The Ancient History of Abortion and When it Began

Abortion, the purposeful termination of a pregnancy, is often presented as if it were a new, cutting-edge, scientific product of the modern era, when it is, in fact, as old as recorded history. Earliest Known Description of Abortion Although contraception is older, the earliest known description of abortion comes from the ancient Egyptian medical text known as the Ebers Papyrus. This document, written about 1550 BCE, and credibly from records dating as far back as the third millennium BCE, suggests that an abortion can be induced with the use of a plant-fiber tampon coated with a compound that included honey and crushed dates. Later herbal abortifacients—substances used to promote abortions—included the long-extinct silphium, the most prized medicinal plant of the ancient world, and pennyroyal, which is still sometimes used to induce abortions (but not safely, as it is highly toxic). In Lysistrata, a satire written by the Greek comic playwright Aristophanes (460–380 BCE), the character Calonice describes a young woman as well-cropped, and trimmed, and spruced with pennyroyal. Abortion is never explicitly mentioned in any book of the Judeo-Christian Bible, but we do know that the ancient Egyptians, Persians, and Romans, among others, would have practiced it during their respective eras. The absence of any discussion of abortion in the Bible is conspicuous, and later authorities attempted to close the gap. Niddah 23a, a chapter of the Babylonian Talmud and probably written in the fourth century BCE, includes commentary from the later Talmudic scholars about abortion as determining whether a woman is unclean. The discussion would likely have been consistent with contemporaneous secular sources permitting abortion during early pregnancy: [A woman] can only abort something in the shape of a stone, and that can only be described as a lump. Early Christian (c. third century CE) writers allude to contraceptives and abortifacients generally disapprovingly, prohibiting abortion  within the context condemning theft, covetousness, perjury, hypocrisy, and pride. Abortion is never mentioned in the Quran, and later Muslim scholars hold a range of views regarding the morality of the practice—some holding that it is always unacceptable, others holding that it is acceptable up to the 16th week of pregnancy. Earliest Legal Ban on Abortion The earliest legal ban on abortion dates from the Assyrian 11th century BCE Code of Assura, a harsh set of laws restricting women in general. It imposes the death penalty on married women who procure abortions—without the permission of their husbands. We know that some regions of ancient Greece also had some sort of ban on abortion because there are fragments of speeches from the ancient Greek lawyer-orator Lysias (445–380 BCE) in which he defends a woman accused of having an abortion. But, much like the Code of Assura, it may have only applied in cases where the husband had not granted permission for the pregnancy to be terminated. The fifth century BCE Hippocratic Oath forbade physicians from inducing elective abortions (requiring that physicians vow not give to a woman a pessary to produce abortion). The Greek philosopher Aristotle (384–322 BCE) held that abortion was ethical if performed during the first trimester of pregnancy, writing in the Historia Animalium that there is a distinctive change that takes place early in the second trimester: About this period (the ninetieth day) the embryo begins to resolve into distinct parts, it having hitherto consisted of a fleshlike substance without distinction of parts. What is called effluxion is a destruction of the embryo within the first week, while abortion occurs up to the fortieth day; and the greater number of such embryos as perish do so within the space of these forty days. As far as we know, surgical abortion was not common until the end of the 19th century and would have been reckless prior to the invention of the Hegar dilator in 1879, which made dilation-and-curettage (DC) possible. But pharmaceutically induced abortions, different in function and similar in effect, were extremely common in the ancient world. Sources and Further Reading Arkenberg, J. S. The Code of the Assura, c. 1075 BCE: Excerpts from the Code of the Assyrians. Ancient History Sourcebook. Fordham University, 1998.  Epstein, Isidore. (trans.). Contents of the Soncino Babylonian Talmud. London: Soncino Press, Come and Hear, 1918.Gorman, Michael J. Abortion and the Early Church: Christian, Jewish and Pagan Attitudes in the Greco-Roman World. Eugene OR: Wipf and Stock Publishers, 1982.Mulder, Tara. The Hippocratic Oath in Roe v. Wade. Eidolon, March 10, 2016.  Riddle, John M. Contraception and Abortion from the Ancient World to the Renaissance. Cambridge: Harvard University Press, 1992.

