Role Of Endorsers In Advertising Cultural Studies Essay

Role Of Endorsers In Advertising Cultural Studies Essay Perhaps most important role, an endorser must match up well with the endorsed brands (Shimp, 2003). As images of the personalities become related with products through endorsement, the meanings they attach to the products are conveyed to consumers through purchase and consumption (McCracken, 1989). Therefore, the practice of celebrity endorsement should be very much associated to the cultural perspective in which the images of celebrities are created and individual celebrities are selected to be linked with particular products. Studies outlined by Till and Busler (2000) suggest that the celebrity or product fit, also known as the match-up hypothesis, refers to the harmony of the match connecting the product being endorsed and the personality endorser. In addition to that, Shimp (2003) further states that there are 2 types of match-up, which are audience match up, where it deals with the endorsed brands target market along with brand match up, where celebritys values and decorum must be compatible with the image desired for the advertised brand. Product fit is thought to function as a main determinant of endorsement success (Friedman Friedman 1979; Kahle and Homer 1985; Erdogan et al. 2001; Batra and Homer 2004) although celebrity effectiveness does vary across different product types. Friedman and Friedman (1979) concluded that the better the celebrity or product fit, as professed by consumers, the higher the level of endorsement value. Nevertheless, Till and Busler (2000) argue that celebrity or product fit was effective for only certain measures of effectiveness such as brand attitude, but not for other measures such as purchase intention. Despite of the impact celebrity/product fit has on effectiveness Till and Busler (2000) c onsidered this factor should play a significant role in celebrity endorser usefulness. 4.0 CELEBRITY ENDORSEMENT AND ADVERTISING EFFECTIVENESS 4.1 Factors / reasons Pickton and Broderick (2005) and Kelman (1998) considered 3 type of source attributes that are source credibility, attractiveness and expertness, where he believe may influence the recipients attitude which may explain why celebrity endorsement can be used as an advert tool. Erdogan (1999) also agreed with the theory and its positive consequence on the audiences reception to the conveyed message. According to him, the source is the person who is conveying a message to an audience. The Source Credibility Model In the context of celebrity endorsement, O Mahony and Meenaghan (1998) claim that credibility relates to the target audiences perception of the celebrity having sufficient knowledge or experience to provide accurate. The model contends that the effectiveness of a message depends on the perceived level expertise and trustworthiness in an endorser (Hovland et al. 1953). Consequently, the more favorably consumers assess the expertise and trustworthiness of a celebrity endorser, the more likely the celebrity is to be regarded as a reliable source of information on the product and thus the better the brand he/she endorses is represented (Ohanian, 1990). According to Belch and Belch (1998) spokesperson are regularly chosen because of their knowledge, experience and expertise in a particular product or service area. The importance of using expert sources was also shown in a study by Ohanian (1991), who found that the perceived capability of celebrity endorsers was more essential in explaining purchase intentions. Ohanian further states, endorsers are most useful when they are experienced, knowledgeable and qualified to talk about the product. In addition to that, while expertise is important, the target audience must also find the endorsers believable. Trustworthiness as define by Tellis (2004) is the willingness of the source to make true claims. The research conducted by Miller and Baseheart (1969) established that consumer behavior is openly related to the confidence they put in expert endorsers. The Source Attractiveness Model Another equally important attribute of the source of celebrity endorsement is its attractiveness. Langmeyer and Shank (1994) maintain that the concept of source attractiveness is not limited to good looks only, but also encompasses such non-physical characteristics as, for example, abilities in sports, grace, tact, charisma or intelligence. The theory is agreed by Shimp (2001) where he also affirmed that attractiveness multifaceted and does not include just physical attractiveness. The Meaning Transfer Model Unlike the Source Models, this theory proposed by Grant McCracken in 1989 contends that credibility and attractiveness do not sufficiently explain why celebrity endorsement works. According to this model, endorser effectiveness depends on the culturally acquired meanings he or she brings which may includes status, career, gender as well as personality and lifestyle. For example, from the celebrity athlete perspective, Roger Federer is publicly recognized from his career in the sporting arena since this is where he became known to the public. Martin (1996) concludes in effect the athlete becomes synonymous with the sport and the meanings become a part of the celebrity athletes image. Next, for the second stage, McCracken suggests endorsers will bring their meanings into the ad and transfer them to the product they are endorsing. Thus people evaluations of the celebrity endorsement, the measure of interest in this research occur when the advertisement is viewed by consumer. In the final stage, the meanings has given to the product are transferred to the consumer. As stated by McCracken (1989), this stage positively shows the importance of the consumers role in the process of endorsing brands with celebrities although Belch and Belch (1998) arguably said that this stage is complicated and difficult to achieve. 