Do men make better managers then women Essay Example | Topics and Well Written Essays - 500 words

Do men make better managers then women - Essay Example This essay starts by explaining why men earn more income than women. Women don’t even work because they don’t have any chances to get a job. Therefore, people can’t judge whether women could be good managers or not depending on this assumption. Secondly, it will give an example of women who are able to open their own businesses by themselves would be shown with a case of successful businesswoman named Martha. The final parts of essay will introduce concluding ideas about different perspectives on job criterion depending on characteristics between the genders. Until middle of the18th century, before the start of industrial revolution, most of the occupations were relative to agriculture, livestock and fishing-related industries. (Lambert, 2013). Therefore, those types of jobs required relatively strong physical abilities than sophistications so it could be assumed as unsuitable for women but attractive for men. For that reason, most of men tended to be breadwinners who earned money for their living, and naturally women did housework and took care of their babies at home. Thus, most of establishments and rulers were men, and they ignored women’s abilities since people have regarded women, as they were not able to work like men in workplaces. Hence, it was more and more difficult to earn money for women by themselves, and if women involve in working places, their working efficiency cannot be equal to or better than the men’s, so they have paid lower wages than men’s have. Eventually, doing housework gradually became ste reotyped to women. This meant that men moved away from chores related with house. For those reasons, there were almost never women managers in the world. Understandably, it was impossible to make a judgment that which gender possesses better management skills. However, as time passes, the types of jobs get extremely varied from physical production and supply focused works to social and ethical concerned works. This

Mitigation Strategies and Solutions Essay Example | Topics and Well Written Essays - 1750 words

Mitigation Strategies and Solutions - Essay Example Kemp (2004) estimates that the earth’s surface temperature have increased by 0.3Â °c-0.6Â °c since 1900. The years 1995-2006 ranked amongst eleven of the twelve warmest years on record since climatic records began in 1850. The IPCC also estimates that by 2020, the earth’s temperatures will have risen by a further 0.2Â °c. Natural Causes/Contributions of Global Warming Earth’s Orbital Variation The Milankovitch Theory of climate change predicts that the Earth’s orbit around the sun is not a perfect circle but an ellipse, which makes the earth closer to the sun at certain periods. This currently occurs in January, making northern hemisphere winters slightly milder than previous winters. With greater eccentricity the length of the Earth’s seasons varies, which can lead to the build up of ice sheets when there are cooler summers. Sun Spot Activity The sun is now believed to be its most active for 300 years (Kemp, 2004). In the past 120 years, 0.5Â ° c rise in global temperatures occurred before 1940, which is earlier than the biggest rise in greenhouse gas (GHG) emissions released by humans. Further evidence comes from tree ring data in which 17 out of 19 of the warmest spells in the past 10,000 years coincided with peaks in solar activity (Goudie, 2000). Ocean Circulation Changes The Earth’s oceans cover around 70% of the Earth’s surface and absorb twice the amount of sun’s radiation as the atmosphere of the land surface (Jackson and Jackson, 1996). With their huge heat capacity, and means to move vast quantities of heat across the planet, they have a major effect on the earth’s temperatures, e.g. during an El Nino cycle, the west coast of South America experiences higher temperatures with greater rainfall due to the transportation of warm waters from the South Pacific replacing the usual up-welling of nutrient rich cooler waters (Thomas and Goudie, 2000). The North Atlantic Jet and Gulf Stream also has a major affect on the earth’s surface temperatures in North Europe, which transports warm heat from the Caribbean up to high latitudinal regions making temperatures artificially high for their latitudinal position. Human Causes/Contributions of Global Warming Burning of Fossil Fuels The burning of fossil fuels such as coal, oil and gas releases anthropogenic emissions of GHG’s, such as carbon dioxide, methane, nitrous oxide and halocarbons. These gases absorb some of the infrared radiation emitted by the Earth which would otherwise escape back into space. This creates the enhanced greenhouse effect, in which increased CO? levels (280ppm from pre industrial levels to 379pmm by 2005) have warmed global temperatures by around 0.5Â °c over the past century (IPCC, 2007) Deforestation The world’s forests have decreased by around 38% over the past century (Jackson and Jackson, 1996). This has led to increased levels of CO? in the earth’s atmosphere because there are not enough trees to absorb the additional carbon rates caused by increased human activity. Increased agriculture and livestock such as cows release significant amounts of methane, which contribute towards global warming. Levels of methane have doubled since pre-industrial times to 1.765 ppmv (Kemp, 2004). CFC’s CFC’s and other halocarbons released from refrigerators, insulating foams, aerosol spray cans and industrial plants all destroy the stratospheric ozone, and are a significant cause of global warming due to their higher concentration levels of greenhouse gases (Goudie, 2000). Positive and Negative