Personal Statement On Leadership Values - 1104 Words

Leadership values that I think were key to our basketball season was responsibility, teamwork, and flexibility. The coaches were responsible for drilling that into the athlete’s minds as well. It is very hard to play lightening if there is no teamwork present. The athletes were also accountable for dedication. I noted earlier that dedication was a problem in previous years, but this year athletes held themselves accountable for making it to each practice. Other values I presented were having a sense of purpose and setting goals. Not only goals for the team, but generating goals for myself. A goal I had was to pursue self-improvement in my leadership. I haven’t had very many leadership experiences so this was my time to learn and reflect upon this experience. One thing I learned was to have a listening ear. Once I took the time to stop and listen, I became more approachable and felt mindful to other’s feelings. I lead by indirect ways. 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Attitude can be defined as a reflection of how we feel about people, places, or things. It s an expression of like and dislikes based on the values or beliefs that an individual holds. Research suggest that attitude can be structured in terms of three component called the ABC Model: affective, behavioral, and cognitive. The affective component involves a person s feeling and emotion. For example: I hate my job. Behavioral is the action

Weapons and Arrest Authority of U.S. Federal Agencies

More than a few eyebrows were raised in 2010 when the U.S. Department of Agriculture bought 85 fully automatic submachine guns. However, the USDAÂ  is just one of 73 federal government agencies employing full-time law enforcement officers who are authorized to carry firearms and make arrests in the United States. Brief Overview According to the Bureau of Justice Statistics latest (2008) Census of Federal Law Enforcement Officers, the combined federal government agencies employ about 120,000 full-time law enforcement officers who are authorized to carry firearms and make arrests. That is roughly the equivalent of 40 officers per 100,000 U.S. residents. By comparison, there is one member of the U.S. Congress per 700,000 residents. Federal Law Enforcement Officers are authorized by law to perform four specific functions: conduct criminal investigations, execute search warrants, make arrests, and carry firearms.From 2004 to 2008, the number of federal law enforcement officers with arrest and firearms authority grew by 14% or about 15,000 officers. The federal agencies also employ nearly 1,600 officers in the U.S. territories, primarily in Puerto Rico. The Census of Federal Law Enforcement Officers does not include data on officers in the U.S. Armed Forces, or the Central Intelligence Agency and the Transportation Security Administrations Federal Air Marshals Service, due to national security restrictions.The number of Federal Law Enforcement Officers has increased rapidly in response to the terrorist attacks of September 11, 2001. Since the 9/11/2001 attacks, the ranks of Federal Law Enforcement Officers grew from about 88,000 in 2000, to about 120,000 in 2008. Front Line Federal Law Enforcement Agencies Excluding 33 Offices of Inspectors General, 24 federal agencies each employed more than 250 full-time personnel with firearm and arrest authority in 2008. Indeed, law enforcement is the main function of most of these agencies. Few people would be surprised to see field agents of the Border Patrol, FBI, U.S. Marshals Service or the Secret Service carrying guns and making arrests. The complete list includes: U.S. Customs and Border Protection (36,863 officers)Federal Bureau of Prisons (16,835)Federal Bureau of Investigation (12,760)U.S. Immigration and Customs Enforcement (12,446)U.S. Secret Service (5,213)Administrative Office of the U.S. Courts (4,696)Drug Enforcement Administration (4,308)U.S. Marshals Service (3,313)Veterans Health Administration (3,128)Internal Revenue Service, Criminal Investigation (2,636)Bureau of Alcohol, Tobacco, Firearms, and Explosives (2,541)U.S. Postal Inspection Service (2,288)U.S. Capitol Police (1,637)National Park Service - Rangers (1,404)Bureau of Diplomatic Security (1,049)Pentagon Force Protection Agency (725)U.S. Forest Service (644)U.S. Fish and Wildlife Service (598)National Park Service - U.S. Park Police (547)National Nuclear Security Administration (363)U.S. Mint Police (316)Amtrak Police (305)Bureau of Indian Affairs (277)Bureau of Land Management (255) From 2004 to 2008, U.S. Customs and Border Protection (CBP) added more than 9,000 officers, the largest increase at any federal agency. A majority of the CBP increase occurred in the Border Patrol, which added more than 6,400 officers during the 4-year period.Officers of the Veterans Health Administration need arrest and firearms authority because they provide law enforcement and protective services for over 150 VA medical centers located nationwide.At the Cabinet department level, component agencies of the Department of Homeland Security (DHS), including U.S. Customs and Border Protection, employed about 55,000 officers or 46% of all federal officers with arrest and firearms authority in 2008. Agencies of the Department of Justice (DOJ) employed 33.1% of all officers, followed by other executive branch agencies (12.3%), the judicial branch (4.0%), the independent agencies (3.6%) and the legislative branch (1.5%).Within the legislative branch, the U.S. Capitol Police (USCP) employed 1,637 officers to provide police services for the U.S. Capitol grounds and buildings. With full law enforcement authority in the area immediately surrounding the Capitol complex, the USCP is the largest federal law enforcement agency operating wholly within the nations capital.The largest employer of federal officers outside of the executive branch was the Administrative Office of the U.S. Courts (AOUSC). The AOUSC employed 4,696 probation officers with arrest and firearm authority in its Federal Corrections and Supervision Division in 2008. The Not-So-Obvious Federal Law Enforcement Agencies In 2008, another 16 federal agencies not so typically associated with police powers employed