Effect of the Economic Downturn on a Manufacturing Company Essay

Effect of the Economic Downturn on a Manufacturing Company - Essay Example The essay "Effect of the Economic Downturn on a Manufacturing Company" talks about the economic problems in a manufacturing company and analyzes the actions of the management's team. The union, the main company's problem which strongly opposed the layoff of any employee, happened to guarantee their members job security, which was the main reason that nearly all the workers had joined up. A number of alternatives were suggested by managers during a brainstorming session, the most extreme being to lay off twenty percent of the workforce permanently. The least disruptive was to retain the full complement of employees and merely schedule them on a revolving four-day work week until the crisis is over and the company can return to full production. The management eventually decided to reduce the working hours of each production worker instead of laying off employees. They felt that dismissing workers from their jobs would be too disruptive, and before they could do so they would have to meet with the union members and negotiate who should be dismissed, according to the terms of their collective bargaining agreement. They expected stiff opposition and a possible court case if they were to insist on laying off people. Unfortunately, when the decision was implemented, many of the good employees lost interest in their jobs and filed for resignation when they were offered better-paying jobs by a competitor firm. The final decision achieved the objective to reduce labor costs by twenty percent.... A joint meeting of the executive and operations management committee was called, the finance manager briefed them on the need to reduce operations expense of which the labour cost is the largest, and the managers then brainstormed on the different alternatives that they felt were viable. Bounded rationality in the decision-making process Source: University of Portsmouth, 2005 The four best alternatives were as follows: Twenty per cent of the production employees across the board shall be laid off with two week’s severance pay. The managers should identify who are to be separated. Ten per cent of production employees shall be laid off, only from those departments that may be reduced, and some shifts reduced from the regular three to only two. Some departments may not be affected at all. Convince the employees to take a uniform fifteen per cent pay cut. In this case management will also take a pay cut to make up the difference from what employees save to what finance needs to ma ke up. Scheduled leaves will be given to the amount of the cut. Declare a four-day work week for all production employees, eliminating twenty per cent of the work hours and reducing production personnel’s pay by twenty per cent. There are a number of criteria that the management team considered in making the final decision. The top criterion is to absolutely reduce labour cost in production by twenty per cent. The number is not arbitrary. The finance department reasoned that twenty per cent of the production capacity is being suspended until demand picks up. Other than this, there are many uncertainties, such as the length of the suspension of operations, whether further reductions shall be necessary, and whether the firm will still return to full operations after the crisis

Report performance management (base pay & benefit) Essay

Report performance management (base pay & benefit) - Essay Example Performance management is a developing subject area. Not many current and up to date books are available. Journal articles are more helpful providing to the point and current research material. The material used is basically based on material printed in last five or six years. Material related to the Performance Management mostly depicts diverse direction of thinking by different practitioner and the theories stated by them. Findings: There is a big room for improvement, which is required for the company to improve its performance management process. It is also noticed from the previous research that the activities related to performance management process in the company were not synchronized with the organisational culture of the company. Limitation of the study: - There is a vast area related to the topic addressed, which needs to be researched and analyzed. The comparative study of performance management practices in different countries could also be undertaken. Practical implications: The study is a fair effort to help the individuals and the professionals attached to the field to understand the benefits attached to the right performance management process in the development of a company. Mullins (1998) defined motivation is a complex subject and is influenced by many variables. Individuals have a variety of changing, which they attempt to satisfy in a number of different ways. Motivation at work operates in two ways. First, people can motivate themselves by seeking, finding and doing work which leads them to expect that their goals will be achieved. Second, people might be motivated by management through such methods as pay, promotion and praise. These two ways can be described into two types of motivation (Armstrong, 1999): Intrinsic motivation- It can be described as the process of motivation by the work itself in so far as it satisfies people's needs or at least leads them to expect that their goals will be achieved. It is self-generated factors which influence people to behave in a particular way or to move in a particular direction. Intrinsic motivation refers to the intrinsic attractiveness of work itself (Child, 1994; Jackson & Bak, 1998; Tung, 1991). Extrinsic motivation- This includes rewards such as increased pay, praise or promotion. It is crude, easy and often effective. Money is individual basic need. As Duall (1999) said that when individuals are able to satisfy their perceived needs, they see themselves as being successful. In this view, the desire to achieve personal success is a natural phenomenon, and people are self-motivated to achieve, grow, and develop in positive ways (Greenberg, 1986a & b). Herzberg Motivator Hygiene Theory Herzberg (1966) proposes that all individuals have two sets of needs hygiene and motivator. Hygiene factor affect job dissatisfaction, these include such things as quality of supervision, pay, company policies, physical working conditions, interpersonal relations and job security. Job satisfaction appeared to be caused by motivator factors; these include promotional opportunities, opportunities for personal growth, recognition, a sense of achievement and responsibility. Most of the employees prefer to be recognized and appreciated through increment in pay

Developing Yourself as an Effective Human Resources or Learning and Development Practitioner Essay Example for Free

