How much can you say in a tweet? An approach to political argumentation on Twitter

Besides Donald Trump, its most famous user, some 330 million people use Twitter as a platform for communication, much of it political. Yet, given the 280 character limit, how much can you say in a tweet? Although much has already been written about Twitter, little attention has been given to the nature of the argument found there. To begin filling this gap, it is necessary to identify the basic units of such an argument. Identifying them as speech acts, we demonstrate here by discourse analysis how by virtue of the enthymematic quality of public argument, much argument can be communicated even by singular speech acts and even by speech acts other than assertion.

Speech Beyond Toleration

This chapter treats one of the great confrontations in the history of British public moralism between cynical provocation and a more ‘responsible’ approach to freedom of expression: Thomas Carlyle’s deliberate offences against progressive sentiment in his ‘Occasional Discourse on the Negro Question’ (1849) and John Stuart Mill’s swift and uncharacteristically angry response. Nietzsche (in pursuit of higher values and still freer speech) thought that Carlyle did not go nearly deep enough in the challenges he posed to conventional political morality—but the ‘Occasional Discourse’ went far enough to make Carlyle’s own name a byword, still, for moral and political provocateurship. The chapter argues that his cynicisms and Mill’s astringent reply provide a helpful historical basis from which to consider similar challenges today to normative views of public argument and styles of expression.

All Hail to the Archpriest

This volume revisits the debates and disputes known collectively in the literature on late sixteenth- and early seventeenth-century England as the ‘Archpriest Controversy’. We argue that this was an extraordinary instance of the conduct of contemporary public politics and that, in its apparent strangeness, it is in fact a guide to the ways in which contemporaries negotiated the unstable later Reformation settlement in England. The published texts which form the core of the arguments involved in this debate survive, as do several caches of manuscript material generated by the dispute. Together they tell us a good deal about the aspirations of the writers and the networks that they inhabited. They also allow us to retell the progress of the dispute both as a narrative and as an instance of contemporary public argument about topics such as the increasingly imminent royal succession, late Elizabethan puritanism, and the function of episcopacy. Our contention is that, if one takes this material seriously, it is very hard to sustain standard accounts of the accession of James VI in England as part of an almost seamless continuity of royal government, contextualized by a virtually untroubled and consensus-based Protestant account of the relationship between Church and State. Nor is it possible to maintain that by the end of Elizabeth’s reign the fraction of the national Church, separatist and otherwise, which regarded itself or was regarded by others as Catholic had been driven into irrelevance.

Impact of High-Performance Work Practices on Service Recovery, Creative Job Performance and Absence Intentions

To improve the influences of workforce facing high performance work system on employee job outcomes, previous study has mainly represented public discussion concept to explain the fundamental instrument in the high performance work system study (Takeuchi et al., 2007; Messersmith et al., 2011; Kehoe and Collins, 2017). Public argument study recommends that when workforce obtain outcomes from the companies, they are similarly to reply with their performances and thoughts appreciated by the companies (Blau, 2014). High performance work system incorporates human resource procedures for example training & development, growth-related efficiency organization, and benefit reflects company’s stock in workforces. Therefore, when organizations offer high performance work system to workers, workforce would respond by representing optimistic actions and manners such as work efficiency, work fulfillment, as well as structural responsibility. The effort of the public argument viewpoint is that high performance work system assist to viewpoint extended period employee-manager argument link. Additionally to switching main reserves, occupation link might convey many senses for workforces since effort is an intermediate by which workforces can’t merely become monetary and public reserves, but also increase value and the consciousness of individual achievement (Liu et al., 2013). Therefore, we additional debate that the outcomes of high performance work system are not only about correspondence (that is., public argument), however also critically around impacting personality value insights. Though, this viewpoint has been ignored in the high performance work system study. Organization- centered self-confidence states to the observed worth those employees have of themselves as workforce participant in the structural setting (Pierce et al., 2009). We propose that when high performance work system is settled, workforce would experience those companies worth them. This employee high performance work system may promote workforce. Therefore, the research is imbedded in “self-concept-based theory” (Shamir et al., 2013; Chan et al., 2013) to hypothesize how self-concept-based theory connects the links among workforce skilled high performance work system and work efficiency and work fulfillment by ascertaining its incremental authority above the public argument method. The results predict previous varying outcomes can be partially described by the mediating results of efficiency evaluating positively and information of efficiency values on the link among response occurrence and evaluating feedback (Shaun, Gerard, & Stephen, 2018). Generally, previous researches have only highlighted the impact of few human resource practices on high performance work system or they might have relate the high performance work system directly with job outcomes. But this research investigates the effectiveness of human resource practices as a high performance work systems. Moreover, based upon the previous literatures by theorizing and examining in what way line managers’ aim similarity reduces the space among organizational-stage and increases job engagement. Additionally, only few researches have focused on organizational based experience while others have highly focused on employees based. But this research has concentrated on both the aspects that are organization based experience and employee based experience.