fewer than 250 full-time personnel with firearm and arrest authority. These included: Bureau of Engraving and Printing (207 officers)Environmental Protection Agency (202)Food and Drug Administration (183)National Oceanic and Atmospheric Administration (149)Tennessee Valley Authority (145)Federal Reserve Board (141)U.S. Supreme Court (139)Bureau of Industry and Security (103)National Institutes of Health (94)Library of Congress (85)*Federal Emergency Management Agency (84)National Aeronautics and Space Administration (62)Government Printing Office (41)National Institute of Standards Technology (28)Smithsonian National Zoological Park (26)Bureau of Reclamation (21) * The Library of Congress Police ceased operation in 2009 when its duties were assumed by the U.S. Capitol Police.Most of the officers employed by these agencies are assigned to provide security and protective services at the agencys buildings and grounds. Officers employed by the Federal Reserve Board of Governors provide security and protective services only at the Boards Washington, D.C. headquarters. Officers serving at the various Federal Reserve banks and branches are hired by the individual banks and were not counted in the Census of Federal Law Enforcement Officers. And the Inspectors General Finally, 33 of the 69 federal Offices of Inspectors General (OIG), including the Department of Educations OIG, employed a total of 3,501 criminal investigators with firearms and arrest authority in 2008. These 33 Offices of Inspectors General represent all 15 Cabinet-level departments, as well as 18 other federal agencies, boards and commissions.Among other duties, officers of the Offices of Inspectors General often investigate cases of improper, wasteful or illegal activities, including theft, fraud and wrongful use of public funds.For example, OIG officers recently investigated the General Services Administrations outrageous $800,000 team-building meeting in Las Vegas, and a series of scams being perpetrated against Social Security recipients. Are These Officers Trained? Along with training they may have received in the military or other law enforcement agencies, most federal law enforcement officers are required to complete training at one of the Federal Law Enforcement Training Center (FLETC) facilities. In addition to training in basic to advanced law enforcement, criminology, and tactical driving, FLETCs Firearms Division provides intensive training in the safe handling and justifiable use of firearms.

Project Integration Management Simulation Analysis

Project Integration Management Simulation Analysis In the current business environment, the demand for project managers is ever growing. In short, project management is a provisional project constrained by time, cost and scope (A guide to the project management body of knowledge, 2013). Between the immense organization, optimization, and communication assets skilled project management brings to a project, it is easy to see why project management is a booming field of study. Furthermore, project management can be both financially and personally rewarding when long term milestones and goals come to fruition. However, obtaining the knowledge required to successfully orchestrate and manage projects is a challenge within itself. Individuals with the drive and desire to become project managers have a number of options regarding the means of properly equipping oneself for real world project management situations. In addition to seeking an academic degree in project management, and before becoming a certified Project Management Professional (PMP) with the Project Management Institute (PMI), learners are encouraged to participate in Project Integration Management Simulations through the PMI Registered Education Provider (REP) and world-class education simulation company, Double Masters (Double Masters, 2016). Lessons Learned Through Project Integration Management Simulation According to project management simulation professionals Double Masters, project management simulation isShow MoreRelatedSoftware Tools Used By The Knowledge Areas Of Project Management738 Words   |  3 Pages4. 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Informative data from any organization is represented in the form of charts and graphs in a summarized way due to DSS, which helps the management make strategic decisions. The evolution of DSS consists of four generations. The first generation is standalone which does not support integration. TheRead MoreThe Case of Chase Manhattan Bank Essay1516 Words   |  7 PagesThe case of Chase Manhattan Bank Scope of the project The scope of reengineering includes process improvement, process reengineering, business reengineering and transformation. The case of Chase Manhattan Bank belongs to the process reengineering, not process improvement or quick hits. In Chase Manhattan Bank, reengineering requires not only the rethinking of the business process but a concurrent examination and redesign of the information technologies and organization that support these processes

Airbus Consortium Free Essays

Turbulence wrecks Airbus Consortium Airbus Industry is a consortium of European aircraft-manufacturing companies formed in 1970 to meet the demand for short- to medium-range, high-capacity jetliners. Members include the German, French and Spanish-owned European Aeronautic Defense and Space Company EADS (80% stake) and the British owned BAE Systems (20%). Since its inception, Airbus has become a case study for how a multi-lateral consortium can be a disaster in a market-sensitive industry like Aviation. We will write a custom essay sample on Airbus Consortium or any similar topic only for you Order Now Technical and cultural issues †¢Socio-cultural differences: It is well known throughout Europe that Germans prefer consensus and involving others in decision making, while the French like to have a centralized committee making all major decisions. The Spanish are known to be flexible but not very communicative. All these differences have hugely impacted productivity and working efficiency within Airbus. †¢Governmental interference: It’s hard to enforce economic efficiency where subsidies are involved. Every time there was a crisis in investment or Opex, the governments of the countries involved jumped in to help out their respective players in the consortium. This led to huge overheads and repeated delays. †¢Technical oversight: Incompatibility in the versions of CATIA software used by plants in Toulouse, France and Hamburg, Germany resulted in 530 kms of cable wiring throughout the aircraft having to be completely redesigned. This delayed the launch of Airbus A380 for two years, and as much as $6. 