Developing Yourself as an Effective Human Resources or Learning and Development Practitioner Essay Today’s human resources department are in each and every company, one of the important aspect for human resources is to develop an emphasis and educate their human capital, in order for more efficiency and effectiveness for the company. The Charted Institute Personal Development â€Å"CIPD† covers the implication of profession map which assists for better results in companies. The profession map captures the knowledge and behaviors that human resources need to improves and sustain the value for the organization to meet its requirements, the professional map is divided into three segment where each segment defines. First segment Profession areas: contains ten activities that human resources apply for the employee to gain knowledge. Performance and reward: Assist in create and sustain a high achieving organization culture environment by carrying programs that prize and recognize the productivity and capabilities of the employee. Through motivation, employee enhances their skills and performances and experience to receive a reward for an outstanding performance. For example; American Express Company, any agent who meet the quality of the call center and deliver the message in a professional way, by having high quality and quantity calls, the agent will be recognized and rewarded for this outstanding performance. Another example; in Ithamar Bank any employee who has a creative and innovative idea will get rewarded, this is an appreciation from the bank to encourage the behavior of brainstorming, which might lead the company to huge success. Learning and development: Learning and development is a subdivision of human resources department, which objects to develop and to educate group and individual performance by increasing and enhancing knowledge and skills. For example; Direct English institution provided me for a course in human resources course â€Å"CIPD† in order to have improved effect company by applying the benefited knowledge from the course. Developing the human capital to have a better outcome performance and experience and knowledge helps the company to have improved outcome. Learning and development is part of an organization’s management strategy which is designed to align with the organization’s general vision and goals. Organization design: confirms the company’s structure design is according to company’s goals for both the long run and for the short. Organization development: ensures that human resources applies its strength and improving its weakness to develop the organization by changing its activities through align strategies with the company’s objective. Resourcing and talent planning: ensure that the human resources the use its assets in useful and efficient and productive approach for achieving company’s objective. Employee engagement: ensures that to improve the communication skills in the work environment for greater productivity and greater contribution toward the company’s objective through leadership Employee relations: enhance the relationship between the employees and manage it through the company’s structure through policies and code of conduct and rules and by relevant law. Service delivery and information: Ensures the quality and informatio n of the customer through human resources by applying project management to enable effective and cost-efficient service delivery throughout the company. Learning and managing human resources function: Ensures that the leadership is to hence the maximizing the contribution by supporting and developing others, by acting as a role model in the organization. Strategy insight and solutions: develop a strategy that aligns with the company’s vision by improving the understanding of the organization. Second segment behaviors: The Profession Map Behaviors define the capabilities for human resources profession. Human resources need to carry and achieve related role to reach the level of professionalism, the role requires specific competencies to be proven at each band level throughout the human resources path. Courage to challenge: Shows courage and confidence to speak up skillfully and to challenge others, even when challenged with resistance or unfamiliar circumstances. For example; you have to prepare a presentation for an important meeting for the first time, the person needs to overcome this challenge and break their fear of a failure, by putting the trust in their self for this accomplishment. Role model: Regularly leads by example. Acts with honesty, A role model is a person other individuals look up to in order to help define appropriate behaviors. Role models can be either positive or negative. For example, positive role models offer a variety of supportive or valuable behaviors and actions. On the other hand, the negative role models offer examples of injurious or troublesome failure behaviors and actions. Curious: Future concentration, create an evolving and innovative ways to add value to the organization. Decisive thinker: Establishes the ability to investigate and understand data and information. Using knowledge and information in a structured way to recognize opportunities. Skilled influencer: Reveals the ability to inspire and to gain the necessary commitment and support from the organization. Personally credible: create professionalism through joining commercial and human resources expertise to add value to the organization. Collaborative: Works effectively and inclusively with a variety of employees, both within and outside of the organization. Driven to deliver: Establishes determination, creativity, and persistence to carry the finest outcome for the organization and its people.Third segment bands: The four bands of professional competencies define, the contribution that human resources professionals mark at every stage of their profession. It aids to give a clear path and em phasis to all human resource professionals progress planning and behaviors. At Band 1: the role would be a human resource consultant, whose role would be to focus on consumer support and direct and ongoing problems, spend time providing information, handling data and serve the consumer with facts and evidence and peace of mind. They must also be well-organized, flexible and give client satisfaction. Band 2: the role would a human resource advisor who counsels and manages human resource related matters and linking to the individual or a team. Human resource advisor has an understanding of the estimated process and solutions available. Assists the consumer with flexible selections and recommendations and allow frequent business. Band 3. Leads a professional range acting as an advisor or partner, reports the key human resource challenges at an organizational level for the average and long-term. Band 4. Leads and accomplishes professional areas in the organization. Responsible for devel oping and carrying organizational and human resource strategy.Activity 2 2.1 In order to priorities the conflicts within the company and to manage the customer’s priority, each matter needs to be adjusted to either imported or urgent. Upon this, a decision can be made whichever is important or urgent, and the matrix describes it into four categories, 1. Important and Urgent: There are two different types of urgent and important activities: ones that you could not have expected and others that you have left until the last minute. 2. Important but Not Urgent: These are the activities that support you to achieve your personal and professional goals for the long run and complete important work. 3. Not Important but Urgent: Urgent but not important tasks are things that prevent you from accomplishing your goals always try to reschedule or delegate them. 4. Not Important and Not Urgent: These activities are just a disruption, avoid them if possible. An external customer is someone who consumes your businesss products but is not part of your company. For example, an external customer is an individual who enters your store and buys merchandise or service. An internal customer is any member of your company who trusts on support from another to their job responsibilities, for example; sales representative who needs help from a customer service representative to complete an order. Another example for an internal customer; a customer calls on the call center to ask about his credit balance, the customer service agent calls the credit department to assist him to pass on the information to the end customer. And lastly, we have end users customer, business to business; which is a business that emphasis on marketing and selling products and services to other companies; for example in our direct English institution, we have other institutions that request to purchase our particular education course. Dealing with different customers the org anization must priorities for each, which mainly depends on its importance and its urgency for each situation and condition. 