Aggression toward homosexuals: Prevalence, correlates, and motives for antigay behaviors among adolescents and young adults

This study examined the motivating factors for perpetrators of antigay harassment and violence among 752 college freshmen. Large numbers of lesbians, gay men and bisexuals (LGB) are victimized solely because of their sexual orientation. The physical and psychological harm suffered by many of these individuals is alarming. In particular, victimization at school is correlated with a variety of other health risks for LGB students. In order for prevention efforts to be effectively tailored, it may be helpful for researchers to first identify what motivates the assailants. This study tested variables capturing demographic, psychosocial, and attitudinal factors. This purposive sample was selected because these students represent the age group most likely to become perpetrators. The findings suggest that harassment of gay people is common and, in many cases, not motivated by particularly negative attitudes toward homosexuals. Instead, LGB individuals may be viewed as a socially acceptable target by others to harass out of boredom, anger at someone else, or in an attempt to assert their own threatened heterosexuality. Social norms, along with the variety and weakness of individual predictors for antigay harassment, further suggest that heterosexism is endemic and pervasive in our society. Physical attacks against homosexuals, although less common, represent a more serious problem for the victims. This study discovered that there were some leading predictors for these assaults, namely, being male, having been maltreated, being a heavy social drinker, and having defensive, antigay attitudes. The implications of these findings and imperatives for social workers are discussed.

Indirect Cost Factors In Menu Pricing

In the discussion - Indirect Cost Factors in Menu Pricing – by David V. Pavesic, Associate Professor, Hotel, Restaurant and Travel Administration at Georgia State University, Associate Professor Pavesic initially states: “Rational pricing methodologies have traditionally employed quantitative factors to mark up food and beverage or food and labor because these costs can be isolated and allocated to specific menu items. There are, however, a number of indirect costs that can influence the price charged because they provide added value to the customer or are affected by supply/demand factors. The author discusses these costs and factors that must be taken into account in pricing decisions. Professor Pavesic offers as a given that menu pricing should cover costs, return a profit, reflect a value for the customer, and in the long run, attract customers and market the establishment. “Prices that are too high will drive customers away, and prices that are too low will sacrifice profit,” Professor Pavesic puts it succinctly. To dovetail with this premise the author provides that although food costs measure markedly into menu pricing, other factors such as equipment utilization, popularity/demand, and marketing are but a few of the parenthetic factors also to be considered. “… there is no single method that can be used to mark up every item on any given restaurant menu. One must employ a combination of methodologies and theories,” says Professor Pavesic. “Therefore, when properly carried out, prices will reflect food cost percentages, individual and/or weighted contribution margins, price points, and desired check averages, as well as factors driven by intuition, competition, and demand.” Additionally, Professor Pavesic wants you to know that value, as opposed to maximizing revenue, should be a primary motivating factor when designing menu pricing. This philosophy does come with certain caveats, and he explains them to you. Generically speaking, Professor Pavesic says, “The market ultimately determines the price one can charge.” But, in fine-tuning that decree he further offers, “Lower prices do not automatically translate into value and bargain in the minds of the customers. Having the lowest prices in your market may not bring customers or profit. “Too often operators engage in price wars through discount promotions and find that profits fall and their image in the marketplace is lowered,” Professor Pavesic warns. In reference to intangibles that influence menu pricing, service is at the top of the list. Ambience, location, amenities, product [i.e. food] presentation, and price elasticity are discussed as well. Be aware of price-value perception; Professor Pavesic explains this concept to you. Professor Pavesic closes with a brief overview of a la carte pricing; its pros and cons.