Job-hopping †Is It Good or Bad?

It is barely get to hear of a person who started their career with an organization many years back, dedicated his entire career with the organization and finally retired from the same organization. As it is said, nothing last forever; same is in the case with job these days. Jobs today do not last unlike previous generations. In the past few years, job-hopping has become so widespread across the industries that even a four years stint in the same organization is considered to be a stable job. Three jobs in less than a year, no longer raised eyebrows and gaps mouths. Job-hopping, in fact, has become a new mantra for success. People no longer believe in sticking to one job and waiting for that golden leap to come. So, what’s the job-hopping is? In simple terms it is the practice of changing jobs frequently, especially as a means of quick financial gain or career advancement. Basically, there are two kinds of job-hopping – random job-hopping which is moving every time you get a better job offer (the typical quick financial gain job-hopping) and strategic job-hopping which is taking a new job because it enhances and helps build your career. Key reasons for job-hopping Welcome to the world of job-hoppers. It’s an employee-driven economy. With more opportunities and avenues round the corner organization are really at the mercy of the employees. Some of the common reasons for hoping jobs as quoted by job-hoppers include dissatisfaction with the job, lack of challenging work, stagnation or less pay, Poor Human resource policy of the corporate, miss handling of the employees, corporate vision and mission not colliding with the employee's persona, too much control applied on the employees, privileges are being delivered on the basis longevity of the employees with the corporate, the eye-popping fat salaries and many more. These appear to be the main reasons for their resignations. Job-hopping also acts as a shortcut to success. Employees make their way to higher levels in the management hierarchy as each job change brings with it a hike in pay and position. Moreover, sticking to the same organization from which you started off your career is passe now. It is believed that those who hang on to the same job are taken for granted and declared not competent enough to move ahead in their career. Job-hopping: How It Effect Your Career Success Is job-hopping and career success related to each other? What is the effect of one on the other? Job-hopping affects career success in a negative way. By hopping jobs frequently, you are sending negative signals to your potential employer. Too often, job-hopping employees learn nothing substantial. Companies like to invest on those job seekers who align their career goals with the corporate goals. The reason is simple. They are able to contribute better in the company and if they are constantly moving from one job to another, they send a signal of non commitment. It gives a pessimistic image in the mind of the employer. Grass is not always green on the other side No doubt job-hopping has become the latest trend today, or a shortcut to success; one cannot jump from one job to another as and when it strikes one’s imagination. Moreover, though two or more jobs on a resume no longer are an employment risk, too many jobs in less than two years time portray one as a chronic job-hopper. A series of rapid, random and pointless moves will show up as annoyances on the resume. Employers view such contenders as dysfunctional – lacking in loyalty, trust and self-motivation. Quick moves from one job to other raise big questions for prospective employers as to one's staying power and ability to withstand challenges, as well as accept accountability. Employer may feel that you are not committed to a particular organization. The future employers, who are probably looking for a long term employee, might not be impressed with the job-hopping tendencies. They might perceive that one has become a job-hopper may be because of inability to get along with colleagues or employers. It does not even leave substantial time to acquire sufficient experience and hands-on skills. What’s more is that after innumerable hops, one may find himself at the same place where he first started. The downside of job-hopping Many job-hoppers think that jumping from one job to another in rapid succession is a sure way to reach the top. However, they have to encounter the hidden consequences. In unstable industries like hi- tech, advertising and television, job-hopping is the norm. In these industries, workers find out later that a resume with short period is a turn-off to employers. They may suspect a job-hopper of being unable to get along with the co-workers. Moreover, the job-hopper is also taking on a new boss who may turn out to be a tough leader. Studies indicate that employees often wrongly believe that they will get promotions if they switch organizations. However, the job-hoppers have to overcome obstacles like a clearly hostile boss, demotion or a significant decrease in pay etc. HR experts suggest that not to run out the first chance you get. A little patience can go a long way. Though job-hopping is a negative signal to prospective employers, but depending on the reasons it can also be a positive. Mick Hager, a leading HR expert explains the reasons why job-hopping is a bad thing as quoted in the website – www. greenbaypressgazette. com. These include:- * You’ll never have the chance to lay down roots, establish a strong reputation and be viewed as an asset to the company. Job-hoppers miss the opportunities given to the solid, loyal, staying- put performers. * Job-hoppers are huge expenses for employers. It takes an employee at least six months to go from being a liability to contributing to the bottom line. That is why employers hate dealing with job-hoppers, they cost too much. Job-hopping sends the message that you are not dependable, suggesting that you lack loyalty and commitment. Please don’t tell me the woeful tale of how companies aren’t loyal to employees these days – companies are loyal to the dependable, productive ones. * Job-hopping suggests incompetence, if you’re so good- why you leave? * Job-hopping takes a mental toll. At some point you need stability in your life to maintain balance. * Your next boss could be worse! * It suggests you are irresponsible or cannot maintain relationships * It indicates that you lack resolve and the ability to stick-to-it. Employees promote those they trust; trust is earned over time. * It is just plain stupid! In today’s new environment, how short is too small to stay at a job? The answer varies among industries and professions. Earlier two to three years used to raise a red flag. Today, depending on the industry, it is 1 to1. 15 years. But what employers are really looking at, did the person complete the project or commitment that he made? B Lynn Ware, an employee retention expert with the Integral Ta lent Systems suggest the job-hoppers â€Å"You’re really looking at a very limited window of productivity. Let’s say someone stays with an organization for 2. 5 years. It takes them the first year and a half to really get up to speed. Then they spend their last three t six months looking for the next thing. That leaves about a half year of real productivity†. Look beyond the fat pay offer to avoid another hop in a short time and perhaps less pleasant circumstances. Learning Relevant Skills and Knowledge Matters People who are in the new workforce and have been job-hopping quite a bit, it is advisable to find out what you want. If you able to recognize it, then find a organization that is willing to train or how they are willing to commit to their employees career in the long term. Instead of job-hopping frequently for career growth, make learning the relevant skills and knowledge in that industry one’s key objective for a successful career. The skills and knowledge that one learns in the process will contribute to career success in the long term. If job-hoppers realize the benefit of committing to a company who is willing to train them for more than two years, hopefully they won’t be job-hopping often anymore. Are job-hoppers are listening!