1 billion in losses and penalties for late-delivery. A fractured assembly line: Owing to political compulsions, different parts of the aircraft were built at different locations: nose sections in France, fuselages in Germany, wings in UK, tails in Spain, etc, while the final assembly was done in Toulouse (France). All this led to overheads in logistics, not to mention communication gaps, and unforeseen delays. †¢HR issues: Positions and placements in top management is always a prickly issue, even in well-managed corporate companies owned by a single entity. The same can become hundred-fold in a joint-venture of this magnitude. To make matters worse, Governments of the countries involved tried to lobby for top positions to their representatives, along with manufacturing contracts to their native countries. A direct consequence of all this was that the launch of Airbus A380 had to be pushed from 2006 to 2008. With several airlines canceling their orders, this resulted in a loss of over 2 billion Euros, a drastic cut in the size of the workforce, closure of a few plants, and a highly damaged brand image. Lessons Learned †¢While workplace diversity is desirable in general, adequate research must be done on both its short-term and long-term impact. †¢While technical glitches can be easily overcome, cultural differences should be highlighted and pro-active measures undertaken towards cultural integration. †¢Ability or Proficiency cannot be taken for granted, and Training of employees must be an integral part of any joint venture. †¢Deadlines must be realistic and all issues known or unknown must be factored, as all of them have an impact on the final delivery. How to cite Airbus Consortium, Essay examples

Essay Work Design Challenges

Question: Write about the Essayfor Work Design Challenges. Answer: Introduction Flexibility and innovativeness are key fundamental factors that most businesses in various industries have underutilized in their daily executions. Organizations need to move away from traditional way of doing things the same way, embrace innovativeness and come up with new ideas that enhance profitability by benefiting both the business and the employees as seen in Justitias flexible work model. Establishing flexibility and innovativeness in the business is fundamental but it is only going to succeed when perfectly supplemented by strategic human resource management (SHRM). Human resource management is an important factor which determines the course and fate of the business performance, and without it the business is directionless(Burma, 2014). In an environment which gives much freedom to the employees as seen in the flexible work model, individual monitoring is essential in ensuring that the job performance is not undermined. Key performance indicators (KPIs) are important in this case for determining the whole organizations performance as well as individual output at the workplace. The use of human resource management will ensure that there is hiring of the appropriate personnel who are willing to fit in to the model at work. Apart from ensuring the hiring of the right employees who would fit perfectly in the organization, human resource management also ensures smooth transition of the workers in to their new environment of operation, monitoring and evaluating the employees performance through performance appraisal among other roles (Burma, 2014) The Strategic Role of Human Resource Management Most businesses are driven by the urge of generating more profit, growing in size and outperforming their close rivals in the same industry. But behind all these motivations, there lies a crucial factor which is strategy. Every business sets its goals to be achieved and lays down a well formulated strategy to achieve those goals. Therefore human resource management department comes in as the major player in any organization in terms of aiding the firm to attain its set goals. According to (Alnaqbi, 2011), businesses should concentrate on developing those HRM strategies and policies that fulfills the roles of recruitment, training of the staff and the employees performance appraisal that is in line with organizations acceptable set of beliefs and cultural practices. Furthermore all these HRM functions should aim at one major goal of maintaining good relationship between the employees and the top management. While most businesses use HRM for achieving external goals, some organizations see it as a perfect tool of employee management within an organization. Other firms use HRM strategically by implementing those HR practices and policies that curbs unwanted employee turnover within an organization (Kacmar, Andrews, Rooy, Steilberg, Cerrone, 2006). Within an organization, HRM serves various purposes. (Sava?, 2006), highlighted the objectives of HRM key among them being determining workforce and their cost in relation to the organizations budget, determining salary norms, employee career development and their effectiveness to the organization. Therefore, it can generally be concluded that organizations sets up HRM departments to deal specifically with their important areas of their interests. The Importance of HRM in Justitias Work Design Justitia as a firm employed business strategy based on flexibility. The firm formed an innovative and flexible work design that suited both the employer and the employee. The business partners behind its formation emphasized on a work design independent from the normal, traditional organizational approaches, which valued part-time working, with a team work approach, and quality service delivery. However, this work model required efficient and effective human resource management to succeed. The Justitia partners understood the implication brought about by allowing employees too much time and