4.2 The timing According to Tellis (2004), the source credibility theory is most relevant for explaining the role of experts, while the source attractiveness is applicable in the case of lay endorses like fictitious individuals or characters. Furthermore, both Tellis (2004) and McCracken (1989), indicates that the meaning transfer theory suits the use of celebrities as endorsers, as it provides an insightful framework for using the complexity of meanings associated with celebrities. Celebrity endorsement is best used during the maturity phase of a life cycle (Anon, 2004). Promotion and advertising transfers from the scope of having new customers, to the extent of product differentiation in terms of reliability and quality. During this phase new brands are launched even when they compete with competitors, thus this is when celebrity endorsement can take place. Although, the use of celebrity endorsers is prevalent in advertising, however it is not without risk (Shimp and Till, 1998). When a company decides to use a celebrity, they should consider major factors ( Shimp, 2001 and Belch and Belch, 1998) as the timing might be in appropriate for an endorsement: Overexposure If a celebrity is overexposed, that is endorsing too many brands, his or her credibility may suffer ( Tripp et al. 1994). David Beckham, for example, may be somewhat overexposed. Cost consideration How much to acquire a celebrity`s services is an important consideration and unfortunately, it is not a simple calculation as it is difficult to project the revenue stream ( Belch and Belch, 1998). The Trouble factor As noted by Shimp (2001) celebrity behavior may pose a risk to a company. For example Gatorade had to drop Tiger Woods as its endorser due to the recent incidents. Target audience receptivity A study by Horowitz ( 2002),found that college-age students were more prone to have a positive attitude towards a product endorsed by a celebrity than were older consumers. This is supported by Belch and Belch (2001) where they indicates that this is because older consumers are more knowledgeable and has strongly established attitudes. 5.0 CONCLUSION This literature review aims to provide the assessment on the use of celebrity spokespersons in advertising to endorse brands. Through the findings the purchase intentions of consumers are closely related to the credibility of a celebrity endorser used in an advertisement, their perceptions of expertise of a celebrity endorser, the attractiveness and popularity of the latter as well as celebrity-product mix-match. However, as several failures show, it is essential for advertisers to be aware of the complex processes underlying celebrity endorsement, by gaining an understanding of the described concepts of source attractiveness and credibility, match-up analysis, and meaning transfer model. Further research efforts must be taken into consideration to develop a consistent, extensive and user-friendly tool to avoid wrong decisions and enhance the strategic quality of endorser decisions. Figure 1: Meaning transfer in the endorsement process (Adapted from McCracken 1989) Figure 2: The Five Components in the TEARS Model of Endorser Attributes

Employee Turnover and Job Satisfaction Essay

A collection of peer-reviewed articles were used to examine the link between job satisfaction and employee turnover, as well as how to effectively use work motivation to decrease employee turnover rates. Though the literature surveys various types of studies in multiple settings, overall it indicates that how satisfied employees are with their work is directly linked with a business’ employee turnover rate. Major themes that emerged as the driving force behind job satisfaction are staffing concerns, the implementation of a rewards system, employee benefits and pay, employer to employer communication, the prevalence of moral stressors, role distinction, and the organizational environment of the business. The research indicates that some or all of these factors should be used as work motivators, increasing job satisfaction, and ultimately decreasing employee turnover rates. Keywords: job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation, employee engagement, retention factors Minimizing Employee Turnover in a Clinical Environment by Creating Job Satisfaction People want to feel fulfilled in their work; this is not recent discovery (Katzell & Thomson, 1990). When a person feels that he or she is beginning to lose a sense of purpose at their place of employment, he or she moves on. Extensive research has been done in attempts to understand the causes behind employee turnover. The research examine in this literature review indicates that there is a direct link between employee turnover and job satisfaction. This paper will be exploring employee turnover in a variety of work situations; however, I will be observing with the purpose of implementing the findings within a healthcare setting. Since healthcare is something that is so vital in the lives of all people, it is absolutely  necessary that a healthcare system is run efficiently; for any business to be run efficiently, a skilled and competent staff is a requirement (Harter, Schmidt, & Hayes, 2002). Healthcare professions are highly demanding; without proper work motivation, employee