Deception Point Page 64

â€Å"Holy shit!† The pilot pulled back on the stick, jolting upward. The black mountain of steel rose before them out of the waves without warning. A gargantuan unmarked submarine blew its ballast and rose on a cloud of bubbles. The pilots exchanged uneasy laughs. â€Å"Guess that's them.† As ordered, the transaction proceeded under complete radio silence. The doublewide portal on the peak of the sail opened and a seaman flashed them signals with a strobe light. The chopper then moved over the sub and dropped a three-man rescue harness, essentially three rubberized loops on a retractable cable. Within sixty seconds, the three unknown â€Å"danglers† were swinging beneath the chopper, ascending slowly against the downdraft of the rotors. When the copilot hauled them aboard-two men and a woman-the pilot flashed the sub the â€Å"all clear.† Within seconds, the enormous vessel disappeared beneath the windswept sea, leaving no trace it had ever been there. With the passengers safely aboard, the chopper pilot faced front, dipped the nose of the chopper, and accelerated south to complete his mission. The storm was closing fast, and these three strangers were to be brought safely back to Thule AFB for further jet transport. Where they were headed, the pilot had no idea. All he knew was that his orders had been from high up, and he was transporting very precious cargo. 75 When the Milne storm finally exploded, unleashing its full force on the NASA habisphere, the dome shuddered as if ready to lift off the ice and launch out to sea. The steel stabilizing cables pulled taut against their stakes, vibrating like huge guitar strings and letting out a doleful drone. The generators outside stuttered, causing the lights to flicker, threatening to plunge the huge room into total blackness. NASA administrator Lawrence Ekstrom strode across the interior of the dome. He wished he were getting the hell out of here tonight, but that was not to be. He would remain another day, giving additional on-site press conferences in the morning and overseeing preparations to transport the meteorite back to Washington. He wanted nothing more at the moment than to get some sleep; the day's unexpected problems had taken a lot out of him. Ekstrom's thoughts turned yet again to Wailee Ming, Rachel Sexton, Norah Mangor, Michael Tolland, and Corky Marlinson. Some of the NASA staff had begun noticing the civilians were missing. Relax, Ekstrom told himself. Everything is under control. He breathed deeply, reminding himself that everyone on the planet was excited about NASA and space right now. Extraterrestrial life hadn't been this exciting a topic since the famous â€Å"Roswell incident† back in 1947-the alleged crash of an alien spaceship in Roswell, New Mexico, which was now the shrine to millions of UFO-conspiracy theorists even today. During Ekstrom's years working at the Pentagon, he had learned that the Roswell incident had been nothing more than a military accident during a classified operation called Project Mogul-the flight test of a spy balloon being designed to listen in on Russian atomic tests. A prototype, while being tested, had drifted off course and crashed in the New Mexico desert. Unfortunately, a civilian found the wreckage before the military did. Unsuspecting rancher William Brazel had stumbled across a debris field of radical synthesized neoprene and lightweight metals unlike anything he'd ever seen, and he immediately called in the sheriff. Newspapers carried the story of the bizarre wreckage, and public interest grew fast. Fueled by the military's denial that the wreckage was theirs, reporters launched investigations, and the covert status of Project Mogul came into serious jeopardy. Just as it seemed the sensitive issue of a spy balloon was about to be revealed, something wonderful happened. The media drew an unexpected conclusion. They decided the scraps of futuristic substance could only have come from an extraterrestrial source-creatures more scientifically advanced than humans. The military's denial of the incident obviously had to be one thing only-a cover-up of contact with aliens! Although baffled by this new hypothesis, the air force was not about to look a gift horse in the mouth. They grabbed the alien story and ran with it; the world's suspicion that aliens were visiting New Mexico was far less a threat to national security than that of the Russians catching wind of Project Mogul. To fuel the alien cover story, the intelligence community shrouded the Roswell incident in secrecy and began orchestrating â€Å"security leaks†-quiet murmurings of alien contacts, recovered spaceships, and even a mysterious â€Å"Hangar 18† at Dayton's Wright-Patterson Air Force Base where the government was keeping alien bodies on ice. The world bought the story, and Roswell fever swept the globe. From that moment on, whenever a civilian mistakenly spotted an advanced U.S. military aircraft, the intelligence community simply dusted off the old conspiracy. That's not an aircraft, that's an alien spaceship! Ekstrom was amazed to think this simple deception was still working today. Every time the media reported a sudden flurry of UFO sightings, Ekstrom had to laugh. Chances were some lucky civilian had caught a glimpse of one of the NRO's fifty-seven fast-moving, unmanned reconnaissance aircraft known as Global Hawks-oblong, remote-controlled aircraft that looked like nothing else in the sky. Ekstrom found it pathetic that countless tourists still made pilgrimages to the New Mexico desert to scan the night skies with their video cameras. Occasionally one got lucky and captured â€Å"hard evidence† of a UFO-bright lights flitting around the sky with more maneuverability and speed than any aircraft humans had ever built. What these people failed to realize, of course, was that there existed a twelve-year lag between what the government could build and what the public knew about. These UFO-gazers were simply catching a glimpse of the next generation of U.S. aircraft being developed out at Area 51-many of which were the brainstorms of NASA engineers. Of course, intelligence officials never corrected the misconception; it was obviously preferable that the world read about another UFO sighting than to have people learn the U.S. military's true flight capabilities. But everything has changed now, Ekstrom thought. In a few hours, the extraterrestrial myth would become a confirmed reality, forever. â€Å"Administrator?† A NASA technician hurried across the ice behind him. â€Å"You have an emergency secure call in the PSC.† Ekstrom sighed, turning. What the hell could it be now? He headed for the communications trailer. The technician hurried along beside him. â€Å"The guys manning the radar in the PSC were curious, sir†¦ â€Å" â€Å"Yeah?† Ekstrom's thoughts were still far away. â€Å"The fat-body sub stationed off the coast here? We were wondering why you didn't mention it to us.† Ekstrom glanced up. â€Å"I'm sorry?† â€Å"The submarine, sir? You could have at least told the guys on radar. Additional seaboard security is understandable, but it took our radar team off guard.† Ekstrom stopped short. â€Å"What submarine?† The technician stopped now too, clearly not expecting the administrator's surprise. â€Å"She's not part of our operation?† â€Å"No! Where is it?† The technician swallowed hard. â€Å"About three miles out. We caught her on radar by chance. Only surfaced for a couple minutes. Pretty big blip. Had to be a fat-body. We figured you'd asked the navy to stand watch over this op without telling any of us.† Ekstrom stared. â€Å"I most certainly did not!† Now the technician's voice wavered. â€Å"Well, sir, then I guess I should inform you that a sub just rendezvoused with an aircraft right off the coast here. Looked like a personnel change. Actually, we were all pretty impressed anyone would attempt a wet-dry vertical in this kind of wind.†

