Motivation is really about treating people with dignity. It is the outcome of a good working environment. From the point of view of the employer motivation leads to considering what people want and what they struggle to achieve. Managers have to find ways of accelerating their employee's internal drive to succeed. Once the objectives are known, managers can: Give employees the information they need to do a good job. Open communication helps employees feel they are in on key decisions about the business and helps them to understand business initiatives. Managers should provide regular feedback and not just one-time information. Employee's input should be valued as they are the experts' of the job being done. Employee hotlines, question and answer sessions with the president, and an "open-door" policy are some ways a company can encourage employees to speak up. The employers should learn what on-the-job activities employees choose to do when they have free time, and then create opportunities for them to do those activities on a more regular basis. Personal hand written notes and Public Recognition acts as a vital motivator because this increases the employee's self- respect, as well as their strength and confidence. Basically their good work must be appreciated. Managers can ensure recognition by interacting with people who work under them on frequent basis. Teams play a leading role in an organization's success and hence their motivation is an important factor. Monotony at the work place often makes people tired and inefficient. Next, employees should be provided with the state-of-the-art technology to increase efficiency and morale. Flexible working hours and special equipment cater to employee's personal needs. Promotion should be based on performance and not on seniority. The work environment of an organization should be friendly and attractive. Financial incentive programs should be established to ensure the employees security. Employers should be given a...
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Introduction Companies in the 21st century are facing fierce competition, economic and global challengers. In the midst of challengers organisations should have distinctive competences to resist it. Survival depends on the maintenance of market share by having good image, cost leadership, sound technical or service superioty, committed employees and speed of market. Organisations success depends on how well the use of resource are utilised in achieving the core competences. Human assets are becoming the most important resource because of the rapid growth in the service sector. Human resources hold valuable knowledge and information, which sets them a part as the source in creating intellectual capital that sets a firm a part from its competitors (Kamoche, 2001) The most important resource for successful organisation is its human resources therefore firms cannot treat human assets as commodities. To create value, management should try to find ways to utilise employees efficiently. The importance of human resource management to align with the business strategy is fundamental to the firm's achievement of competitive advantage. As Bratton and Gold (1999: 08) describes human assets have the characteristic of creating value to the firm, be unique, difficult to imitate and substituted. In the past decade diversity has been the forerunner in the argument of human resource management. Workplace diversity is about acknowledging differences adopting to work practices to create an inclusive environment in which our diverse skills, perspectives and backgrounds are valued (Nicholas, 2000:14). This article will examine the benefits and the issues the firms would have in capturing diversity. The article will also concentrate on the central issue of the importance of integrating the human resource strategy with business strategy. Finally the article would conclude the problems faced by the HR managers in implementing practices and policies. Diversity has been a competitive tool for most organisation because of...
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Lincoln Electric built their business on a reputation of delivering a continuously better product to their customers at the best price in the industry. They were able to perpetuate this mission by their use of a unique compensation plan for their workers. Their compensation plan paid workers for production of units, and added to their compensation with generous bonuses based on the success of the company. This compensation plan was the hallmark of Lincoln Electric and has not significantly changed in the over 90-year history of their company. Their compensation system paid workers for production and allowed the workers to make decisions on how best to allocate their time and resources. Their system also determined bonus distribution based on specific measures like dependability, output, cooperation and quality, they made these measures public by giving every employee a rating. Lincoln Electric's business flourished and the company expanded their operation worldwide using all the same methods that had made them so successful in the United States. However, their operations abroad did not succeed as expected, and their company suffered greatly by the burden of the failing operations. Lincoln Electric made several mistakes in implementing their expansion plans and in key assumptions they made about the applicability of their compensation plan worldwide. Furthermore, when the problems arose they were not well equipped to handle the new challenges. The success of the Lincoln Electric compensation plan in the United States was that there were no caps on the earning potential of a worker. The more the worker produced the more they could make. This system created in effect, many independent sub-contractors, who were free to make their own decisions about their production. The system fostered a particular type of worker, very independent, tough minded and self-motivated. The management of Lincoln Electric was convinced that their...
