of her, suddenly inspired. â€Å"Were the Picards. Remy and his wife, Calliope.† â€Å"One moment, sir.† The man waddled in his slippers over to a podium holding a list that almost certainly did not include Mr. Remy Picards name. He turned a page, then turned it back. â€Å"What are you doing, Stefan?† Callie whispered. â€Å"I have it under control,† I said quietly. â€Å"Just smile and look pretty.† The man returned, looking genuinely distressed. â€Å"Im terribly sorry, sir, but your name is not on our list for tonight.† He glanced around, as if ready to beckon a security guard if we made trouble. I want you to let us in without asking us any more questions, I thought, channeling all my energy. â€Å"Wed really like to come in,† I said aloud, concentrating on looking deep into his eyes, ignoring Callies curious gaze boring into my back. â€Å"Are you sure you didnt see our names on the list?† The mans eyes flickered. Let us in without looking at the list. â€Å"You know, I believe Imighthave seen your names. In fact, Im sure I did. The Picards! Im sorry. It was my confusion. Right this way,† he said, a slightly vacant expression on his face. He led us through large double doors and into a sumptuous parlor. Low crystal chandeliers hung from the ceiling, and the air smelled of jasmine, magnolia, and freesia. â€Å"Enjoy your stay at Madame Xs. And if I can be of any assistance to either of you, dont hesitate to come fetch me,† the man said, turning on his heel. â€Å"Thank you,† I said. Callie simply stood there, looking slack-jawed at me. â€Å"How did you do that?† I shrugged. â€Å"I just made him doubt himself. He wouldnt want to say no to the Picards, whoever they are. Besides, what if our nameswereon the list, and he said no to us, then we complained to the owner?† Secretly, I was thrilled. My Power was strengthening. â€Å"So I take it that this isnt your first time sneaking in where you dont belong?† I glanced at her slyly. â€Å"You of all people should know that to be true.† She laughed, and I gave her an impromptu twirl. People stared at us. Even though a pianist was playing a jaunty tune in the corner, this wasnt a room where people danced. Instead, guests drifted from one conversation to the next as they sucked on cigars and gulped down champagne. â€Å"Do you know anyone here?† I asked as we brushed past couple after couple, all clad in finery. Callie shrugged, the shadow of a frown crossing her face. She glanced around the room. â€Å"They all hate Father. They say hes a Unionist whos taking advantage of New Orleans with his business. And perhaps he is, but at least his show doesnt pretend to be something its not,† she said, jutting her chin. I shifted in my seat. Wasnt that exactly what I was doing? Pretending to be someone I wasnt? I couldnt look at her, in case she could see the depths of my lies in my eyes. A server came by with a tray laden with champagne. I grabbed two glasses. â€Å"Cheers,† I said, handing one to Callie. As we sipped the bubbling liquid, conversations swirled around us, growing louder and more boisterous with every tray of drinks the waiters brought out to serve. Mens movements grew more languid, women laughed more readily. â€Å"Is your father ready for the next show?† I asked, forcing a conversational note to my voice. â€Å"I suppose so.† â€Å"Who will the vampire be fighting?† â€Å"I dont know,† Callie said. â€Å"A crocodile, or maybe a tiger. It depends on what Father can get on such short notice. Why?† I shrugged noncommittally. â€Å"I want to place a bet.† â€Å"Father wants something cheap. Hes worried people wont pony up as much money for another animal fight. It seems the monsters much stronger than a beast.† â€Å"Oh,† I said, trying to process the information. â€Å"But lets not talk about work. Tonight is supposed to be fun! Lord knows we dont have enough of it in our real lives.† Callies voice grew melancholy. â€Å"Speaking of fun,† she said, pointing to a small crowd moving through a set of double doors at the back of the club, â€Å"I think the burlesque show is back there.† â€Å"Shall we?† I asked, offering my arm. The back room, much smaller than the first one, had numerous wooden tables crammed onto the floor. A stage was set up at the front of the room, and the space was dimly lit by candles. Instead of joining the crush toward the front, Callie and I sat back on a low-slung, red velvet bench beneath a large mirror in the back of the room. As soon as everyone settled into seats, a master of ceremonies took to the stage. I was surprised to see that he was a man wearing a dinner suit and cape. Id imagined a burlesque show to be louder, larger than this, with plenty of music and scantily clad women. â€Å"Good evening! As weve all heard, we have a vampire in our midst,† he said dramatically. Audience members tittered nervously. I glanced at Callie out of the corner of my eye. Was this some sort of trap? Did she know what I was? But Callie was leaning forward, as if mesmerized by the mans words. The master of ceremonies smiled, drinking in the suspense. â€Å"Yes, a vampire. Down at that two-bit circus by the lake.