2.2 Effective communication is important to the company and it can be improved in many ways. In truth, communication act as a role in product development and customer relations also employee management and almost every aspect of a business operations process. Employees are a key audience because they often serve as the conduit to other audiences. If employees are knowledgeable, communications with other communities are likely to be strong as well. Effective structural communication will create a strong communication and the teamwork for employees to achieve company goals. There are mainly three types of communication, Verbal Communication which can be through a telephone or internet Skype, which is only through a voice channel, and Nonverbal Communication like emails, fax, SMS, test and lastly we have, Visual Communication which is mainly faced to face or meetings. Each has its own advantages and disadvantage for example; Verbal Communication you can communicate with a large number of cu stomers in short time, on the other hand, customer won’t be able to fully understand everything as the visual communication, and for Nonverbal Communication for example; customer has a reminder and a proof of the text which is reliable, on the other hand, some messages might be sent incorrectly and cause a large damage, Visual Communication is what customers prefer as so that they can express their emotions in better way, the disadvantage that this process takes lots of time to deal with each customer. 2.3 Effective service delivery, There are several overall points to think about when managing and planning the delivery of your services and products to be measured. There are also some particular aspects and methods that you may find helpful if you have limited time or resources. Within the framework of planning the business some aspects should be considered in order to improve the quality and the trust relationship with the community: Delivering service on time Time is limited. You cannot buy more time, but there are several things you can do to manage your time more efficiently. Plans rarely show up to be accomplished in the best way, and even the finest managers have to deal with unpredictable matters like suppliers not delivering on time, one of the employee members getting ill or trains are being delayed, equipment breaks, etc. Nevertheless, if you plan sufficiently you are more likely to deliver on time. When business starts deliver on time the business will start to be trusted and dependable, and this will attract lots of customers due to its timely delivery quality. Delivery service on a budget Planning a strategy based on a budget will enable you to identify the resources needed accurately before you start a project. Try to mark the things that may cost additional money. You should also make sure you are not forgetting anything that could end up costing you additional cost. Some practical preparation tools can be used to assist you to approximate how much resources will be needed at each stage of the process and how much will it cost and how long will it take. By then the business will start to reduce cost and be more efficient and effective in dealing the on a budget. Dealing with difficult customers First of all the one who deals with the customer needs to adjust his mindset once he/she is aware that the client is unhappy then the first priority is to have a customer service mindset. Secondly listen actively which is the most important phase of the whole dealing process is listening actively to what your client or customer is saying. Repeat the customers concerns to make sure that addressing the right issue, ask questions to make sure that youve identified the problem correctly. These matters should be considered when dealing with difficult customers, and it helps to solve future problems. Handling and resolving complaints Be Empathic and Apologize for example; I understand why youre upset. I would be too. Im very sorry that we didnt get the samples to you on time, especially since its caused these problems. And then to find or suggest the solution to his problem, if the suggested solution didn’t please the customer try to hear his perspective suggestion for the solution. Once you have both decided on a solution, you need to take action straight away. Explain every process to fix the problem to your customer Take Action and Follow-up to show your customer that you care. And lastly, use the Feedback from the complaints to decrease the risk of the condition happening again. References BIBLIOGRAPHY Eisenhower. (August 19, 1954). Eisenhowers Urgent/Important Principle. Address at the Second Assembly of the World Council of Churches, Evanston, Illinois: The American Presidency Project. Steven Edwards, K. J. (n.d.). Turning a Challenge into an Opportunity. Retrieved from www.mindtools.com: https://www.mindtools.com/pages/article/unhappy-customers.htm

Motivation factors of the Workplace in Thailand

Motivation factors of the Workplace in Thailand This proposal paper will attempt to discuss the view and application of what effects motivation has in the low hierarchical or flat organisation workplaces for the firms or companies doing business in Thailand; small organisations that have less than 50 staffs fit this description. What are the factors that motivate the employee to succeed, is it money, job promotions, perks? Once the findings have been reached, would they be able to apply to similar organisations? With todays fragile economic situations along with fierce competitions in virtually all market places, small size companies need to be able to compete and respond to the ever-changing environment in a much faster pace. To be able to compete effectively, companies need to cut through Red Tapes or bypassing unnecessary bureaucracy and adapt quickly to the ever-changing surroundings in the business environment. In Thailand, there are no differences when it comes to compete and compete fiercely they do. The aim of this proposal is to focus its findings especially on small multinational companies doing business in Thailand. The reason being that multinational companies who are conducting business in Thailand, similar to their subsidiaries in other countries, would like to see their returns on investment and realize their profits on a yearly basis and expecting growth every single year followings. Efficiency is one of the keys for multinational companies to compete effectively. This propo sal will also address how motivation theories are being used to in these organizations where vertical promotions are virtual non-existence. No corporate ladders to climb for most employees. If this fact does not exist, then what motivate employees? The study will focus on the research theories based on Herzbergs Motivation Theory that he and his colleagues wrote about motivation 50 years ago. The study will attempt to design questionnaires to address the question on Hygiene factors as well as the others motivation factors which will be hypothesized on their actual application in the work place in Thailand. One of the hypotheses will focus on monetary compensation factor that it is or it is not the major influence in motivation for such a flat or low level hierarchy organizations [Prendergast, 2002]. This study will be based in Thailand small size multinational companies where there are approximately three levels of the hierarchy and there are less than 50 people working full time. For the purpose of the study, 5 multinational companies will be chosen. Main criteria are: the firm needs to be a  multinational company; they employ less than 50 staff, and that they have no more than three functioning