freedom. Therefore the setting up of the HRM department was an appropriate step in tackling some of the issues regarding employee-organization work relationship. In regard to this work model, human resource management is an important factor in evaluating the employees performance on an individual level, as well as the whole teamwork using Key Performance Indicators (KPIs). In addition, the HRM would serve as a regulating unit in charge of controlling the workers conduct, set goals and imparting the set organizational cultural practices, and make sure all the rules and regulations are adhered to. Furthermore, Justitias whole firm approach meant that with a collective approach to the set goals, some workers would just joyride within the group without significant returns. To reduce on passenger workers menace, human resource management would ensure full participation at individual level within the group. Transparency, worker-worker cooperation and client satisfaction are one of the major results the firm would gain from a well organized human resource management. It was imperative for Justitia firm to device an effective HRM department to ensure smooth operation within the business towards the set goals. The Challenges of Justitias Flexible Work Model Everything comes with its negative side regardless of the measure. The Justitias flexible model was always going to have its flaws. With the flexible approach, it gave too much freedom to the employees which was a dangerous move. Despite its flexibility, it is important to note that the model was new to the business industry, and the one very few organizations are willing to implement. Secondly, human resource management would only be important in this model if it directly enhance management practices that contribute to competitive advantages by reinforcing right skills, right attitudes and behaviors that result in reduction of the costs and service differentiation (Burma, 2014). Another notable point is that this model is so difficult to implement in a much larger firms where mostly work and roles are specialized. From Justitias case, there is a well coordinated team work and apparently easy management of every individual and their work output, which explains why workers are allowed to work part-time and have some time for their personal interests. In larger businesses, with thousands of workers specialized within different roles, flexibility becomes difficult. Monitoring of the worker progress and individual employees evaluation would also become a difficult task. The difficulty of mobilizing hundreds of workers with different work specification to work on part-time basis toward achieving the same goal makes this work model typically suited for small-scale firms. According to (Taylor Stern, 2009), for the employees to like the organizations culture, they should be well rewarded fairly for their contributions and their efforts recognized. They should also be trained to improve their skills and develop a talented workforce. With the increase in the size of the firm, these roles eventually overwhelm the HRM department. Viability of the Justitias Flexible Work Model It could easily be concluded that most organizations rarely use flexible work models. They encourage innovations within their traditional organizational set ups. But despite all this, the model is still very much applicable in a very busy and complex work environment. The viability of this model also depends with industry of application and also the organizational set up. For instance in the media industry, big media news corporations such as BBC and CNN may have a good organizational set up for work flexibility. In this case employees such news anchors could only work on part-time basis such that, the news anchor only reports at work during the hour of his/her role, such as news bulletin hour. Similarly, academic institutions such as CQUniversity in Australia may have a flexible working model for their lecturers such that, the lecturer will only report and attend his classes and upon completing the session successfully; he/she could leave for other personal interests as long as the teaching work is effectively completed and students have the required academic content. Furthermore some academic institutions have devised plans of hiring teaching professionals on part-time basis to meet the high education demand in the market. It is also noticeable that this flexible model can be applicable in bigger organizations as part of their programe rather than entirely using the whole design. This model is mostly used by bigger and complex organizations to supplement their workforce need, and as a strategic way of achieving organizational goals. The activity of human resource outsourcing (HRO) by bigger organizations is another good example of flexibility in workforce within bigger organizations. It can be perhaps argued that Justitias flexible work model may not be popular in every firm, but it is clearly apparent that itat least plays some part most complex firms. Conclusively, the flexibility in the job market may not be popular all over the world, but wherever it is employed, it works effectively to the advantage of both the employer and the employee. In addition, human resource management (HRM) plays a very fundamental role in facilitating the success of this work design, through monitoring of individual employee performance, and general team performance. References Alnaqbi, W. (2011). The relationship between human resource practices and employee retention in public organisations : an exploratory study conducted in the United Arab Emirates. Edith Cowan University. Burma, Z. A. (2014). Human Resource Management and Its Importance for Todays Organizations . International Journal of Education and Social Science , 85-92. Kacmar, M., Andrews, M., Rooy, D., Steilberg, C., Cerrone, S. (2006). Sure everyone can be replaced but at what cost?: Turnover as a predictor of unitlevel performance. The Academy of Management Journal , 133-144. Sava?, A. (2006). Eleman Seiminde Yetkinlik Bazl? Mlakat Teknikleri . Istanbul: Anka Matbaac?l?k. Taylor, J. C., Stern, G. M. (2009). The Trouble With HR: An Insiders Guide to Finding and Keeping the Best Talent. New York: American Management Association.