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¥Á ;@ ø ¿ aÅ bjbjk¥k¥ 7Ê Ï Ï dU n ÿÿ ÿÿ ÿÿ ˆ D D D D ˆ ˆ ˆ D LS LS LS LS Ì T Ä D ¤õ H èT þT þT þT þT _ " A_ M_ ÿô õ õ õ õ õ õ $ ìû R >þ Ø %õ 9 ˆ 1¦ ÿ _ 1¦ 1¦ %õ D D þT þT ^õ ¯ ¯ ¯ 1¦ < D Z þT ˆ þT ÿô ¯ 1¦ ÿô ¯ 2 ¯ I° ^ Cî Ø ž ê ˆ ó þT ÜT ÀÍX½,Á LS m§ " ò h ‹ô t tõ 0 ¤õ ƒò Œ ÿ l ÿ Ð ó œ ¤ D D D D ÿ ˆ ó | U_ ¦ ûv ä ¯ ß‡ „ c• Î U_ U_ U_ %õ %õ D D äG (S $ û® D D (S QUINN CHAPEL AFRICAN METHODIST EPISCOPAL CHURCH "Glad To Be In The Service Of The Lord" SUNDAY, AUGUST 26, 2001 THE RIGHT REVEREND ROBERT VAUGHN WEBSTER, Presiding Bishop Third Episcopal District of the African Methodist Episcopal Church THE REVEREND ELBERT MATTHEWS Presiding Elder of the Cincinnati District GOD OUR FATHER CHRIST OUR REDEEMER MAN OUR BROTHER THE REVEREND DR. TAYLOR T. THOMPSON, Pastor THE REVEREND LaMAR T. ELLIS, Assistant Pastor 10998 SOUTHLAND BLVD. CINCINNATI, OH 45240 Office: 825-4900 Fax: 825-5349 E-mail: firstname.lastname@example.org Website: HYPERLINK http://www.ForMinistry.com/45240QC www.ForMinistry.com/45240QC QUINN CHAPEL A.M.E. CHURCH ORDER OF SERVICE 8:00 & 11:00 A.M. Sunday, August 26, 2001 The Prelude Moments to Meditate and Prepare for Worship ENTER INTO COMMUNION WITH GOD THE LIGHTING OF THE CANDLES Brittany Stringfellow & Maya Donaldson The Introit #596 "Jesus, Stand Among Us" Jesus, stand among us, In Thy risen power: Let this time of worship, Be a hallowed hour. Thus with quickened footsteps, We pursue our way, Watching for the dawning, Of eternal day. Amen The Processional "This Is The Day" This is the day, this is the day that the Lord has made, that the Lord has made. We will rejoice, we will rejoice...
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Motivation at Hitachi Automotive Products, Organizational Behavior Analysis Motivation at Hitachi Automotive Products Hitachi Automotive Products, Los Angeles (HAP-LA) is a major manufacturer of automotive electromechanical parts, including alternators, starters, mass airflow sensors and distributors. HAP-LA follows in the steps of many Japanese-based companies in providing above-average motivational packages through excellent benefits packages, incentive programs, and retention incentives. Through these different motivational packages, HAP-LA is able to meet the needs of the employees based on those established by Clayton Alderfer in the ERG Theory. Hitachi Motivation Process Immediately upon employment at HAP-LA, team members are eligible for enrollment in the 401k plan and the medical, dental and vision care programs. Additionally, new team members are eligible for the Hitachi Cash Balance Plan, which is a compensation package with input solely from Hitachi based on years of service and salary. New managers are also offered a company vehicle from an impressive line that includes Lexus, Acura, Honda, Nissan, Toyota and Oldsmobile. Managers are also provided with a company credit card for business expenses during trips to Kentucky, Detroit or Japan. Finally, all new employees are eligible for the starting base of seventeen Paid Time Off (PTO) days. PTO days are a combination of vacation, sick time and personal days. After six months of employment, employees are eligible for the Hitachi Tuition Reimbursement Program, safety and quality incentives and the semiannual bonus. The bonus is based on incoming revenue against the budgeted revenue, with additional added bonus for increased efficiency, production or new customers. The safety incentive program is based on a quarterly system that takes into account the lost time days resulting from a safety violation for each department with awards that are issued such as hats, t-shirts, coffee mugs and pens. Throughout the employment at HAP-LA, team members are also eligible for the thirteen holidays observed,...