† Jeers filled the room. Callie hadnt been exaggerating when shed said her father was infamous in this town. I turned to look at her. Although her cheeks were as red as her hair, she gazed straight ahead, her elbows on her knees. â€Å"And eyewitnesses say Gallagher had to chain his up so it wont run away. But, here at Madame Xs, our vampire has come to visit all on his own.† â€Å"We can go if you want,† I whispered. But Callie shook her head and clasped my hand. It felt warm against my cool skin, but this time I didnt push her away. â€Å"No, I want to stay.† A thin man walked onstage, clad in a black cape. His face was powdered, and thin lines of fake blood were drawn from the corners of his lips. He smiled at the crowd, revealing fake fangs. I shifted in my seat. â€Å"I am a vampire, and you all are my prey! Come to me, my pretties!† he cackled, in an exaggerated voice that made me squirm. The â€Å"vampire† stalked around the stage, his teeth bared and his eyes scanning the audience. A woman in a pearl-embroidered gown stood up from a table in the front and walked toward the stage as if in a trance, emitting a low moan with each step. â€Å"The vampire has special eyes that can see through clothing. And this vampire, ladies and gentlemen, likes what he sees!† The master of ceremonies leered at the audience. At this, the audience applauded enthusiastically. I glanced at Callie again. Had she known this was a show about vampires? â€Å"But, now, the vampire has his hunger awakened. And what hell do to feed the hunger, you wont believe,† the master of ceremonies said as the vampire onstage waved his hands toward the woman, as if conducting an orchestra. As he did that, a trumpet player began playing a slow, mournful tune. The woman began to move her hips, slowly at first, and then more and more quickly until she looked as though she would topple over. â€Å"Maybe Father should give our vampire dance lessons,† Callie whispered, her breath hot on my cheek. Then, suddenly, the vampire stopped waving his arms. The music stopped, and so did the woman. The vampire lurched toward her, took hold of the sleeve of her dress, and tore it off, exposing her milky-white arm. â€Å"Do you feel wicked tonight?† the vampire called to the audience, waggling the fabric toward the crowd. Then he tore off the other sleeve. My stomach turned. â€Å"I ask you, do you feel wicked tonight?† he called again, tossing the fabric into the audience. The crowd cheered as the dancer continued her gyrations, rubbing her back against the â€Å"vampire.† Slowly, she peeled away her clothing, item by item, sending a silk stocking or a slip into the audience until most of her body was on display. As the music picked up speed, she got closer to becoming entirely nude. At last, she sat in a chair on the stage as the master of ceremonies pulled off the last bit of her top, forcing her to cover herself with her hands. â€Å"As he is a beast from hell, the only way to stop a vampire is with a stake to the heart. But they can also be kept away with a crucifix â€Å" At this, the dancer pantomimed a futile search for pockets that might contain a stake or crucifix. I slumped in my chair, thinking of my own attacks. Of Alice, of Lavinia, of the nurse whose name Id never known. There was nothing beautiful or romantic about those attacks. They were quick, bloody, deadly. Id ended their lives without a second thought, with swift violence and a thirst for more. â€Å"Are you okay?† Callie asked. For the first time, I realized how tightly Id been clutching her hand. I loosened my grip, and instantly she snuggled closer to me in my seat. Her blood pumped like sweet music through her body, and the warmth of her body soothed my anger. I relaxed into her, taking in the softness of her voice as she laughed at the play. Callie was warm and soft and so veryalive. I wanted this moment to freeze, to last into eternity, with nothing but me and Callie and her beating heart. There was nothing else I needed in that moment, not blood, not power, not D– My body tensed and I sat straight up. What was I doing? Had I forgotten my brother, what I had done to him, so quickly? I stood up. â€Å"Down in front!† a voice barked a few rows behind me. â€Å"I-Im sorry. I have to go,† I said, stumbling toward the door. â€Å"Stefan, wait!† she called. But I kept going until I was on the street, running from the late-night bustle all the way to the riverbank. As I stared down at my reflection in the swirling water, Percys words echoed in my head: â€Å"Youll either want to kill her or kiss her, and neither scenario will end well for you.† He was right. Because while I truly didnt know whether I wanted to kiss or bite Callie, I knew I wantedher.

