Hiroshima and Nagasaki - Free Essay Example

After Japan bombed Pearl Harbor, one of the most devastating bombings in its time, America declared war on Japan and therefore entering into War World II. On August 6 1945, the U.S dropped an atomic bomb on Hiroshima, three days later they dropped a bomb on Nagasaki. Over 100,000 people were immediately killed in both bombings, and thousands more died of injuries and the effects of the radiation (Matsukawa 56). The American Government was justified to bomb Hiroshima, but they could have approached Nagasaki with less catastrophic measures. The U.S aimed to remain neutral as possible during World War II. They started helping Britain, who was in the war, by sending war supplies but on a cash and carry basis. They blockaded trade with Japan and the countries apart of the Axis, Italy and Germany. The Japanese were furious with the stopping of shipment of airplane fuel and scrap iron that they needed for war. On December 7, 1941, the Japanese army bombed Pearl Harbor, and then the next day Japan invaded an American army base in the Philippines. After these two events the U.S declared war on Japan. The Japanese wanted to improve their economy but instead of choosing to conduct trade negotiations with foreign governments, the Japanese government turned sharply away. Japan went once again into isolation (Bjorklund 10-11). Japan wanted to prove to the other countries that they were just as powerful as them. They joined the war for two reasons. One, to show that they can go to war and their economy can withstand a war, and secondly they were still upset with the Allies during the First World War, when the Allies met at the Treaty of Versailles, Japan did not have a voice in the discussion. All that tension built up and they did not hesitate to go to war. During the war the U.S was planning on invading Japan. War experts estimated 1 million American lives lost and millions of Japanese lives. On April 1945 Harry S. Truman was sworn in as President. He hoped to make the invasion of Japan unnecessary. He decided to use the atomic bomb instead of invading Japan. On July 26th the U.S, Britain and China issues a statement threatening to destroy Japan unless it surrendered, Japan refused (Matsukawa 56). Truman was doing the country right by looking for a different approach, although his approach was a steady, the approach it did not do its job. In the spring of 1945, the military instituted a target committee. This committee consisted of officers and scientists. The purpose for this committee was to decide where the bomb should fall. The committee decided that the atomic bomb would not just kill; it could wipe out an entire city off the map. They agreed that it would be horrible, but they wanted it to be so it would try to end the war and try to stop future use of nuclear bombs (Brumfiel). They chose Hiroshima. Hiroshima is compact, if you put a bomb like this in the middle of it, you end up destroying almost the entirety of the city said Alex Wellerstein, a historian at the Stevens Institute of Technology (Brumfiel). Hiroshima was also a military target. There were factories and other facilities there. The American army took their time and was strategic when deciding where and when to bomb so they could make a point without killing an overabundance of people. Antony Beevor said Truman had little choice. All commanders or political leaders can hope to asses is whether a particular course of action is likely to reduce the loss of life. Faced with the Japanese refusal to surrender, President Truman had little choice. The dropping of the atomic bomb was justified at the time as being moral in order to bring about a more rapid victory, prevent the deaths of more people, and the use of nuclear weapons. Of course it is easy to say that if I had been in Trumans shoes, I would not have ordered the two bombings. says Richard Overy, a professor of history at the University of Exeter (History Extra). Apart of Richard Overy`s statement is correct, Truman should not have ordered two bombings. In his defense Truman was out of options. It was either invade Japan, risking millions of American and Japanese soldiers lives or use the atomic bomb to wipe out a city and saving millions of lives. Hiroshimas population at the time of the bombing was 350,000 people. Richard Overy also said that It was immoral and unnecessary. When referring to bombing Nagasaki, it was unnecessary. Truman should have waited to see what Japan would do after the U.S bombed Hiroshima. Chances are they would have surrendered and/or negotiated peacefully. The first bombing was a necessary evil so to speak, but bombing Nagasaki was unnecessary and took many more Japanese lives. On August 15th during a radio address in World War II, Japans Emperor, Hirohito, announced that Japan would surrender after the devastating power of a new and most cruel bomb( History.com). One thing that everyone can agree on is that World War II was devastating. The Bombing of Pearl Harbor the Bombing of London, the bombing of Hiroshima and Nagasaki, and the many German, American, British, Japanese lives lost. The American Government was justified to bomb Hiroshima, but not justified to bomb Nagasaki.