Critical Thinking - Discussion Question Essay Example | Topics and Well Written Essays - 500 words

Critical Thinking - Discussion Question - Essay Example reative thinking tries to create a list of something or ideas that are new whereas critical thinking tries to make choices by assessing the validity or worth in something. In addition, creative thinking is often carried on by violating accepted rules because it requires inventiveness. This, therefore, implies that, in creative thinking, the mind is at liberty to wander about in search of new, varied, and unique ideas. Critical thinking, on the other hand, is often carried on by applying the accepted principles because it involves making choices. It is a mental activity that is associated with using the mind. Creative thinking is a process that assists in or contributes to fostering creativity. It is associated with tools and techniques such as problem-solving, brainstorming and lateral thinking (Lau, 2013). Conversely critical thinking means using mental processes like categorization, attention, selection, and judgment. For instance, creative thinking has helped team members to come up with an out of the box solution regarding a particular issue, however, a critical thinking has helped an employee relations specialist to conduct workplace investigatio ns on whether to terminate or suspend an employee who is alleged to have engaged in sexual harassment. Therefore, a person who thinks creatively is able to come up with new ideas regarding a particular thing whereas, a person who thinks critically is able to use skepticism as well as doubt usefully in analyzing anything before them thereby making a better and a more informed decision (Lau, 2013).   It is very crucial to develop critical thinking skills because creative thinking has numerous benefits to an individual. First, critical thinking results in a more focused reading. Myself, critical reading has enabled me to look up for the information I need more carefully (Cottrell, 2011). For instance, I was able to select the most economical washing machine in terms of power consumption from a variety of models for my

Consulting in Business Analysis Personal Statement

Consulting in Business Analysis - Personal Statement Example I need to understand how businesses work around the globe and how environmental changes have their ever increasing impact on them. Recent financial turmoil introduced me to concepts like coupling of economies, of which I could only make out that it’s the way performance of one economy is linked with the performance of other economies, and how did this overall series of events in America actually influence job scenario for people working in India or China was beyond my perspective. But that did intrigue me to explore further on how this would have influenced my business and my life, so in future when I will plan for my business I should be able to understand that what all such events would portend for me. But apart from quenching this curiosity, the overarching objective was to set up my own business after 5-6 years of corporate experience within my preferred industry. So the obvious choice where all these issues seemed to converge was an MBA degree from a reputed university bu t as most of such universities look for some experience so job eligibility before MBA became the midterm objective and for that, I would have needed a graduate degree in business management. The foundation course figured as a short run objective for that. If I were to spell out my exact expectations from the course then I must admit that I did not have much idea about it. I knew only one thing that it would act as a bridge to my future studies and as a student, my objective from this course was more or less passing with good grades. But the objective did not remain just what it was before joining the course, as exposure to seminars, book reading, assignments, portfolio all changed my thoughts. My preoccupation with just marks waned and other important aspects of attending the course started surfacing.