Gun Rights Under President Bill Clinton

The administration of President Bill Clinton represented a significant shift in Democratic presidential politics in the United States. Clinton, an Arkansas governor who defeated Republican George H.W. Bush in the 1992 election, became the first Democratic presidential candidate to campaign on promises of stricter gun laws. With the exception of Lyndon B. Johnson, who made gun control a focal point of his administration upon assuming the presidency after President John F. Kennedy was assassinated, gun politics had not been a central part of any presidential administration. In what might have been gun control advocates’ brightest hour on the federal stage, Clinton lobbied for two major pieces of gun control legislation and used his executive authority to usher in additional gun control measures in what was viewed as a major setback for gun rights. The Brady Bill The Brady Bill, which made it more difficult to purchase a handgun, was a hallmark of the Clinton presidency. First introduced in 1987, the Brady Bill was named for President Ronald Reagan’s press secretary, John Brady, who was wounded in an attempt to assassinate Reagan in 1981. Brady’s wife, Sarah Brady, became a major proponent of gun control legislation following the assassination attempt, which left her husband partially but permanently paralyzed. Despite the backing of Reagan, various versions of the Brady Bill did not come seriously close to passing until the Bush administration, when Bush vetoed a version of the legislation passed by Congress. After defeating Bush in 1992, Clinton lobbied the House and Senate to send the bill back to the White House again. Congress obliged, and Clinton signed the Brady Bill into law on Nov. 30, 1993, less than one year into his presidency. The bill created a mandatory five-day waiting period after handgun purchases and required local law enforcement to run background checks on purchasers. Assault Weapons Ban Emboldened by the success of the Brady Bill, Clinton next turned his sights on an assault weapons ban, another gun control battle that had been simmering since the mid-1980s. By late summer in 1994, legislation enacting such a ban was making serious headway in Congress. On Sept. 13, 1994, Clinton signed the Assault Weapons Ban into law as part of the 1994 Crime Bill. Targeting semi-automatic weapons bearing characteristics of military guns, the AWB banned a wide range of weapons, such as the AK-47 and the AR series of rifles. Among guns outlawed by the AWB were any that included two or more of a list of characteristics ranging from telescoping stocks to bayonet mounts. Executive Measures While a Republican takeover of the House of Representatives in the 1994 midterm election hampered efforts by the Clinton White House to usher in more gun control measures, Clinton turned to his executive powers several times during his second term to tighten down on gun ownership. One such measure was an order banning the importation of more than four dozen makes of assault weapons, such as variations of the AK-47. The order, signed in 1998, targeted the importation of guns that were not subjected to the 1994 Assault Weapons Ban. Another measure was an order in the eleventh hour of Clinton’s presidency banning the importation of certain makes of so-called â€Å"assault pistols,† such as Uzis, and requiring firearms dealers to submit to fingerprinting and background checks. Finally, the White House reached a deal with firearms giant Smith Wesson in which Clinton promised an end to civil lawsuits against the gun manufacturer in exchange for Smith Wesson outfitting its guns with trigger locks and agreeing to implement â€Å"smart gun† technology within two years. Gun Crackdowns Rendered Toothless While the National Rifle Association and most American gun owners lamented the gun policies of the Clinton administration, time and the courts have rendered most of those stricter gun measures ineffective. Parts of the Brady Bill were struck down as unconstitutional by the U.S. Supreme Court in 2007 (although the five-day wait would have been rendered a moot point with the establishment of a national instant background check system, which soon followed). The Assault Weapons Ban was allowed to expire in 2004 when Congress failed to take up legislation that would have extended the ban or made it permanent, and Clinton’s predecessor, George W. Bush, did not lobby for the extension. And a combination of new ownership at Smith Wesson and a Bush administration crackdown on lawsuits aimed at gun manufacturers ultimately crippled the Clinton administration’s agreement with Smith Wesson, as the gun-maker backed out of most of the agreement’s provisions, including a pledge to invest in smart gun technology. The Clinton administration’s only lasting impact on gun rights are the lack of certain imports of foreign semiautomatic rifles and background checks for handgun purchases. Ironically, it was those early victories that had lost much of their effectiveness within 10 years that prevented Clinton from pushing through what might have been longer-lasting gun control measures during his second term. The Brady Bill and Assault Weapons Ban were blamed for the defeat of several Democrats who voted for them as Republicans took control of the House in 1994. As a result, Clinton’s gun control priorities in the latter years of his presidency were never able to meet the muster of Republican opposition. Among them were requirements for child trigger locks, a three-day waiting period for gun show purchases and high capacity magazine bans.