The Process Of Mandatory Requirement Samples †MyAssignmenthelp.com

Question: Discuss about the Process Of Mandatory Requirement. Answer: Introduction and Thesis Statement The process of mandatory requirement is also called enforced environment. It is a process through which people holding certain officers and jobs at a certain age are asked to resign by thevirtue of law or industrial custom. The process of mandatory requirement can be justified by providing an argument that a few occupations may become too dangerous for a person of a particular age group or the person of a certain age group may not possess the level of mental and physical skill required to do the Job. Another notion on which the employers rely upon is that the capability and productivity of a person declines significantly when the person reaches the age of 70 (Mulders et al., 2014). The process of mandatory requirement is introduced as a way of preventing the decline in productivity for the employer. On the other hand the age at which a person has to retire mandatorily is in most cases arbitrary in nature and is also not in relation to the evolution of person physically. Therefore the process of mandatory retirement is often treated as an act of ageism or age discrimination (Schlachter, 2011). The thesis statement of this essay is that Mandatory Retirement in Canada is not ethical and the Employers should not be able to Force Older Employees to Retire. The paper discusses the summery of the legal issues in relation to mandatory requirement. The paper provides an argument against the concept of mandatory retirement in the light of legal and ethical framework. The paper also provides arguments which have been made in favor of mandatory retirement process. The paper then compares and contrasts the different views to come to a proper conclusion. Legal framework for Mandatory retirement: Ageism In order to understand the legal framework in relation to mandatory retirement the reason why such retirement caused needs to be analyzed based on the theory of Ageism and Discrimination. Weinberg and Scott (2013) has defined ageism as the process of discrimination against and stereotyping of groups and individuals based on their age. The process may be systematic or causal. This term had been coined for the first time by Robert Neil Butler in 1969 in order to describe the discrimination which takes place in relation to seniors. According to Butler Ageism is a combination of three elements which are connected to each other. These elements are the prejudicial attitude which others have towards the people of old age and ageing process, practices of discrimination against old people and institutional policies and practices which perpetuate stereotypes in relation to elder people. Ageism is social evil in the same was as discrimination. Article 718.2, clause (a)(i), of the Criminal Code In Canada provides meaning as those aggravating situations among other conditions "evidence that the offence was motivated by age" (Szinovacz, 2013). Thus the concept of ageism itself is illegal in Canada which it is applied in different situations. Discrimination Age discrimination results out of actions which are take for the purpose of limiting or denying opportunity to a group or individual based on their age. According to Botwinick (2013) age discrimination is the action which has been taken in relation to ageist belief or attitude of a person to provided unfair treatment to a person based on his or her age as compared to others. This form of discrimination takes place in both institutional and personal level. A person who is only may be directed to restrain from certain activities as they are too old to do so such as playing a physical game. On an institutional level a person who is old may be asked to quit a particular job as they are now considered an unfit to carry out the activity which has been doing as a major part of their life. This is where the process of mandatory retirement comes into the context and therefore is directly related to concept of age discrimination (Boisclair, Lusardi Michaud, 2017). In Canada the provisions in relation to age discrimination can be identified in the Charter of Rights and Freedoms which is applicable on all government entities and jurisdictions. According to the equality clause contained in section 15(1) of the Charter all individuals are to be considered as equal under and beforelaw and must be provided the right to equal protection and benefits of the legal system without any discrimination based on national or ethnic origin, race, religion, sex, color, disability or age. All provinces along with the federal government have in place anti-discriminatory measures against age. In addition all jurisdictions consists of human rights legislations which prohibits any form of discrimination including that of age. One of such primary provisions is that which are provided through section 5(1) of the Ontario Human Rights Code. The code specifically provides rules in relation to age discrimination in the field of employment. According to the section all individuals have the right of equal treatment in the field of employment without any form of discrimination including that of place of origin, creed, citizenship, sex, sexual orientation, gender