Gender Issues Essay

According to Elisabeth Horst, Erik Erikson’s theories pertaining to identity and intimacy disconcerns sexual differences. The primary consensus of several writers concludes that Erikson believes that women rely on marriage to develop their identity. This was written at a time when differences in sexes were treated as afterthoughts. He based his theories on the masculine version of experience. Yet Erikson did not portray women as inferior. There seems to be a conflict in underemphasizing women’s roles and overemphasizing women’s roles and overemphasizing their role in the social system. Very little was written about women in this time. One author (Marcia, 1980) implicated that intimacy becomes more of a feminine task and identity demonstrates a masculine task. Orlosfsky (1977) defines the masculine traits such as independence, autonomy, and assertiveness even more important to forming identity than the more feminine characteristics of warmth, tenderness, and understanding. Some writers disagree with Erikson’s theory of human development because they considered him to be a sexist. His writings involved the masculine aspect more than the feminine side in his studies. Horst, E. A. (1995). Reexamining Gender Issues in Erikson’s Stages of Identity and Intimacy. Journal of Counseling & Development, 73 (3), 271-278. Marcia, J. (1980). Identity in Adolescence. In J. Adelson (Ed. ), Handbook of Adolescent Psychology. New York. Wiley. Individuation and Attachments Many feminist critize Erik Erikson’s theory because of neglect or misprotrayal of female experience. He seems to presume that identity precedes intimacy. This seems to add limitations to his universal theory of human development. Even though he includes trust, autonomy, initiative, industry, identity, intimacy, generativity, and integrity into his theories. Erikson demonstrates the stages of life as: (I) Infancy showing trust vs mistrust ages 0-16 months (II)Early Childhood 17-36 months (III) Play Age (IV)School Age 6-12 (V) Adolescent (VI) Young Adult (VII) Adulthood (VIII) Mature Age It appears as if Erikson did not elaborate on attachment during infancy and childhood, thus the need to apply the notions of Jean Piaget.