retention may suffer. Though high employee turnover rates can be seen in many professions, they are becoming especially prevalent in healthcare scenarios (Belbin, Erwee, & Wiesner, 2012). One reason for this may be that healthcare is becoming such a strong force, both in our daily lives and in the business world (Barrett, 2010). A large healthcare system calls for an ample staff; with more employees, it generally follows that employee turnover rates will increase. Whatever the case, in order to maintain a successful clinic, one should have a clear understanding of what affects employee turnover. The goal of this paper is to understand the link between employee turnover rates and job satisfaction. Once these factors, or work motivators, are identified, this paper will examine how they can be implemented within a clinic to decrease employee turnover and increase the performance levels of employees. Definitions Employee turnover rate refers the frequency in which employers gain and lose employees (Cline, Reilly, & Moore, 2003). When examining turnover rates, some researchers like to make the distinction between voluntary and involuntary turnover. In this literature review, when I refer to employee turnover, I will be specifically focusing on voluntary turnover. Job satisfaction indicates the contentedness an individual feels toward their vocation. Job satisfaction, as this research will further confirm, is a complex and multifaceted concept; many factors are integral in the accomplishment of job satisfaction. As Sell & Cleal (2011) confirm, there are many theories on what motivates job satisfaction, whether it be dispositional, situational, or psychological. This literature review is mainly concerned with situational job satisfaction. Work motivation is defined by Lindner (1998) as â€Å"the inner force that drives individuals to achieve personal and organizational goals† (p. 1). Motivation is what gives us our purpose and tenacity; it is the desire achieve specific goals and to meet needs unmet. Rewards systems are implemented by employers to both make aware their expectations for their employees and for employees to receive the benefit of recognition when their job or task is performed with excellence (Shiraz, Rashid, & Riaz, 2011). Some examples of vocational rewards are promotions, monetary compensation, vacation, and recognition. Method Applicable research articles were found using resources and databases available through Cornerstone University in Grand Rapids, Michigan. The most advantageous databases were ProQuest, GaleGroup, AcademicOne, and PsychInfo. The following key words were used to help narrow search results: job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation retention factors, and employee engagement. In order to keep this literature review applicable to current circumstances, articles dating before 2000 were not used, with the exception of those dealing with theoretical framework. The research was done in not only medical environments, but in a variety of work environments. The reason for this is that job satisfaction and employee turnover rates are very prevalent in a considerable number of professions. The findings found within each article may be effectively applied to a clinical setting. Each article used for this literature review is peer-reviewed. Review of Related Literature Since the concept of job satisfaction and its relation to job performance and employee turnover is such a large topic, this literature review will be focusing on several key factors: (a) the role of recognition and rewards in the work place (Shiraz et al., 2011); (b) meaningful communication between employer and employee (Sultan, 2012); (c) the importance of leadership and role definition in the work place (Moynihan & Pandey, 2007). While all the researchers agreed that there are always a number of factors that influence employee turnover and job satisfaction, for succinctness, this particular literature review will specifically examine the aforementioned topics and their relationship to employee turnover and job satisfaction. While it may not immediately seem that these topics are intrinsically connected, by exploring these themes piece-by-piece, in conclusion we are able to see how  together they are able to offer insight into how job satisfaction can be improved. The role of rec ognition and rewards in the work place Within the workplace, both employers and employees maintain certain expectations of each other. Employers expect their employees to â€Å"take initiative, supervise themselves, continue to learn new skills, and be responsive to business needs† (Ali & Ahmed, 2009, p. 1). Employees expect, at the very least, to be treated with fairness, to be paid a reasonable salary, and to experience a safe working atmosphere (Ali & Ahmed, 2007). These are, as Linz (2010) puts it, â€Å"intrinsic rewards.