levels in the hierarchy for five years. Moreover, 95% of the employees must be Thai nationals. To solidify the study, companies need to be operating in Thailand for no less than 5 years and that the organisational structure must fit the criteria of equal to or less than three levels. Major objective Productivity, profitability, efficiency are just some of the key drivers that companies are expecting from their oversea staffs and enforce them firmly in order to survive. To be productive and efficient for small size multinational organisations, flatter and less hierarchical levels have been adopted. It cuts down decisions times and increases more action time which suits the small multinational companies profiles. However, this efficiency also has its drawbacks when it comes to job promotion or others traditional motivational factors. With flatter organisation, there are fewer ladders for employees to climb. Which posts another question that job promotion is a major key to motivating people in any organisation? The findings based on this study will help answer some of the questions General Managers, Human Resources Managers or just plain manager/supervisors in many small size multinational companies in Thailand. With that benefit in mind, managers will be able to manage their personnel more effectively, properly and with something to reference with. The findings, however, may offer other benefits to other organisations that themselves are a part of a large organisation that job promotion within the organisation is limited or do not exist; they can apply the findings to their own environment. Further, a large size companies whose hierarchical are quite limited and/or job promotion are scarce, the findings based on this proposed study could benefit the management in those organisations as well. Many managers are seeking the answers to the question of How to keep people motivated in today organisation where good effective people are hard to find and retain. To both apply the motivation at the same time seeking retention, are one of the human resource organisation goals. To get some of these answers, questionnaires based on the Employee Satisfaction Survey (ESS) will be used. This survey is being used by many firms. However, there are many version of ESS. The ESS was first documented by The National Business Research Institute or NBRI [NBRI, 1982]. It is used to gauge the satisfaction of the job of the employee has with the current company, compensation, recognition, relationship, environment, etc [Prendergast, 2002]. The questionnaires in this study will be designed to cover many areas in the organization as possible in an attempt to derive at the answers about what caused motivation and the effect it has to the organization. How would the managers in similar organizations b enefit from the findings? The answer lies in the fact that there are many similar structure of organization although do not engaging in the same business as the firm chosen, however, with the background of the Thai people in this study, the author wish that it can be applied beginning with the people in Thailand. Another objective of this study is to touch on the fact that organisation needs people who are dedicated, intelligence, diligence and productive to grow the company. Is he or she possessing the right backgrounds, has the right educations, does he or she has the proper attitude toward the company, the workplace and the culture? Of course, brief interview with any potential candidate for any job cannot determine the candidate is the right for the job. Job probation concept was designed to filter out the wrong choice employees. Although it is not in the scope of this proposed research, the fact remains that you need to motivate these people first and try to retain the ones the firms want to keep; hoping that might be able to somehow bring those qualities out of the potential candidates [Herzberg, 1987]. Objective The study in this paper will be utilising part of Frederick Herzberg the Hygiene Factor Theory of Motivation as part of the design of the questionnaire. The Survey questions (see sample in Appendix I) are specifically designed to fit the size of the organization and to reflect the needs to find out on whether or not the employees are satisfied with their jobs in general and will also use the results to derive what are the motivation factors the employees in the small, low hierarchical organizations have in common. This will also present an opportunity if the findings can also be applied to other similar in the requirements organisations. Further, based upon the Hygiene Factor of Herzberg motivational theory, the findings will also either to reinforce or challenge his theory? With the results obtained, although limited in size proposed at presence, it does not mean that the study cannot be extended to further the study in the future. The assumption is that mainly the Motivation is the Independent variable. With the right kind of motivation applied, productivities increase. The job itself or the results, the growth of the company becomes Dependent variable. Limitations of the Research This research proposal is focused on small size, multinational companies who has approximately three levels in the current organisation that must be in functioning order for the last 5 years. The sample size is also a limitation of this study since the proposed study call for small size companies that has approximately 50 employees or less. This proposal is also limit to five companies. The total number of employees is 250 employees in approximation. Due to the fact that some of the nature of the companies chosen which contained field personnel who might not be available for the time of the questionnaires is being distributed, hard copies will be used in combination with emails to the individuals. The consolidation of the data will be collected after two weeks of distribution and will be using SPSS Regression method to help calculate the results in a quantitative presentation. In order to get the individuals of these companies cooperate with the study, a formal letter will be written and addressed to the General Managers and/or Human Resources Managers of each firms asking permission to conduct a survey for the research study on what motivation has on their employees. The results of the findings will be made available for the management of the firms to conduct further studies if chosen. Significance of the study The study is design to study what motivation factors employees have in the low hierarchical organization taking into consideration that there are virtually a lesser amount of corporate ladders to climb, in the traditional sense, comparing to the organizations of old. There are numbers of similar size of these companies conducting their businesses in Thailand and more so in the neighboring countries that may benefits from this paper once the findings are presented. In addition to the lesser levels in the current organizations, there are other factors that companies need to prepare themselves in competing equally with others. Companies of this size pride themselves to be lean and effective organizations; also the nature of the multinational companies forces them to be extra efficient while conducting business in other countries. Returns on Investment (ROI) are always on the Senior Management minds, motivating people caused them to be productive, hence generate more profits. One of the requirements that 95% of the employees in each companies need to be Thai nationals, this will present clearer pictures of the motivation factors. One of the assumptions that one of more of the management of these firms is expatriates running the businesses in Thailand. However, due to the limitation of the study that the proposal called for five companies to be conducted, expatriates managers for these