identity, age, disability and marital status. The code defines age as the age which is more than 18 years. In addition the decision was also not applicable on people who are more than the age of 65 prior to 2006. However such provisions have been repealed to address the major issue of age discrimination in the work place (Kim Klassen, 2015). The section which prohibits discrimination in employment is widely applicable on every person. This signifies that the section is applicable on any person who is in an employment relationship. The employment can be of any from like permanent, casual or temporary. In the given situation it is clear those mandatory retirement schemes are not legal as they are a direct from of age discrimination. Thus it can be state that where the employees are forced to retire by the employer as they have reached a certain age it constitutes an unfavorable treatment to them which as a result constitutes age discrimination. Along with the legal context of age discrimination related to mandatory requirements schemes there is a ethical consideration of ageism also associated with the process. Thus the employers should not be allowed to indulge in a process which is both unethical and illegal (Katlic Coleman, 2014). On the other hand it is also important to ensure that businesses are able to operate in an effective manner. A business should not be hampered through the application of law. Allowing people to work at an old age subjects the business to the risk of less productivity and also the individuals to the risk of unwanted injuries. Thus it is also the role of law to protect the individuals and the businesses from unwanted physical and financial injuries (June, 2012). Thus the issues in relation to both aspects of Mandatory retirement have to be analyzed by comparing and contrasting them so that an appropriate conclusion in relation to the thesis may be derived. Comparison and contrasts of different perspective of the legal issue As discussed above there are two aspects of mandatory retirements. One aspect relates to age discrimination and ageism and the other aspect is in relation to the risk of injury to the individuals and financial damages to the businesses. According to Tang, Choi and Goode (2013) the concept of mandatory retirement has been abolished in Canada. This has led the employers to significant challenges along with the risk of legal liabilities while dealing with older workers. As a result of the abolition an employee who has reached the age of 65 cannot be forced by the employer to retire. However this does not signify the fact that an older employee cannot be terminated from employer but the fact that now an employer does not have the right to impose arbitrarily a policy or a contractual term which requires an employee to retire at the age of 65. An employer is still provided a right where an old employee can be terminated for a just cause or with notice period. The employers are also allowed to use the same criteria for performance management which is used in relation to other employees. In this situation the employer has the right to terminate the employment of a person where he has legitimate objective evidence that the employee would not be able to perform his duties. According to Koka and Kosempel (2014) mandatory retirement is beneficial for the society. This is because it makes rooms for new ideas and new employees are able to take the place of the old employees. When the employees do not leave their position after they have become old the situation does not create enough job vacancies and new employees and ideas find it difficult to come up. In addition it has been argued by Bloom et al., (2014) that where mandatory retirements through contracts is legalized it would make the employers recruit old and middle age employees which would operate in favor of people having old age and they would be provided an additional benefit in relation to employment opportunity. As stated by Higo and Klassen (2013) mandatory retirement is necessary to ensure the proper functioning of business and it is a proven theory that older employees are less productive. However this argument does not take into consideration the fact that age employees bring in invaluable experience to the organization which is also a major factor for the successful operations of businesses. The health of employees who have achieved an old age is also subjected to significant risk where they are allowed to work in conditions which are no longer appropriate for them because of their age. In the light of all the arguments which are made in favor of mandatory retirement it can be stated that the policy must be legalized as there are various benefits associated with it. However there are several arguments which are provided in relation to the question that why mandatory retirement from a work place has to be abolished. These arguments were the basis on which the practice had been abolished and made illegal in Canada. One of the primary arguments is one which has been provided by Vickers and Manfredi (2013) that there is no medical evidence which can provide that a person who has reached the age of 65 become incapable or infirm. According to Klassen (2013) the population of Canada is aging and people are now living longer