† In Linz’s study, all employees valued these rewards as an integral part of job satisfaction and motivation; only some employees placed great value on â€Å"extrinsic rewards† such as promotions and recognition. In a theoretical study constructed by Lindner (1998), the research indicated that simply receiving â€Å"full appreciation for work done† was ranked significantly important in a list of factors linked with job satisfaction, coming in at third. However, in a study performed by Ali & Ahmed (2009), a questionnaire given to 80 Unilever employees showed that there was a significant correlation with the extrinsic reward recognition and how satisfied and motivated they were in their work. Ali & Ahmed (2007) used the Pearson’s Product Moment Correlation Coefficient to quantify their data. In a study very similar to the one performed by Ali & Ahmed (2007), Danish (2010) hypothesized that there would be a strong relationship between recognition and work motivation; he also predicted that there would be a strong link between rewards and work motivation. Both of his hypotheses were supported; however, the link between recognition and work motivation, though positive, was not as strong as anticipated. Though the link between rewards and work motivation was slightly stronger than the correlation between recognition and work motivation, it still was not as significant as the link between work motivation and the content of the work itself. Like Ahmed & Ali (2007), Danish (2010) used the Pearson’s Product Moment Correlation Coefficient. Meaningful communication between employer and employee In a qualitative study of nurses who voluntarily left their jobs, researchers discovered that the reason the nurses communicated to their employer for  leaving was not consistent with the reason they gave to a neutral third party when posited with the same question (Cline, Reilly, & Moore, 2003). Interestingly enough, the reasons that they gave for leaving were directly connected with problems concerning communication with their managing staff. In a theoretical study designed by Lindner (1998) with the purpose of ranking factors associated with work motivation, the feeling of â€Å"being in on things† was among the more important factors, placing sixth in the line-up. Some other factors that were mentioned in Lindner’s study could also be linked with the concept of employer and employee communication: full appreciation of work done, personal loyalty to employees, tactful discipline, and sympathetic help with personal problems. Goris (2007) performed a moderated regression analysis on 302 employees. In his findings, he did not discover that employees’ communication-related interactions served as an indication of what types of jobs employees would choose. However, Goris (2007) did find that communication satisfaction was a primary predictor of employees’ performance and overall job satisfaction. The importance of leadership and role definition in the work place The research consistently indicates that the establishment of roles within a work environment is important when examining employee turnover and job satisfaction (Patnaik, 2011). In a study performed by Cline et. al (2003) in which they interviewed registered nurses who had voluntarily left their place of employed, leadership and group cohesion were factors that directly affected turnover and retention. In another study, Moynihan et al. (2007) used a questionnaire to uncover a direct, positive relationship between role clarity and how satisfied employees were with their jobs. However, in the same study, researchers found that role clarity did not seem to have much influence on the employees’ work involvement. Key Findings and Implications for Professional Practice The main focus of this literature is identifying the factors that influence job satisfaction and work motivation and how they influence employee turnover. The research indicates that there is a strong link between job satisfaction and employee retention and that there are several work motivators that can be implemented to increase job satisfaction and decrease employee turnover. In addition, the research implies that increased work  motivators and job satisfaction leads to higher performance levels in employees, greatly benefiting the organization or businesses they serve. While a high employee turnover rate is not hard for employees to see, it is oftentimes difficult to understand the reasons behind it. In this literature review, some real insight could be found in the study of registered nurse turnover rates performed by Cline et al. (2003). The nurses were very clear on their reasons for leaving their jobs when talking with a neutral third-party; however, because they did not feel comfortable communicating with staff members within their former place of employment, they were unable to voice these concerns to their former employer. This demonstrates a very keen example of a problem seen in many work environments: a lack of communication. Throughout much of literature considered in this review, communication, even if it was not directly named, emerged as a very important ingredient within an effective work environment. Through proper communication, employers and employees are able to not only discuss what needs to be accomplished, but they can begin to gain a better understanding of one another. Since there are such a number of work motivation factors, it is important for an employer, or, in larger companies, a manager to have open communication with their employees and get to know them so they can meet their needs, leading to great job satisfaction for that individual. It seems that communication is a joining theme throughout many of the work motivating factors explored. Within a clinical setting, communication can be cultivated through the establishment of meetings, memos, and clear definition of the clinic’s practices (Sultan, 2012). Role clarity, another factor in job satisfaction, can also be implemented through proper communication between staff members. Rewards within a clinic may be exhibited through compensation or promotion; however, recognition, a form of reward, can be achieved through verbal or written communication. Conclusion and Recommendations It is important to achieve an environment where one’s employees feel fulfilled since, as the research