Trifles by Susan Glaspell Essay Example for Free

Trifles by Susan Glaspell Essay Trfles’ By Susan Glaspell I believe had several small defining moments leading to the one larger defining moment, which brings together all of them together. The defining moment is the discovery of the dead bird hidden in the pretty red box, this leads back to smaller points such as her sewing and the bird cage. â€Å" Here’s some red. I expect this has got sewing things in it. (Brings out a fancy box.) What a pretty box. Looks like something somebody would give you. Maybe her scissors are in here. (Opens box. Suddenly puts her hand to her nose.) Why—(Mrs. Peters bends nearer, then turns her face away.) There’s something wrapped up in this piece of silk.† â€Å"It’s the bird† † (Glaspell, 2011, p. 144), I believe that the two main characters in this play are Mrs. Hale and Mrs. Peters, the sheriff’s wife. At first is seems they are part of the background story, that they are there but not part of the main action. When the ladies first sit down in the kitchen they are uneasy about being there and how the situation is making them uncomfortable. They feel as if they are judging Mrs. Wright about her house and the way things are. As the ladies discuss her situation they begin to speculate on her guilt. Initially they don’t consider Mrs. Wright as having the personality or ability to commit the crime she has been arrested for. However, as the story continues, signs begin emerging that point to the possibility of her guilt, yet they still are in disbelief. When the author introduces the quilting, it is easy to assume a mental picture of a woman under stress using it to calm her. Once the ladies find the bird cage, at first consideration, as certainly the author intended, is â€Å"what happened to the bird? Did a cat get it? Did it get ill? What could have happened?† Then, given new information about the door to the cage is broken, as if someone yanked it open. It still could have been a cat trying to get at the bird, but then Mrs. Wright didn’t like cats, so that possibility is out. The ladies begin discussing Mr. Wright and how he was a hard man to be around. Here the author begins to give readers more background story of the couple, and plants seeds for reasons to take sides with Mrs. Wright. They describe him as a good man in the way that he didn’t drink and paid his debts but was a hard man to be around, and how she was different before she became Mrs. Wright. Comparing her to a songbird, how she liked to sing and be involved in town things like church, giving her a likeable personality prior to her marriage. As they talk and pass time they are looking for her sewing things to take her so she can pass the time, they discover a pretty red box in with her quilting patches. Thinking it is a box for her scissors, they instead find the dead bird. Not just dead but someone has wrung its neck, a violent end to a tiny life. Mrs. Hale knows that Mrs. Wright was going to bury the bird in the pretty box and begins to think about the bird and how the bird would have kept her company and the beauty of its singing. Their thoughts turn to Mr. Wright and how he would have hated the birds’ singing because he killed Mrs. Wright’s singing. Mrs. Peters recounts a story of when she was a child and had a cat that was killed in front of her and how it could have, would have, hurt the person that killed her cat. At this point both ladies begin to understand a little more of what happened in the house and why. What do they do though, the men are looking for evidence. Mrs. Peters says â€Å"It was an awful thing was done in this house that night, Mrs. Hale. Killing a man while he slept, slipping a rope around his neck that choked the life out of him† (Glaspell, 2011, p. 145), and as she says this Mrs. Hale compares the similarities between the bird and Mr. Wright’s deaths. Mrs. Peters reiterates that they don’t know who killed Mr. Wright. As the women sit and talk they begin to think about what it would have been like for Mrs. Wright to have that little bird to sing to her and then have silence again. Mrs. Peters relates to Mrs. Wright’s situation by sharing her story of having lost a child before, knowing the silence or sadness that comes with a loss like that. Mrs. Hale begins to blame herself for not being a better friend and seeing what was going on, And how she could have been a better neighbor she might have been able to change things. Knowing that they should be blaming themselves for what happened there. Mrs. Peter’s comments on what the men would think if they could hear them getting carried away with a dead canary the way they are and how absurd they must sound. But would they find it as absurd as they think or would it be the evidence they are looking for? As the men come back downstairs Mrs. Hale decides to try and hide the dead bird but it won’t fit in her pocket, at the last second Mrs. Peters puts it in her purse and hides it from the sheriff and attorney that enter the room. With this action, readers are lead to believe that the women have decided that Mrs. Wright in fact did kill her husband while he slept, and that they sympathize with her. Perhaps they haven’t been in the same situation but in a way they empathize with her hopelessness and sadness, and stand unified to protect her. It is interesting that the women find evidence in the case as where the men are looking and can’t seem to come up with anything, to serve as a motive. Another example of how women were perceived in this story is how instead of asking the opinion of the women or if they found anything all they ask is if the women decided if she was going to quilt-it or knot-it. â€Å"Well, ladies, have you decided whether she was going to quilt i t or knot it?† (Glaspell, 2011, p. 144) Reference: Glaspell, S. (2011). Trifles. In D.L. Pike and A.M. Acosta (Eds.) Literature: A world of writing stories, poems, plays, and essays [VitalSource digital version] (pp. 139-145). Boston, MA: Pearson Learning Solutions. Acosta, David L. Pike and Ana (). Literature: A World of Writing Stories, Poems, Plays, and Essays VitalSource eBook for Education Management Corporation [1] (VitalSource Bookshelf), Retrieved from http://digitalbookshelf.southuniversity.edu/books/9780558711825/S1.4/54