firms are not required. Even though this fact will help see the contrast when comparing to Thai nationals management team, this is not a major requirements in this study. Educational backgrounds of the individual employees are not the major factors since some of these firms possess field personnel. However, this is significant since the employees at this level have even less corporate ladders to climb, hence, job promotions with title and responsibilities may not be adequately suit their culture norms for Thai workers. The study will then attempt to focus also that the monetary reward s which will be part of the questionnaires used in the surveys. Once concluded, the findings will be made available to the firms that give permission to conduct the study so they may benefits from the findings. In most of the multinational companies should already have some sort of employee study surveys, however, the one directly related to what effect motivation has to the employees in the low hierarchical organizations may be scarce. Literature Review The paper used in this study was written by Nigel Bassett-Jones, Oxford Brookes Business School, Oxford, UK and Geoffrey C. Lloyd, Rajarata University of Sri Lanka, Sri Lanka. The paper was published in the Journal of Management Development in 2005. The paper seeks to examine the issue of Herzbergs two-factor motivation theory which will be used as reference theory in this paper. The paper referred to the challenges in today organisation factors such as downsizing led ways to focus on employee empowerment [Bassett-Jones et. al, 2005]. Bassett-Joness paper raised the question about the problem to motivate people to contribute ideas within the context of work-based suggestion schemes [Bassett-Jones et. al, 2005]. With companies experiencing overwhelming changes after World War II, hence the introduction of globalisation and technological development has prompted the innovation in technology and plethora of new ideas [Ilinitch et. al, 1996]. Parolinis work in 1999 has also been cited by Bassett-Jones [2005] that these ongoing progress prompted workforces to continue to improve products, systems and processes to compete fairly. To support Herzbergs view in financial rewards can be viewed negatively, citation by Hiltrop (1995) was used to stress that psychological contract by employers hinders employment continuity and opportunities for career progression [Bassett-Jones, et. al, 2005]. This finding by Hiltrop (1995) will be used as part of the study in this paper to determine whether or not monetary rewards are not the motivation factor in the low hierarchical organisation in Thailand. This paper based on the survey results obtained, study the statement made in Bassett-Jones (2005) paper cited Hiltrop (1995) that based on their contentious proposition, money does not motivate [Bassett-Jones et. al, 2005]. Bassett-Joness [Bassett-Jones, et. al, 2005] also cited Taylorism in their paper that basically people are lazy and work-shy and stimulation to motivate them comes externally. The authors also cited Hawthorn findings that people are motivate to work well for its own sake, as well as for the social and monetary benefits they received, and this is internally stimulated [Bassett-Jones, et. al, 2005]. In this paper will also use these two findings as based to study further to conclude its findings. Many theorists had been cited by Bassett-Jones in her paper such as McClelland, Locke, Vroom, and Alderfer. Unfortunately, this paper will omit their findings due to the constrained of this paper and its scopes. This paper will use some of Peter and Waterman (1982) work on empowerment and team work as part of the proof of this paper. Bassett-Jones (2005) cited that expectancy theory as well as equity, goal setting and reinforcement resulted in the development of a simple model of motivation al ignment [Locke, 1978]. Important suggestions that once identified and objectives are defined, rewards can be determined next to both serve the organization objectives and satisfied employees [Bassett-Jones et. al, 2005]. On the other hand Herzberg axiom stated that inadequate financial reward can demotivate and money [Behling et. al, 1968] is yet another hygiene factor that could cause dissatisfaction [Herzberg et. al, 1959]. To stress this point further, Herzberg (1959) stated that an improvement in one or more of a range of factors including pay, supervision and prospects for promotion would result in a move towards increased satisfaction, whilst a deterioration would prompt a move in the opposite direction; dissatisfaction was a result of an absence of factors giving rise to satisfaction [Bassett-Jones et. al, 2005]. Sense of achievement, recognition and work itself will be the key focus. Bassett-Jones (2005) wrote that Herzberg suggested that motivation is like self-charging battery and that employees become motivated themselves. Energy or desire must come from within and that motivation, by Herzberg definition, is internally generated not externally stimulated by incentives [Prendergast, 2002]. Most importantly the statement suggested that individuals do not require incremental incentives to drive the internal engine [Prendergast, 2002]. Critical success factors came from and integration of training, appraisal system, promotion and redundancy policies [Bassett-Jones et. al, 2005]. Bassett-Jones (2005) paper concluded that with Herzberg research result, whilst repetition produces frustration and alienation, it can also induce insight and understanding. These results from the research can used to curve the retention and skill dilution and use to improve morale and increase employee voice in the organization. The authors also cited the economy factors as well as socio-psychological perspective to human relations on cultural based and should be understood by management and unfortunately cannot be shared with the people at the bottom of the organization hierarchy [Bassett-Jones et. al, 2005]. This paper also demonstrated that motivators associated with intrinsic drivers outweigh movers linked to financial inducement. Finally the question is raised that whether employee need for recognition has become a hygiene factor in the contemporary employment contest? [Bassett-Jones et. al, 2005] Authors answer is while some inducements can move some employees to contribute id eas; the numbers involved are significantly less than those who are motivated by a desire to overcome frustration and contribute to organizational success. The organization needs to aspire to generate high commitment culture is likely to prove elusive without Taylorist paradigm persistence. In addition, systems and processes that enable employees to work together to define problems and overcome frustrations will resulted in great organization [Bassett-Jones et. al, 2005]. Independent Variable The independent in this study is Motivation. Motivation, as described by Robbins and Judge (2009), is The process that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. To use this description in this study for small, multinational firms conducting businesses in Thailand where the organisational structures are quite flat, virtually no room for vertical promotion upward for employees. So to apply motivation by asking the employees to climb the corporate ladders is out of the equation entirely. The study will turn the focus upon an individual intensity of how to focus the individual is about his or her career direction. The persistence to stay with the objectives to attain the set goal will also be part of the study to find the motivation factors [Locke, 1978]. Dependent variables The work itself and the effectiveness of the workplace will be the dependent variables study toward the conclusion of this study based on the theory related to the study, what motivation technique the author may