on an average due to medical advancements. In this situation economic burden in the state is increasing due to pensions provided to those who are not working. Thus where the age at which a person should stop working is set at 65 then the burden will inc rease more and the ageing population would find it difficult to live a desired kind of lifestyle. As argued by Jacobs et al. (2014) it is not matured to make an assumption that the quality and standards of the profession can be enhanced by appointing young employees in significant positions. Where it is considered that it takes a considerable time to reach such a level it would be unnecessary and unfair to prevent the employees from working at the level. The employees who are old are experts and highly proficient in relation to their Jobs. They are not only respected but also bring a valuable advantage through their experience to the Job. Own opinion in relation to the issue I have gone through the arguments which have been provided both in favor of and against the process of mandatory retirements. After analyzing the arguments provided by both sides I developed an opinion that the arguments which have been provided in support of mandatory retirement scheme is outweighed by the arguments which are provided against the scheme. Thus I have come to an opinion that Mandatory Retirement in Canada is not good for the society and the employers should not be able to force older employees to retire. This is because there have been several provisions provided to the employer where they can still address the business requirements without forcing the old age employees to retire. They can still terminate the employment of such people when they are no longer fit to carry out the job in their role by producing substantive evidence. Business efficiency is the main argument which is provided by the supporters of the scheme however, the argument is rebutted by the provisi ons of terminating the employees when they are not capable by producing valid evidence. In addition the argument that the youth should be provided with more opportunities to get in new ideas is also invalidated by the argument that old employees are much more proficient and reliable for the job roles. Thus in my view employers should not be allowed to terminate employees based on their age. Conclusion Mandatory Retirement in Canada is not ethical and the Employers should not be able to Force Older Employees to Retire. The paper has discussed all arguments which are provided strongly in favor of and against the process of mandatory requirements. Upon weighing both the aspects of the issue it has been identified by the paper that the arguments which have been provided in support of mandatory retirement scheme is outweighed by the arguments which are provided against the scheme. Discrimination of any form is a social evil for the society and it cannot be promoted for the purpose of ensuring the benefits of business community. Allowing the employer to dismiss an employee based on age is also not consistent to ethical theories such as deontology and utilitarianism. Thus the Canadian government is correct in its approach to abolish the practice for the betterment of the society. References Bloom, D. E., Boersch-Supan, A., McGee, P., Seike, A. (2014). Population aging: facts, challenges, and responses.Benefits and compensation International,41(1), 22. Boisclair, D., Lusardi, A., Michaud, P. C. (2017). Financial literacy and retirement planning in Canada.Journal of Pension Economics Finance,16(3), 277-296. Botwinick, J. (2013).Aging and behavior: A comprehensive integration of research findings. Springer. Higo, M., Klassen, T. R. (2013). 10 The future of retirement.Korea's Retirement Predicament: The Ageing Tiger,28, 146. Jacobs, J. C., Laporte, A., Van Houtven, C. H., Coyte, P. C. (2014). Caregiving intensity and retirement status in Canada.Social science medicine,102, 74-82. June, A. W. (2012). Aging professors create a faculty bottleneck.Chronicle of Higher Education. Katlic, M. R., Coleman, J. (2014). The aging surgeon.Annals of surgery,260(2), 199-201. Kim, J., Klassen, T. R. (2015). 5 Mandatory retirement in Korea.Retirement in Japan and South Korea: The past, the present and the future of mandatory retirement, 92. Klassen, T. R. (2013).Retirement in Canada. Oxford University Press. Koka, K., Kosempel, S. (2014). A life-cycle analysis of ending mandatory retirement.Economic Modelling,38, 57-66. Mulders, J. O., van Dalen, H. P., Henkens, K., Schippers, J. (2014). How likely are employers to rehire older workers after mandatory retirement? A vignette study among managers.De Economist,162(4), 415-431. Schlachter, M. (2011). Mandatory retirement and age discrimination under EU law.Int'l J. Comp. Lab. L. Indus. Rel.,27, 287. Szinovacz, M. E. (2013). A multilevel perspective for retirement research.The Oxford handbook of retirement, 152-173. Tang, F., Choi, E., Goode, R. (2013). Older Americans employment and retirement.Ageing International,38(1), 82-94. Vickers, L., Manfredi, S. (2013). Age equality and retirement: squaring the circle.Industrial law journal,42(1), 61-74. Weinberg, S. L., Scott, M. A. (2013). The impact of uncapping of mandatory retirement on postsecondary institutions.Educational Researcher,42(6), 338-348.