Reasons High Attrition Rates Among Newly Qualified Nurses - 1375 Words

Reasons For The High Attrition Rates Among Newly Qualified Nurses (Research Paper Sample) Content: Reasons for the High Attrition Rates among Newly Qualified NursesBy (Students Name)CourseProfessors NameUniversityLocationDateDiscussion of FindingsNurses play a critical role in any hospital to ensure that patients are satisfied. Indeed, hospitals have the responsibility of ensuring patient satisfaction and nurses provide the most interaction with those seeking treatment while they are in the hospital. Moreover, nurses help hospitals to provide high-quality care. Despite the nurses playing a critical role in ensuring patient satisfaction, recruiting and retaining them is time-consuming and hectic. Thus, retaining the nurses, particularly the newly qualified ones, is a critical task for hospitals. The reasons for the high attrition rates among newly qualified nurses are dependent on some factors related to work and personal needs. A study conducted by Hayajneh et al. (2009) in the UK found that around 10% of nurses leave the profession due to retirement while 24% tran sfer to another organization (p. 456). Moreover, 5% of the nurses go to the non-national health sector employment and 24% leave because of redundant factors such as personal reasons and career break (Hayajneh et al. 2009, p. 456). Therefore, the following is a discussion of our findings relating to the high attrition rates among newly qualified nurses within the first one to two years in the UK.Reasons for the High Attrition Rates among NQN in the UKThe work environment plays a significant role for a person to consider not leaving the job for another one. Our research determined that a friendly work environment reduces the rate of employee turnover or attrition. This finding was found to be consistent with a similar research conducted by Crow, Smith, and Hartman (2005), which established that a friendly work environment reduces the rates of attrition by 30% (p. 340). The research involved a qualitative survey of the newly qualified nurses who provided their views on what contributed to turnover. Therefore, a newly qualified nurse will not consider leaving the profession when he or she first joins a healthy work environment. The workload was also found to contribute to job dissatisfaction among the newly qualified nurses. More specifically, a heavy workload affected the motivation of freshly qualified nurse employees and triggered their minds to consider quitting the job. This position also corresponds with the findings of a research conducted by Whitehead et al. (2013). The study determined that attrition rates could be predicted through long shifts, holidays, weekends, and weekend overtime. Similarly, according to Stickney (2008, p. 423), extended shifts and overtime put the newly qualified nurses into a state of high physical anxieties, leaving them fatigued with less drive to cope with the job pressure efficiently. Another study by O'Donnell (2009) concluded that the nursing profession becomes more intense with higher workloads resulting in the discourageme nt of the nurses from performing their work, and, thus, they seek to leave the job (p. 38). That scenario is more common in mental health facilities where stress levels are high.Lack of control was another factor found to be associated with high attrition rates among the newly qualified nurses. In a research done by Baernholdt Mark (2009), non-involvement of the nurses in the process of making decisions was found to be a critical factor for job dissatisfaction among them, especially the newly qualified nurses who are often left out of key decisions. Moreover, the inability to dispense ones duties in a manner that one understands best can be a significant source of stress and burnout (Urwin et al., 2010, p. 205). In this context, strict administrative policies that minimize autonomy stand a higher chance of increasing turnover. According to Hayajneh et al. (2009), inadequate reward and unfairness can lead to high rates of attrition. In particular, the lack of acknowledgment of the c ontribution of other nurses can result in the work environment lacking opportunities to advance, leading to stress, which motivates the newly qualified nurses to leave the job (Carter Tourangeau 2012, p. 1589).The unavailability of senior charge nurses to offer support was found to be a demographic variable that contributes to newly qualified nurse attrition. Research by Williams (2010) also determined that turnover and attrition rates tend to be higher among the newly qualified nurses during the first year and remain higher during the second year. In line with the finding, another study in the UK established that 34% of the newly qualified nurses did not register to practice (Holtom Inderrieden 2006, p. 30). When the newly qualified nurses enter the job for the first time, anticipation of what to expect in the new job gets them motivated. However, when