Child Labour in the Industrial Revolution | Essay

Child Labour in the Industrial Revolution | Essay Nardinelli (1980; pp.739-55) argues, contrary to popular opinion, that the employment of children in the early Industrial Revolution was not ceased by the Factory Acts of 1833[1] and 1844[2], but rather that the Factory Acts simply speeded up a process that was already underway, in terms of technological changes and increases in family incomes, which meant that child labour was no longer necessary (Nardinelli, 1980; p.739). Using data from school enrolment rates, Nardinelli (1980; p. 751) shows that, following the introduction of the Factory Acts, no difference between school enrolment rates existed between the textile districts and the rest of the country. Nardinelli (1980; p.755) concludes that the textile industry, which used child labour, was only one of the industries that formed the Industrial Revolution, and, indeed, was almost the only industry to use child labour, and that, as such, the issue of child labour and its role in the success of the Industrial Revolution is diminis hed. Verdon (2002; pp.299-323) also discusses child labour, in rural areas, and its relation to women’s employment, family income and the 1834 Poor Law Report. As Verdon (2002; p.299) argues, it is important to take a regional approach to studies of the Industrial Revolution, and its effect on the lives of children throughout the nineteenth century, as child labour levels, family incomes and social class relations varied widely from region to region during the time of the Industrial Revolution. Verdon (2002, p.322) concludes that region, gender and age were all key determinants of labourers’ experience of work in nineteenth century rural areas, with children contributing a substantial proportion of the household income in 1834, across every region. At this time, therefore, rural child labour was an important source of childhood income. How this was affected by the introduction of Factory Acts (which, of course, would not directly have affected rural employment, outside of ur ban factories) is not discussed. Horrell and Humphries (1995; pp. 485-516) look at child labour and the family economy during the Industrial Revolution, using data from household budgets of this period, and found that during the period of early industrialisation, the number of children working and the number of children working in factories increased, and the age at which children started work decreased, due to the fact that older children became economically independent from families at an early age, thus leaving younger siblings to work to increase the household income. Horrell and Humphries (1995; p. 510) conclude that, indeed, during the early Industrial Revolution, little children were exploited, in that there was an â€Å"enormous growth in the employment of children in factories† during this period. Horrell and Humphries (1995; p. 511) show, supplementing the work of Verdon (2002), that there was an â€Å"intensification of child employment in the factory districts† during the early Industrial R evolution and that this was in stark contrast to the under- and unemployment of children in the rural South East during the later Industrial Revolution. In contrast to Nardinelli (1980), Horrell and Humphries (1995; p. 511) conclude that the Factory Acts did have the effect of reducing children’s employment in factories, but that this doesn’t seem to have had any effect on the numbers of children within families who were expected to work, and that â€Å"legislation†¦.may have displaced more girls than boys†, who then, it is hypothesised, moved into domestic service, for example, thus remaining in employment. Horn (1974; pp.779-796) looks at child workers in the pillow lace and straw plait trades in Buckinghamshire and Bedfordshire, stating that the cottage industries in the regions outside of the urban centres of the Industrial Revolution (i.e., the towns across Lancashire) provided employment for many female workers, who, otherwise, would have been employed in domestic service. Thus, again, a regional view of child labour during the Industrial Revolution proves important, as this work of Horn (1974) essentially goes against the conclusions of Horrell and Humphries (1995). Horn (1974; p.795) concludes that cottage industries, such as these two industries, gave much-needed supplement to the household incomes of working-class families in these counties, and that similar cottage industries in other rural areas must have had the same effect too. Horn (1974; p. 795) notes that â€Å"the general education of the children (who worked in the cottage industries) was neglected† and the next section will look in further detail at how the education of children changed during the period of the Industrial Revolution. Johnson (1970; pp.96-119) looks at educational policy and social control in early Victorian England, showing that educating the poor seemed to be one of the strongest of early Victorian obsessions, with concern for education figuring largely, for example, as we have seen, in the Factory Act of 1833, and with private