suggest for management to use in their firms. The effectiveness of work itself can be further compare the effectiveness within the group or individual (Robbins and Judge, 2009). What criteria used to define the level of the effectiveness in the workplace? Based upon effectiveness in a group, certain decision must be made. Obvious decision made would be group decision, the following question is that how could we gauge it accuracy in the decision made by the group. Would it lead to successfully completing the tasks on hand? To be effective, should the group be focus more on faster respond to any changes in the environment would this in itself one of the motivation factors? Would an individual decision making in the small firm studied be widely used instead of group decision? F urther, would group decision lead to creativity, perhaps yes since there are many others with ideas and if goals of organization are the ultimate goal [Locke, 1978]. With these dependents in mind, the study can draw a final framework based on the suggestions and nature of the findings based on the study. The main question that will be focus upon still be the question that what are the motivation factors of the people in the low hierarchical organization? Any attempts made by the management to help motivate their people? The findings hopefully will benefits some of these questions. If they chose to implement them, are there other effective tools or methods to use, perhaps. Would similar structure type organization would benefits from this endeavor, may be. Theory related to Independent Variable There are many theories of Motivation; the author will focus using the Herzberg Motivation Theory and will also mention the Hygiene factors that may cause the dissatisfaction in the job itself, hence lead to employee dissatisfaction or de-motivation (Herzberg et. al, 1959) factors as the base theory to study this subject firm of a small retail market audit in Thailand. Figure 1. Based on Employee Satisfaction Survey (ESS), questionnaires will be designed based generally on this with a major focus to tailor to try to answer the question about motivation in such environment with the requirement in these firms. Factors mentioned in Herzbergs will be tailored to be the major part of the questionnaires; factors such as Company Policy, Supervision, work conditions [Stead, 1972], salary [Behling et. al, 1968], relationship with Boss [Brown, 1976] and peers alike are the key focus areas that the survey questionnaires were designed to focus on these factors. This by far represent only one side of the concepts by Herzberg, others such as Job Satisfactions, Recognition, Achievement, Advancement, Responsibility and job itself will also be tailored in the questionnaires. That raised yet another question, that for companies this size, would this be the motivation factors are used correctly or incorrectly used, do they become the de-motivation factors? Discussion of Dependent Variable Another part of the questionnaires touch base on work conditions, the salary of the employees in these firms, again are they motivation factors, purely, or could it become the opposite factors that drive down moral among the employees. From the results, are relationships with coworkers and the involvement of the manager or senior managers important? Do employees appreciate this [Brown, 1976]? The job itself is the motivation factors? The survey will be touched upon job stimulation and challenging in many areas. Are achievements and recognition for the job well done is the key motivators? Is job quality among the employees frame of minds? Relationship of the Independent variable to the Dependent variables The relationships between the both the Hygiene factors and the Motivation factors can be summed up as correlated [Brenner et. al, 1971]. The hygiene factors such as work conditions [Stead, 1972], salary [Behling et. al, 1968] if not implemented carefully, and then these factors will become hinder to keep employees motivated. The relationship with the peers and the immediate supervisor are they in the acceptable range [Brown, 1976]? Would the educational backgrounds make them closer in the workplace, hence it is one of the factors? Methods to use in this study The questionnaires were designed to cover many areas such as job satisfaction, compensation, recognition, participation, management, relationship, working environment, the quality of work as the key indicators also on how engage the employees are with the organisation. The questionnaires will be sending via emails to the individual employees once the permission letters have to be approved by the firms. For those firms that contain field personnel which sometimes do not have access to computers or email accounts while on the roads, paper forms of questionnaires will be used in lieu of electronics email. The survey questions will base on the Likert system. In the questions about personal growth or invert looking of the employees, Strongly Agree, Agree, Neutral, Disagree and Strongly Disagree will be used to tally the results. Good, Average, Poor and Very Poor will be used in questions about the environment. Questions pertaining to employee engagement will also be used. Do they think th e company treating them right? Would they leave the organisation the first chance they get? Engagement also referred to how the organisation treats its employees. Does it care about basic conditions [Stead, 1972] of the organisation; is it too hot or too cold. Do people get a chance to participated in the decision making process? This aims to measure the retention and the measure if some of the motivation factors are being applied. As mentioned, the questionnaire will be distributed via email to all employees providing that they have access to email. If not hard copies will be used. The employee has about two weeks to complete the questionnaires. The questionnaires are in the Thai language as well as the English language. Once the employees fill the questionnaires in which by the way was design based on the Likert system of scales. With the size of the organisation, the study would expect 100% respond. When the tally is completed the results will be group into each category based on the responses. Approximately 250 responds will be expected and the Regression method of SPSS will be used to determine the results. Results will be representing in Microsoft Powerpoint format for ease of understanding. The presentation file then will be given to the senior manager in charge and actions to be taken discuss. Results- summary of the data to be collected 100% respond is expected since there are small numbers of firms chose and at the same time a small number of employees in each firm. However, the numbers expected in this study should not go below 200 responses to be conclusive to the findings. The data tallied will go through the process of regression analysis to conclude the findings and the final information prepare and present in Microsoft Powerpoint format. Hypotheses H1 Money is a key motivator One of the assumption or Hypothesis is: for the low hierarchical or flat organisational structure the money [Behling et. al, 1968] would be the key motivator H1. Herzberg (1959) in his theory about the money alone does not motivate [Herzberg et. al, 1959]. Would this study prove otherwise? H2 Is Job itself a motivator? Job satisfaction in doing a good quality job itself is self-fulfilling? H3 Advancement, personal achievement a key motivator Career and Training requirement from the employees as well as Responsibility especially in the Authority for decision making, are these key motivation factors. Discussion The working environment is also important. Per Herzbergs (1959) theory, if not implemented correctly, the working environmental would become an issue as a Hygiene factor, hence demotivate the