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Introduction The Internet is an indispensable tool for employees, giving ready access to invaluable information. On the other hand, distractions loom large for employees given unfettered access to the Internet. The reality of the situation is that the Internet can consume a lot of work time by delivering anything a person wants to their desktop. This can lure employees into time-wasting surfing that leaves an organization with traffic congestion, decreased productivity and even potential legal issues. As a result the demand for monitoring and blocking tools to keep employees focused on their jobs has increased. Many corporations are taking a tough stance and blocking objectionable sites and or monitoring their employees Internet usage. The issue of Internet usage monitoring must be approached with caution as employee animosity could arise from feelings that the company is infringing on their personal rights. Privacy and personal rights in the workplace are some of the most troubling professional and personal issues of our time. The law does not offer much guidance in this arena and companies must look toward ethical analysis as a guide to decision making. The issue of monitoring employee's Internet access continues to generate legal disputes and case laws continue to evolve. One point that is clear is that businesses' have an interest in monitoring Internet access to reduce the risk from reduced productivity, legal liability, and confidential data loss. Employee Misuse of Internet According to a report by Elron Software about $1.05 billion, or 30% of the 3.5 billion corporations spend each year on Internet access is wasted on recreational surfing. It seems that access to the Internet has replaced the water cooler as the gathering spot of choice for employees. The pitfalls of a totally wired workforce are starting to become apparent to many companies. Managers are concerned about the possible lawsuits involving...
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There are some theories that suggest motivation is thoughtful and rational decision-like process. One of the major theories from this type of approach is expectancy theory (e.g., Vroom, 1964). Expectancy theory basically says that people choose their behaviors based on the subjective estimation that such behaviors lead to the valued outcomes. Vroom’s valence-instrumentality-expectancy theory (VIE theory) states that there are three main components that affect human motivation. Valence is the degree in which the outcome the person will have is valuable for him/her. Instrumentality represents the degree in which the first outcome (e.g., performance) leads to the final valued outcome. Expectancy refers to the subjective probability that a certain effort or behavior leads to the first outcome or performance. VIE theory suggests that the multipricative function of valence, instrumentality and expectancy represents motivational force, which predicts a person’s choice (e.g., goal choice). As described above, expectancy theory is a very rational approach to motivation. The strength of this approach is that it predicts a person’s choice (e.g., such as occupational choice) well and is predictive if the task is fairly simple and easy for the estimation of VIE. However, the weakness of this theory is that its predictive power might be low for complex tasks, uncertain environment, and so on. Meta-analysis shows that the multiplied VIE factors doesn’t explain human motivation better than each independent component alone (VanElde & Thealy, 1996). Goal setting theory (Locke & Latham, 1990) also includes some thoughtful, rational process of motivation. The major finding of goal setting research is that difficult, specific goals lead to high performance. Mitchell et al. (2000) suggest that there are direct and indirect effects of goal setting. Direct effect of goal setting is that goals stimulate arousal, attention and direction, and intensity and persistence. This might rather automatic process than thoughtful process....