institutions, such as the National Society, launching many educational projects during the period 1838 and 1843 (Johnson; p.97). Johnson (1979; p.119) concludes, essentially, however, that the concern for educating the poor as expressed by early Victorian governments was more about controlling the working class population than it was about providing opportunity for the working classes, although issues surrounding what he terms the ‘educational problem’ of this time were hotly debated[3]. Reay (1991; pp.89-129) looks at the context and meaning of popular literacy in nineteenth century rural England, and shows that functional analyses of literacy tell little about the actual educational state of people living and working during the Industrial Revolution (Reay, 1991; p.128) as recorded declines in illiteracy amongst rural child workers, for example, often reflect the acquisition of a new skill, such as writing, rather than a shift towards full literacy. Analyses of signatures and marks are also not particularly useful, argues Reay (1991; p.129) as these can tell us little about the actual literacy level of the signatory, especially, as he argues, for much of the nineteenth century population, reading equalled literacy, in its correct cultural context, such that â€Å"the ability to sign one’s name is, actually, one of the least interesting aspects of literacy† (Reay; 1991; p.129). Snell (1999; pp.122-168) looks at the role Sunday Schools played in the education of working class child labourers during the Industrial Revolution, and shows that Sunday Schools were widespread around both the urban centres of the Industrial Revolution and across the English regions, and that Sunday Schools, essentially, through a religious educational policy, taught many nineteenth century child labourers the value of education, and also about civic responsibility, although often, as Snell (1999; p. 168) notes, â€Å"clerical control was strict and the syllabus narrow†, such that, much as Johnson (1979) argued, at this time, education for working class child labourers was as much about social control as it was about providing opportunity to this section of the population. Thompson’s (1981) paper looks at the issue of social control in Victorian Britain, arguing that social order in Britain was â€Å"subject to strains imposed by the dual processes of urbanisation and industrialisation† (Thompson, 1981; p.189), arguing that social control led to social transformation in Victorian society, throughout the course of the Industrial Revolution, not through legal systems, police forces and the threat of prisons, but through social control (Thompson, 1981; p.207) exercised from within each social class almost as an internal ‘thermostat’ of order, with social organisms such as community being important in defining, adapting and shaping popular culture (Thompson, 1981; p.208). This social control also included controls over relaxation and pleasure, with football, social clubs and music halls arising as a way in which the working classes could find release from their daily grind (Thompson, 1981; p.208). Conclusion This paper has looked at the issues of child labour, home life (in terms of household incomes and household demographics), and education in nineteenth century Britain, showing that successive changes in legislature provided better working conditions for child labourers during the nineteenth century, and that these changes in legislature meant that children were, at least to some extent, better educated towards the end of the period of the Industrial Revolution than they had been at the beginning of this period of history. This education, which, although, as we have seen, seemed to have been designed with the explicit purpose of exerting social control, did push forward some changes to child labour, in terms of shifting work from full-time to half-time, and, as we have seen, shifting the demographics of work, with younger children entering work in order to provide supplemental household income, as the older children of the household, during this period, had a tendency to become indepe ndent more quickly, leaving the household to enter in to domestic service, for example, which left a hole in the household’s purses, which needed to be filled. Education, during the nineteenth century was formulated through the Education Act of 1870, and was provided both by government institutions, as we have seen, and also private and religious organisations, through the Sunday School network, for example. As suggested, there is, perhaps, no consistent way in which to measure the effect of schooling on the literacy levels at the time, except to say that perhaps more children were able to write. It is clear, from the reviews of the articles presented here, that the working class developed as a clear cultural phenomenon, with social control coming from within this class, as a response to community expectations of behaviour. Thus, in sum, child labour was prevalent throughout the nineteenth century, across Industrial Britain (i.e., both in the urban centres and in rural areas) but this labour was, towards the end of the