confirms, this is directly connected with how successful and effective a business can be (Moynihan & Pandey, 2007). Many might assume that how much an employee is paid is the driving force  behind whether or not they are satisfied with their job (Lindner, 1998). However, while that is a factor, many of studies included here, as well as well-respected theories on the subject of work motivation, imply that there are many other factors that influence how happy an employee is with their job. The work motivators explored specifically in this review all exhibit a strong correlation with job satisfaction, though they still do not encompass all the factors that influence a worker’s job satisfaction and motivation. Organized management, public service motivation, advancement opportunities, work content, and job routineness are some of the other factors that have a strong effect on job satisfaction. With such an array of factors to consider, it is clear that one cannot completely prevent employee turnover. However, as an employer or manager it is important to strive to create an environment where one’s employees are empowered and motivated to perform their job to their best of their ability. By implementing practices in which an employee feels understood and valued, an employer is able to create a work environment where employees not only feel satisfied in their job, but they also feel motivated to set and accomplish goals for themselves and for the business in which they serve. Especially in a healthcare setting, the motivation, which is to help make better, or even save the lives of others, is a substantial one. By gaining a better understanding of the work motivators that bring job satisfaction and minimize employee turnover, an employer can bring about outcomes that benefits clients, employees, and the future of their business. References Ali, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employee’s motivation and satisfaction: an empirical study. International Review of Business Research Papers, 5(4), 270-279. Barrett, S. (2010). Healthcare: growing pains. Corporate Adviser, 33. Retrieved from http://search.proquest.com/docview/757262546?accountid=10269 Belbin, C., Erwee, R., & Wiesner, R. (2012). Employee perceptions of workforce retention strategies in a health system. Journal of Management and Organization, 18(5), 742-760. Retrieved from http://search.proquest.com/docview/1268167639?accountid=10269 Cline, D., Reilly, C., & Moore, J. F. (2003). What’s behind RN turnover? Nursing Management, 34(10), 50-3. Retrieved from http://search.proquest.com/docview/231383281?accountid=10269 Danish, R. & Usman, A. (2010). Impact of reward and recognition on job satisfaction and motivation: An empirical study from Pakistan. International Journal of Business and Management, 5(2), 159-167. Goris, J. R. (2007). Effects of satisfaction with communication on the relationship between individual-job congruence and job performance/satisfaction. Journal of Management Development, 26(8), 737-752. Retrieved from http://0 www.emeraldinsight.com.eaglelink.cornerstone.edu/journals.htm?articleid=1621587&s ow=abstract#sthash.u4JPs47o.dpuf Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279. doi:http://dx.doi.org/10.1037/0021 9010.87.2.268 Katzell, R. A., & Thompson, D. E. (1990). Work motivation: Theory and practice. The American Psychologist, 45(2), 144. Retrieved from http://search.proquest.com/docview/212096149?accountid=10269 Linz, S.J. & Semykina, A. (2011). What makes workers happy? Anticipated rewards and job Satisfaction. Industrial Relations, 51(4), 811-844. Lindner, J. (1998). Understanding employee motivation. Journal of Extension (36)3. Retrieved from http://www.joe.org/joe/1998june/rb3.php Moynihan, D. P., & Pandey, S. K. (2007). Finding workable levers over work motivation: Comparing job satisfaction, job involvement, and organizational commitment. Administration & Society, 39(7), 803-816,818-832. Retrieved from http://search.proquest.com/docview/196814421?accountid=10269 Patnaik, J. B. (2011). Organizational culture: The key to effective leadership and work motivation. Social Science International, 27(1), 79-94. Retrieved from http://search.proquest.com/docview/877005864?accountid=10269 Sell, L. & Cleal, B. (2011). Job satisfaction, work environment, and rewards: Motivational theory revisited. Labour, 25(1), 1–23. doi: 10.1111/j.1467-9914.2010.00496.x Shiraz, N., Rashid, M., & Riaz, A. (2011). The impact of reward and recognition programs on employee’s motivation and satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 3(3), 1428-1434. Retrieved from http://search.proquest.com/docview/887726475?accountid=10269 Sultan, S. (2012, December 31). Examining the job characteristics: A matter of employees’ work motivation and job satisfaction. Journal of Behavioural Sciences, 22(2). Retrieved from http://0-go.galegroup.com.eaglelink.cornerstone.edu/ps/ i.do?id=GALE%7CA309533743&v=2.1&u=lom_cornerstc&it=r&p=AONE&sw=w

Statistical Analysis of Colored Stones by Using Random Sampling