Amber Inn & Suites Case Study

Work Environment Amber Inn & Suites, Inc., formed in 1979, operates 200 Amber Inn properties and 50 Amber Inn & Suites properties located in 10 states throughout the Rocky Mountain and western states. On Average, each location has approximately 120 individual guest and suite-style rooms. Under a new president and CEO, the goal is for Amber Inn & Suites to reach profitability within two years after five consecutive years of unprofitability. This company is positioned as a limited-service hotel which does not have the amenities such as a restaurant, lounge, or meeting rooms. This type of hotel is classified under a midscale hotel with food and beverage, such as Holiday Inn and Ramada Inn. CompetitionDirect competition to Amber includes other mid-scale hotels in the western and Rocky Mountain states, specifically hotels that are in the same class as Amber which do not possess the extravagant amenities of an on-site restaurant or meeting rooms. For Amber to make its hotel stand out among st the others is a very difficult task with so many other companies present in this industry. The next level of competition would fall to recreation vehicle parks and camping sites. For the price-conscious individual, this may pose as an easier solution, but does not give someone the comfort of a traditional bed and amenities like television. Also, with a presence in the rocky mountain and western area, weather plays a contributing factor into this scenario.The indirect competition to Amber Inn & Suites is potential company cutbacks and layoffs. This not only affects their business traveler base, but also could affect if individuals have the luxury to travel and stay in a hotel opposed to a relative or friends residence.StrengthsLocation is a key factor to the success of Amber, because the company avoids the downtown areas and has chosen to only be located on sites close to major highways close to suburban areas, airports, and large regional shopping centers. This shows that all of its locations are at a convenient location  with easy access to and from their sites. Even though profitability has not been able to be reached, the company has still been able to produce three consecutive years of growing revenues. The average occupancy rate is higher than the industry average for the respective class the hotel is in, and Amber has a significant standing amongst business travelers. WeaknessesThe glaring fact of being unprofitable for five consecutive years is definitely the major weakness of this organization. Lodging revenues are rising, but the expenses correlated with these revenues are increasing at a much faster rate. Other weaknesses are the lack of amenities that Amber Inn & Suites offers travelers, which creates a lack thereof to differentiate from other hotels with the same presence. Another item that could be a weakness is a lack of differentiation between the Amber Inn and AmberInn & Suites. OpportunitiesBy having noticeable differences between the two , this could allow for different price structures and allow Amber Inn to enter a new target market giving the organization the ability to expand its chain. Also, with a dominant business traveler occupancy rate, Amber Inn & Suites could start forming frequent visitor relationships with organizations, so those companies refer their business travelers to stay in these sites.ThreatsWith having so many consecutive years of unprofitability, the thought of bankruptcy or closing of the organization is always a present factor. A company can only go so long of losing money year after year before it is required to throw in the towel. Government regulations on requirements of hotels could also be an imposing factor, because certain regulations could raise general expenses that are required to keep the hotel up to code and to the industry standards.ProblemWith the new CEO wanting to produce profitability within two years, the current problem is how to re-position the organization’s strat egy and define which customer base to focus on. By starting with which type of customer to target, the organization can be more focused on its tactics.Alternatives1. Do nothing. There is not much of a pro to this solution, because by doing no sort of action will either result in the business failing and closing down, or that could cost the marketing senior vice president her position.2. Reward Program for businesses. By instituting a reward program with businesses, it will allow business travelers to stay at the hotel for a discounted price for Sunday through Thursday lodging through his or her place of employment. Instead of attempting to find the best rate. The company knows that when an employee goes to this city, he or she will stay at the Amber Inn and the company books it for the employee. This will increase the business traveler base, which is already predominant. However, this will decrease the overall revenues for the organization.3. Increase weekend prices. By increasing l odging prices on the weekends, it will not harm the business traveler base, and