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The subject my partner and I choose to examine was a male with brown hair and eyes, who was of average height and a bit heavyset. He was sitting up, not hunched over, but did not have great posture. He was wearing conservative clothing including a gray Yankees T-shirt, blue shorts with white stripes made of a light material, long socks, and New Balance sneakers. This young man wore glasses. Based on my observations toward the beginning of the period, I deducted that this boy was somewhat bored and seemed a bit self-conscious. This is because he tended to stare into space. He had an arm up with his elbow on the table and his hand by his mouth, grinding his teeth and biting his nail. When he went up to get juice from the vending machine, he fidgeted with the bottom of his T-Shirt and on it a bit. When he got to the machine, he turned around and sat down again. This was around the time between noon and ten after twelve. As the lunch period went on, he seemed as if he was trying to fit in with the people at his table. He was listening intently to conversations with people across from him and then would talk to them using exaggerated hand movements. He laughed often at this point and appeared to be having more fun. This story telling and laughing went on for about five minutes, making it about 12:15. For the last five minutes of the period, he got fidgety once again. He fixed he shirt, scratched his head, and adjusted himself in his chair. He smiled a few more times at the people across from him and looked around. He seemed more anxious to leave and still unsure of himself at this point. The bell rang...
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Describe your career aspirations and why you have decided to enter Laurier's MBA program at this time.Admission
Describe your career aspirations and why you have decided to enter Laurier's MBA program at this time. Upon graduating from university with a degree in mathematics, I embarked upon a career in consulting. I continued my education by enrolling in the Association of Investment Management of Research’s Chartered Financial Analyst program and successfully passed the first of three exams: Level I. While preparing and studying for this exam, I was concurrently gaining some exposure to the Financial Accounting division within my company, Hewitt Associates, and realized that my strength was in finance. I quickly became passionate about the subject and with much introspection, I realized that my true interests lay in the path of finance and accounting. Having a mathematical background, I have always been engaged with numbers and I believe that finance, coupled with accounting, would be an excellent outlet for my creative abilities. One might ask, “But why would you need an MBA?” My response would be that without the education and specialization that comes with a Laurier MBA-CMA, it would be quite difficult to enter my role of choice: Financial Accountant Analyst at Hewitt, which requires a CMA designation and prefers an MBA degree. Furthermore, the leading companies, like Hewitt and Ernst and Young, typically require an MBA and/or a CMA degree for managerial positions like Financial Planning & Analysis manager. Without the specialized financial accounting and management skills that would come with an MBA-CMA, I believe that it would take a long time to make my career move. My research of the school (from the Canadian Business’s most recent survey of Canadian MBA programs and What’s in a MBA? The Complete Guide to MBA and Executive MBA Programs in Canada by Rebecca Carpenter) has indicated that Laurier graduates speak highly of the specialized and integrated nature of the...
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November 22, 1963 was a day no American will ever forget. Most people remember exactly where they were and what they were doing when they heard the news. At precisely 12:30 P.M. [Central Standard Time], the 35th president of the United States, John Fitzgerald Kennedy, was shot and killed in Dallas, Texas. Constituted by Lyndon B Johnson, and led by Chief Justice Earl Warren, the Warren Commission was assembled to investigate the assassination of John F. Kennedy. This commission was conceived "in recognition of the right of people everywhere to full and truthful knowledge concerning these events." This statement has been challenged by many over the past 40 years. The commission's relatively short investigation and controversial evidence has left much room for doubt among the American people. The Warren Commission arrived at twelve distinct conclusions after investigating the case. Among the most controversial are conclusion numbers one, two, three, four and ten. Conclusions one and four state that Lee Harvey Oswald was the lone assassin, firing shots from the sixth floor window at the southeast corner of the Texas School Book Depository. These conclusions were based on witnesses, many of whom happened to disappear shortly after interviewed; evidence and pictures from an autopsy preformed on the president, which were never disclosed to the public; and Oswald's background information, which conveniently "fit the mold". Another questionable conclusion in the Warren Report is conclusion number two; "the weight of the evidence indicates that there were three shots fired," was left completely unexplained, with no supporting evidence. Conclusion three states that of the three supposed shots fired, one wounded both Texas Governor, John Connally and President Kennedy. However, it also states that Governor Connally's statements leave room for doubt as to which bullet hit him. Although these conclusions leave questions unanswered, the most debated conclusion...
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