Statistical Analysis of Colored Stones by using Random Sampling Naomi Malary Lab Report 1 Ecology Lab 312 L-1 October 12, 2009 Introduction Random Sampling, a method often used by ecologist involves an unpredictable component. In this method, all members of the population have an equal chance of being selected as part of the sample. The results involving random sampling can be categorized as descriptive statistics and inferential statistics (Montague 2009). Descriptive statistics includes simplified calculations of a given sample and arrange this information into charts and graphs that are easy to contrast. Trying to reach conclusions that extend beyond the immediate data alone describes inferential statistics. To document the results of sampling, qualitative and quantitative data is used. Quantitative data lack is measured and identified on a numerical scale, whereas Qualitative data approximates data but does not measure characteristics, properties and etc. The purpose of this experiment was to use statistical analysis to evaluate random sampling of colored stones (Montague 2009). While conducting this experiment, we came up with a few null hypotheses. The first null hypothesis is that all the stones that have the same color weigh the same. The second null hypothesis is that there are more blue stones than red or yellow stones. Therefore the Blue stones will be picked the mosr. Our final null hypothesis is that the stones of the same color have the same length and that they will not vary in size. Method Our team was given a box of one hundred and two red, blue, and yellow stones. Team members A and B took turns choosing stones via random sampling, team member E recorded the color of the chosen stone. Team member C measured the weight of the stone with a scale, and team member D measured the length of the stone using a vernier capiler. Team members A and B placed the stones back into the box, mixed it, and we then repeated the procedure. Three sample sets were taken . The first set I were the first 5 samples taken (n=5), set II consist of n=10, and set III consist of n=30. Results There appeared to be a small difference between stone color and their average weight (Table1. and figures 1-3). Upon observation, you will see that the yellow stones were larger than the blue stones, and the blue stones were larger then the red stones (Table2. and figure 2-3). It can also be noted that the only sample set to have red stones selected was in set III (Figure 3). additionally, figure7 shows that blue stones were picked in greater proportion than the yellow and red stones. Discussion I hypothesized that all stones that share the same color weighs the same. According to table 2, all the stones of the same color do not share the same weight. Though the average seemed relatively the same, there still was a difference in the weight. Therefore, I must reject my null hypothesis on account of this information. The second null hypothesis stated that there are more blue stones than yellow or red stones, therefore more blue stones will be picked than any other stone. According to figure 7, the blue stones accounted for 44%, the yellow stones 38%, and the red stones 18%. Therefore I will not be rejecting my hypothesis on the basis that there were more blue stones present than any other color. The final null hypothesis stated that the stones of the same color have the same length. Table 2 and figures 5-7, accounted for the fact that the yellow stones were usually the longest and the red stones the shortest. Based on this information, I will not be rejecting this null hypothesis. Figure 1: Graph shows the average weight of each colored stone for set=5 Figure 2: Graph shows the average weight of each colored stone for set n=10 Figure3: Graph shows the average weight of each colored stone for set n=30 draw:frame} {draw:frame} {draw:frame} Figure 4: Graph shows the average weight of each colored stone for set=5 Figure 5: Graph shows the average weight of each colored stone for set n=10 Graph6: Graph shows the average weight of each colored stone for set n=30 {draw:frame} Figure 7: Pie chart shows the total proportion of the stones Reference Montegue, J. M. 2009. BIO 312L: Ecology Lab – Exercise 01 2009. Slides 10,11 Wikipedia, Random Sampling. www. wikipedia. com/random _sample

The Effect Of A Mood Disorder On Maternal Behavioral Outcomes

The birth of a baby can provoke a lot of emotions. Mothers particularly can have a range of emotions, including depression. Many mothers experience postpartum â€Å"baby blues†. Baby blues include symptoms of crying, anxiety, mood swings, and problems sleeping for about two weeks (Postpartum, n.d.). However, postpartum depression (PPD) is more severe and long-term. Mothers with postpartum depression experience similar symptoms of baby blues, however these symptoms are more intense and extreme. This disorder not only makes it difficult for them to complete daily care activities for themselves, but also for their baby and others. The purpose of this paper is to investigate the extent and impact of how a mood disorder can influence maternal behavioral outcomes. Background There is sometimes an assumption that mothers from other cultures do not experience PPD. Postpartum depression occurs in 10% to 15% of women who have recently given birth and is not non-existent in other cultures (Surkan, 2013). Rather, this form of depression may be less tolerated, less likely to be discussed, and other cultures may have less resources to help these women. As mentioned earlier, childbirth can provoke a range of emotions. With that being said, cultural standards have put it upon the mother to only experience joy and happiness upon the birth of her child. It may be expected that the new mother know what she is doing and she will be shamed upon for feeling sad or depressed. Furthermore, since theShow MoreRelatedNo Perinatal Mental Illnesses Have Linked With An Increased Risk Of Suicide Essay920 Words   |  4 Pagescauses of maternal mortality in the last two decades and in the perinatal period the rate is not showing any signs of improvement. 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