increase profits for the personal and vacation/pleasure areas. This could adversely affect the number of guests staying at the hotel on the weekends and drive the weekend revenue stream down.4. Increase average daily room rate to be more toward industry average. Since the survey says that only 36.6% stayed at the hotel based on price and the fact that majority of business travelers had the rooms paid for by the business, this will increase overall profits. The negative to this option would be the potential loss of that customer base.5. Increase business traveler advertising. By capitalizing on the best strength of customer base, the hotel has the ability to make its focus be solely on the business traveler, which is where the most occupancy is coming from. If the company decides to shift its focus toward the business traveler it will have to cut advertising cost elsewhere, but could in-turn create a bett er strategy for the organization. This will decrease costs because of a more finite focus but also keep the greatest customer base that the hotel already possesses.6. Decrease employee base. By doing this the company will save in SG&A expenses, which will allow the budget to be decreased creating a better profit. However, decreasing the employee base per site, could result in a negative effect on the hotel because it could reduce response time to cleaning rooms and getting each one available for the next guests. Decision PackageIf the company can effectively increase the advertising for the business  traveler and increase the hotel’s overall average daily room rate, it will be able to capitalize on the area of customers that visit the hotel the most and also increase the revenue per room. By shifting the focus to the business traveler, the company can save advertising costs elsewhere because this will limit the areas that are needed to be advertised to. If the overall adver tising budget is decreased and the business traveler rate can increase, then the company is able to capitalize on the most profitable target market available.Plan of ActionDevelop a new budget for advertising with a special emphasis on the business traveler. Attempting which channels are spent on the everyday consumer will help decrease those costs and effectively increase sales. The price increase can happen in gradual stages on a quarterly basis. Given the time from of two years, the organization should structure itself at 75% of the industry average on room rate, which would give Amber Inn a $20 increase per room average. This would allow for a $2.50 increase per quarter.Overall room occupancy rate may decrease without the personal and leisure guest presence, but the increase in profit and business segment will help adjust those figures. If the occupancy rate decreases slightly, but the revenue is increasing, this will decrease the variable costs associated with maintaining those extra rooms which will allow for less expenses.

Armellini Italian Ice Cream and Coffee Chain Business Issues Essay - 9

Armellini Italian Ice Cream and Coffee Chain Business Issues - Essay Example There are several important strategic tools such as Porter’s five forces model, SWOT analysis etc. that are heavily used in the industry. Furthermore, there are various ways, developed in the past few decades, which could be used in developing business. Franchise rout of growing business is one the most widely used method of developing business. This paper is all about an ice cream and coffee chain company named Armellini Ice Cream and Coffee Chain and its strategic decision. The paper includes an in-depth analysis of the competitive forces that would have a significant influence on the process of strategic decision making. The paper also includes the implications for the management of quality for the company in adopting the franchise route of growth. Armellini Ice Cream and Coffee Chain was founded by an Italian lady named Maria Armellini during the period when the Second World War just ended. Initially, it was located in a coastal town that was near to Venice in Italy. In the first cafà © products like traditional Italian ice cream as well as espresso coffee along with cooked pies, light snacks, sandwiches, and beverages were sold. After the death of Maria, the company was taken over by Alessio, Maria’s eldest son. Under his leadership, the business grew as the chain of restaurant and cafà © outlets in all over Western Europe. In the entire process, Alessio was assisted by his siblings. Alessio used to give significant importance to various things like maintenance of the quality and cleanliness and proper record keeping. Alessio or any of the family members used to visit each of the cafà ©s at least once a month in order to see how things were going on. It was a business audit most of the time which was carried by Ales sio himself. He used to visit the outlets without any prior notice with the objective of seeing the real picture of the outlets. Furthermore, there was a monthly financial report regarding used food items, wages, labor hours etc.   