employee or at least caused the level dissatisfaction to rise [Brenner et. al, 1971]. In the small group of people, the relationship in the work place ranked high. Is this due to fact that the majority of the employees are in the same age group and mostly male dominated workplace environment with similar educational background contribute to this fact? Support between divisions and strong working relationship are they have been established? Compensation and other benefits such as bonus have taken any part [Blakemore et. al, 1987]? Usually, bonus for these firms is being given at the end of the year. The fact that most bonuses are profit based, the amount of bonus pool depends on the firm performance for the entire year. Would the motivation factors link to the end results at year end? Further to the amount given to the individual also based upon the results of the Performance Appraisal that is being done twice a year. Department goals and company vision take part in clarity for employees of not? This would indicate that the employers have fulfil their part in the company or division objectives and willing to ensure its success [Locke, 1978]. Conceptual Framework The frame work or this study based it finding on the Employee Satisfaction Survey of a small size of multinational companies conducting businesses in Thailand where the number of employees is approximately 50 people each and 5 of these companies will be chosen. Approximately 250 responses are expected. Once the survey is done, data will be collected and tally for concluding the findings. The question asked will be at any given time what motivates people in a flat or low hierarchical organisation structure in Thailand will be the focal point. The results from the survey will be shared with the management of the firms to help improve the firms. This study can also be used to further study on key factors that employees seek as motivation themselves. Also based on Herzbergs findings and also to view the survey results, this study will also view this from Taylorism point of view in an attempt to conclude its findings. Figure 2. Conclusion To conclude what are the motivation factors in the low hierarchical organization in Thailand, the study need to establish that the firms meet the criteria. Criteria such as small size, no more than 50 employees, multinational organization conducting business in Thailand, three levels of hierarchy within the organization functioning for five years. These are some the requirements. Also the facts that firms chosen have fulfilled their own clarity requirement to their employees are essentials. Even though bonuses for each individual are substantial and should be taken in to consideration as part of the monetary compensation, these facts remain the unknown factors due to the nature of the monetary compensation cannot not be revealed by the firms management [Prendergast, 2002]. Is it doing a good job that what motivate the employees? Does stimulation come from the job nature, this is the question posted. Is a chance to help make a decision a motivation factors? This motivation factor need s further consideration since the company is run by management and by its nature; it cannot afford to be democratic. The closeness in working relationship [Brown, 1976], is it also a factor? The findings in this study hopefully will answer these questions. Aforementioned, if the findings will help the management in the selected firms benefits from its findings, the study will be proven most successful. Further, if the findings can somehow finds its way to help other similar organization, this would be the ultimate achievement. References Bassett-Jones, Nigel and Lloyd, Geoffrey C., Does Herzbergs motivation theory have staying power?, Journal of Management Development, 2005, Vol. 24, No. 10, pp. 929-943 Behling, Orlando, Lobovitz, George, Kosmo, Richard The Herzberg Controversy: A Critical Reappraisal, The Academy of Management Journal, Vol. 11, No. 1 (Mar., 1968), pp. 99-108 Blakemore, E., Low, Stuart A. Ormiston, Michael B., Employment Bonuses and Labor Turnover, Journal of Labor Economics, Vol. 5, No. 4, Part 2: The New Economics of Personnel (Oct., 1987), pp. S124-S135 Brenner, Vincent C., Carmack, Claude W., Weinstein, Mark G.,An Empirical Test of the Motivation-Hygiene Theory, Journal of Accounting Research, Vol. 9, No. 2 (Autumn, 1971), pp. 359-366 Brown, Matha A., Values A Necessary but Neglected Ingredient of Motivation on the Job, The Academy of Management Review, Vol. 1, No. 4 (Oct., 1976), pp. 15-23 Herzberg, F.I. 1987, One more time: How do you motivate employees?, Harvard Business Review, Sep/Oct87, Vol. 65 Issue 5, p109-120 Herzberg, F., Mausner, B. and Snyderman, B. (1959) The Motivation to Work, New York: John Wiley and Sons, Locke, Edwin A., The Ubiquity of the Technique of Goal Setting in Theories of and Approaches to Employee Motivation, The Academy of Management Review, Vol. 3, No. 3 (Jul., 1978), pp. 594-601 Prendergast, Canice, Uncertainty and Incentives, Journal of Labor Economics, Vol. 20, No. 2, Part 2: Compensation Strategy and Design (Apr., 2002), pp. S115-S137 Stead, Bette A., Berlos Communication Process Model as Applied to the Behavioral Theories of Maslow, Herzberg, and McGregor, The

William Shakespeares A Midsummer Nights Dream :: William Shakespeare Midsummer Dream Essays

William Shakespeare's A Midsummer Night's Dream The stage production of William Arden Shakespeare’s A Midsummer Night’s Dream, by a British director Tim Supple was one in a million-that everyone talked about it and questions rode questions, on how the performance went. ‘It is the best production I have ever seen. What grapples me most, is the cast, ravaging with a rich choreography’, this was said by the British Ambassador to India in a chat with Times of India. The almighty dramatist play was sponsored for production by the British Council, India. Staged at Indira Gandhi National Centre for the Arts, on Rajendra Prasad Road, New Delhi, on the 3 of March, the old, but became-new play was performed by what Mr. Supple described as ‘an all Indian and Sri Lankan cast’, spoken in many languages, from English to Hindi and Bengali. It was free. But one has to get a pass to be admitted in. All and sundry came for this mesmerizing production-and all came and went, but only one person never went from my memory. The one and only Arundhati Roy-the world acclaimed author of The God of Small Things. She was there. She was there for good and praises poured on her. Her presence sweetened the sweet production, as well as heightened emotions. A Midsummer Night's Dream is a romantic comedy by William Shakespeare, written sometime in the mid-1590s. It depicts the adventures of four young lovers and a group of amateur actors in a moonlit forest, and their interactions with the fairies who inhabit it. Today, the play is one of Shakespeare's most popular and is performed across the world. When the production came to an end with a big coctail and wide applauds, I realised that I have never read this acclaimed bestseller. And so, I wobbled into a bookshop around and got a copy. It is cheap here in India. Everything is cheap. And I read this book in three days. Unbelievable? That is the truth. Because the story line is straight and sweet. But before then, the writer-activist who lives in New Delhi spoke about life as a writer. ‘You have to be yourself. No pretence. And if any pretence, that should be embedded in your characters. Think like your characters and see what this life is all about’, Ms Roy said, intoned. There is something surreal about her. Her benevolence and non-descriminative wit and candour. India has bestselling authors like Salman Rushdie (Satanic Verses), Amitav Ghosh, Jhumpa Lahiri (Interpreter of Maladies), Chetan Bhagat (One Night @ the Call Centre), the Nobel Laureates and more.