they realize that the work environment is not supportive, the job reality and personal expectations begin to change, and frustrat ion becomes the order of the day. Th result is the commonly studied transition shock. If the situations are not addressed adequately, stress accumulates, leading to the stages of burnout. Noteworthy, newly qualified nurses are not sufficiently empowered to cope with high work-related stress (Hayes et al. 2006, p. 241). The problem is compounded by the absence of mentorship and smooth orientation schedules, which are essential until they receive a full understanding of how they should work in an environment of high stress. Chenoweth et al. (2010) also determined that high rates of exhaustion lead to attrition of newly qualified nurses during their first and second years of their employment.Staffing also played a significant role in promoting higher attrition levels among the newly qualified nurses. Several factors related to staffing including low staffing, the resultant relentless pressure, and uncooperative colleagues can lead to increased attrition levels for NQNs. This finding is consistent with a study conducted by Arrowsmith and Miller (2013) that discovered that the majority of NQNs are likely to leave the hospital if they feel the institution does not have proper staffing levels. Moreover, a hospital may have enough staff, but unorganized units may influence the nurses' turnover. Some nurses may also find the job quite stressful and consider quitting if they feel they are taking care of more difficult patients than their colleagues (Arrowsmith Miller 2013, p. 569). Therefore, staff shortages and relentless pressure compounded by a lower pay play a critical role in increasing the rates of NQNs turnover.In addition to the above study findings, our research also determined that lack of social support within the hospital environment plays a role in influencing newly qualified nurses to quit the job. In a study to determine the effect of social support for newly qualified nurses, Horsburgh and Ross (2013) discovered that social support provides greater copi ng strategies that can help the newly qualified nurses deal with the stress of transition such as getting used to a new job, understanding clinical skills, and becoming a member of the healthcare team. Interaction and effective working relationships are vital for job satisfaction, and lack of these factors in the workplace can lead to employee turnover during their first or second years of employment (Peterson-Graziose, Bryer Nikolaidou 2013, p. 351).Our study also found that lack of secure time for preceptor and preceptee increases the rates of attrition among NQNs. According to a research study conducted in the UK by Peterson-Graziose, Bryer, and Nikolaidou (2013), newly qualified nurses were found to leave the job within their first or second years of employment due to a poor score on self-confidence skills and nursing competency perceptions (p. 352). Therefore, building self-confidence is critical to the success of a hospital in giving quality healthcare, which implies that he lping new graduates to develop confidence is significant in the first few days of their work. Thus, preceptor support, appropriate employee expectations, and chances for collaboration play a critical role in building new nurse confidence. Work environments that do not promote the task of building nurse confidence increase the chances of the workers quitting the job within the first and second years of employment.Lower score for the enjoyment of one's job contributes to higher rates of attrition for the newly qualified nurses. Our research determined that nurses have different opinions concerning what they call a good day, and the most critical matter in this respect is that for newly qualified nurses, positive experiences and support systems are vital for low role ambiguity and conflict (Rhaume, Clment LeBel 2011, p. 496). Another factor that is associated with an increased rate of attrition for newly qualified nurses is lower levels of organizational commitment. Engagement is posi tively associated with job involvement and the years an employee can work in an organization, and negatively related to workload and turnover. This finding corresponds to the study by Tourangeat Cranley (2006) who found that emotional exhaustion relates negatively to job satisfaction and organizational commitment (p. 501). Therefore, empowerment plays a critical role in creating a positive work-life that discourages high rates of attrition among the newly qualified nurses.Evidently, there exists numerous reasons for increased rates of attrition among the newly qualified nurses during their first and second years of employment in the UK. The findings are supported by existing literature as discussed above. It was found that newly qualified nurses are motivated to leave their job because of various reasons ranging from the poor work environment, lack of commitment, poor orientation leve...