Discuss the palace of Knossos as an architectural embodiment of Minoan Essay

Discuss the palace of Knossos as an architectural embodiment of Minoan cosmology and culture, focusing particularly on the relat - Essay Example The Palaces were built on the Kephala hill where it had easy access to the sea as well as the Cretan interior. The first palace was destroyed in 1700BC but it was rebuilt again. However, the second palace was destroyed by fire in 1350 never to be rebuilt again.1 The area around the palace was transformed into a sacred region with and it was not inhabited. The Palace of Knossos was magnificent and was a symbol of the civilization of the people of Minos. Its construction was massive and no other known architectural piece rivaled it in size during those times. The palace was architectural plans were equally sophisticated and there was remarkable use of luxurious materials. Advance techniques were used in building the Palaces which made them stand out in the entire Crete. The Minoans demonstrated their technological advancements in the design of the Palaces by incorporating features such as light wells, complex drainage and water systems. The Palace of Knossos was built to serve religiou s as well as administrative functions. Hence, its design was elaborate and it comprised of several sections to suit various functionalities. This paper aims to discuss the palace of Knossos as an architectural embodiment of Minoan cosmology and culture. Specifically, the relationship of the palace to nature as topography, orientation and temporality is evaluated. Also, the use of ornament and role of ritual are discussed in detail. Role of Ritual The extensive palaces of Knossos were concerned with practical pleasures and celebrations for the people. The palaces were designed to allow for social interactions and communicated the underlying social ideologies and order. It has been argued that the Palace of Knossos was designed as an architectural expression of the social concepts of the time.2 The West Wing was dedicated to public ceremonies and performances. The elaborate walkways in the West Wing create an impression that this was the focal point of movement. They served as process ion ways leading to the inner parts of the palace. The elevation of the walkways indicates that there was a separation of the performers and the audience. One of the processional ways in the palace, known as the Royal Road, led to a large elevated area that was probably used for the theatrical performances.3 On the south side there was a square paved bastion built against it equipped with a platform. The platform was positioned in such a way that people could actually observe actual performances from there. It is evident that the theatrical area was arranged in such way that it could allow viewing in three levels. Arguably, the Knossos palace architectural environment created social hierarchy which had been translated into spatial order. If the paved bastion was indeed sectioned for the most prominent figures in Minoan society, then the two flights of steps could have functioned, as they stand, for the elite closest to the representatives of the community. However, the hierarchical positioning of people according to status could also function to realign the socio-political fabric of the Neo-palatial period during ceremonies ideological in nature. Hence, the theatrical area could be able to function in two ways depending on the occasion. The architecture of the palace was dynamic making it capable to serve various social functions. The other evidence that the palace of Knossos served as a ritual centre is its interior

Cause and Effect of Online Education Essay Example | Topics and Well Written Essays - 750 words

Cause and Effect of Online Education - Essay Example People throughout the nation are looking for ways to cut their costs of living without sacrificing what they already have. Students who are trying to get an education are not typically interested in cutting out going to school so that they can get a job now. Many studies have actually shown that such a move is counter-productive in the long-run. When a student takes the time to get a degree, their earning power exponentially increases. Therefore, when an individual makes the decision to stop going to school in order to work full-time, they are actually limiting their earning potential. There is also truth in the idea that you must train to get the job you truly want rather than just the job you’ll accept. On-campus educations can cost several thousand dollars a year depending on which institution you attend. So, many students are turning to online education in order to cut back on cost while still continuing toward their degree. At Oregon State University, the average cost of full-time attendance for one year is $9435.01 while living off-campus, and $21430.01 if the student is living on campus (â€Å"Oregon State University†). Conversely, while attending the same university entirely online, the cost of one full-time year is only $8460 (â€Å"Oregon State University†). Conversely, while attending the same university entirely online, the cost of one full-time year is only $8460 (â€Å"Oregon State University†).   Therefore, we can clearly see that online education can save money. Nearly every class in the United States has felt the squeeze of the tough financial situation.   Families who used to subsist on one income have had to see their partner return to work.   Numerous High School students are balancing work and school to help out their families.   College students, who used to be able to go to school full-time with the help of financial aid, are finding themselves in the position of having to work as well.     Ã‚