Metaphorically Speaking †Sonnet 73 Essay example -- Sonnet essays

Metaphorically Speaking – Sonnet 73  Ã‚      Love is a blanket of bright and colorful flowers that covers a beautifully rolling meadow on a breezy summer day. Similar metaphorical images appear in many famous poems including Shakespeare's "Sonnet 73." The metaphor is the most basic device poets use to convey meanings beyond literal speech (Guth 473). Shakespeare's use of metaphors in this sonnet conveys his theme of the inescapable aging process. Shakespeare "establishes and extends a metaphor that illuminates the poem's central meaning" and compares the inevitability of old age to three different aspects of nature (Prather). Similarly all the metaphorical quatrains begin with either the phrase "thou mayest in me behold" or "In me thou seest" (Shakespeare 1-5). These phrases reveal the author's awareness of the natural process occurring within his body and he compares this aging process to the three natural occurrences of nature including the seasonal change to autumn, a sunset, and a slowly perishing fire.    Shakespeare metaphorically relates his timely aging to the seasonal change into autumn. The first four lines of his poem read "That time of year thou mayst in me behold / When yellow leaves, or none, or few, do hang / Upon those boughs which shake against the cold, / Bare ruined choirs, where late the sweet birds sang" (Shakespeare 1-4). Shakespeare compares aging and the approach of death to the coming and setting in of autumn. Guth and Rico explain that Shakespeare uses the metaphor of autumn to describe the "approaching of old age as the late autumn of the speaker's life" (568). He gives his readers the image of the last of the yellow leaves clinging to the bare branches much like humans who cling to their ... ...s thou perceivest, which makes thy love more strong, / To love that well which thou must leave ere long [before long] (Shakespeare 13-14). Through these last two lines, Shakespeare conveys to his readers the importance of holding on to life and love while it exists for one day it will cease to be.       Works Cited Guth, Hans P. and Gabriele L. Rico, eds. Discovering Literature: Stories, Poems, Plays. Upper Saddle River, NJ: Prentice Hall, 1997, 473. Prather, William. "Essay Topics." 1 April 1999. Online Posting. English 1102: Discovering Literature On-Line Spring 1999 Syllabus. 6 April 1999. http://parallel.park.uga.edu/~wprather/teaching/1102OL/essfour02.html. Shakespeare, William. "Sonnet 73." Discovering Literature: Stories, Poems, Plays. Ed. Hans P. Guth and Gabriele L. Rico. Upper Saddle River, NJ: Prentice Hall, 568-569.      

Education Requirement Essay

1. Should there be a minimum education requirement for the beauty therapist job? Discuss Before answer this question, we should discuss about job analysis. Job analysis is the systematic process of determine skills, duties and knowledge required to performing jobs in organization. One of the purposes job analysis is to answer what qualifications are need to perform the jobs Back to our question, owner of Tangerine Center Sdn Bhd want to upgrade their business service. She want to offer more service such as spa, beauty consultant, skin therapist and medical esthetics. Based on new job descriptions and job specifications, beauty therapist should have minimum education requirement. 2. What is your opinion of Jenny’s effort to upgrade the people in the organization?. Jenny’s effort to upgrade the people in organization is good for her business. Maybe after upgrade her staff, her business can get more income. She should consider human resource management function before proceed with upgrading plan. i. Staffing She should ensure always has proper number of staff with appropriate skill, qualified and suitable number of staff. She also should have good job analysis to ensure his mission will accomplish. ii. Human Resource Development Training is important part in staff development. She should give more training to her staff in order to improve their skill. Her staffs have basic knowledge and skill as beautician. Enhancement program will improve their ability and soft skill knowledge. Another important part in human resource development is organization development. She should make her business more effective. Improve in tool and equipment will make her business more competitive. iii. Compensation When she upgrade her staff qualification, she should pay higher than staff with basic qualification. Total staff cost will increase and she should have proper plan to increase revenue. As conclusion, Jenny’s effort will give good effect to her business when she upgraded the people in the organization. 3. What legal ramifications, if any, should Jenny have considerer? As an employer, Jenny should be aware of the rules and guideline for hiring and recruiting an employee. This is for major law to follows ; i. Employment Act 1955 : A Guide To Malaysian Labour Laws ii. Workmen’s Compensation iii. Children and Young Persons (Employment) Act 1966 (Revised 1988) iv. Occupational Safety and Health Act 1994