century, better regulated, in conjunction with increasing educational opportunities and standards, which led to the rise of a clear, self-controlling, working class. Bibliography Gordon Baker, The Romantic and Radical Nature of the 1870 Education Act, History of Education, 30,3 (2001), pp.211-232 Pamela Horn, Child Workers in the pillow lace and straw plait trades of Victorian Buckinghamshire and Bedfordshire, Historical Journal, 17 (1974), pp.779-96 S.Horrell Jane Humphries, The Exploitation of little children: Child Labour and the family economy in the Industrial Revolution Explorations in Economic History, 32 (1995), pp.485-516 Richard Johnson, Education Policy and Social Control in Early Victorian England, Past and Present, 49 (1970), pp.96-119 Clark Nardinelli, Child Labour and the Factory Acts, Journal of Economic History, 40 (1980), PP.739-55 Barry Reary, The Context and Meaning of popular Literacy: Some Evidence from Nineteenth-Century Rural Ireland, Past Present, 131(1991), pp.89-129 K.D.M. Snell, The Sunday-School Movement in England and Wales: Child Labour, Denominational Control and Working-Class Culture, Past Present, 164 (1999), pp.122-16 F.M.L Thompson, Social Control in Victorian Britain, Economic History Review, 34,2 (1981) pp.189-208 Nicola Verdon, The rural labour market in the early nineteenth century: womens and childrens employment,family income, and the 1834 Poor Law Report, Economic History Review, LV,2 (2002),PP.299-323 Footnotes [1] which limited the employment of children to children over nine years of age (see Nardinelli, 1980). [2] which established the half-time system, whereby children worked half-day and went to school half-day (see Nardinelli, 1980) [3] Baker (2001; pp.211-232), for example, takes Johnson’s (1970) work further, and looks in detail at the 1870 Education Act and the consequences of this Act, in terms of what he terms ‘the distribution of life chances’ (Baker; p.211). Memory Consolidation and Reconsolidation: Drug Addiction Memory Consolidation and Reconsolidation: Drug Addiction Memory Consolidation and Reconsolidation: Implications for Drug Addiction Jayan Samarakoon Abstract This paper looks at the current knowledge and debate surrounding memory reconsolidation. After a brief overview of consolidation and reconsolidation including the associated theories of each process the paper delved into the literature surrounding reconsolidation and critically evaluated research articles which either reinforced or shed doubt onto the physiological mechanisms of reconsolidation. The paper then discussed possible applications of this knowledge in the treatment of drug addiction, in particular the efficacy of blocking NDMA receptors to disrupt reconsolidation. Guidelines for future research concerning human trials were outlined. Memory Consolidation and Reconsolidation: Implications for Drug Addiction Memories affect human behaviour (Nader Einarsson, 2010). An understanding of how memories are formed would give insight into the mechanisms that underlie behaviour. This paper will look at the physiological processes that affect memories such as consolidation and reconsolidation in particular the current knowledge and debate surrounding these memory processes. The paper will then delve into how this knowledge could affect psychology, in particular the realm of drug addiction. This will be done by critically evaluating the current literature and outlining areas for future research. Memories are believed to be located in the synapses between neurons of the brain (Nader Einarsson, 2010). New memories change the strength of the synapse which results in an adjustment of the specific memory (Clopath, 2012). Memory is categorised into two forms, short-term and long-term memory. The difference between the two is a process called consolidation which affects information stored in long-term memory via strengthening the neuron pathways affected by the memory called the memory trace (Nader Einarsson, 2010). Consolidation is the process of stabilizing a memory trace after the initial behavioural experience (Dubnau Chiang, 2013). Many different studies have found that several types of interference such as inhibiting protein synthesis, disrupting the function of specific proteins, and brain lesions or trauma can disrupt the process of consolidation (Alberini, 2011). These studies have formed the basis of understanding the different consolidation models. Consolidation consi sts of two distinct processes, synaptic consolidation and system consolidation (Clopath, 2012). Synaptic consolidation involves repeated stimulation of a neuron called long-term potentiation, which results in stable changes at the synapse over time while systems consolidation is a process where memories that are dependant of the hippocampus become independent and move to a separate brain region. Synapses can vary in strength, which is referred to as plasticity (Clopath, 2012). A change in synaptic plasticity can be a short-term change which lasts a few minutes to a long-term change which can last up to a life-time. A long-term change in plasticity is the basic definition of synaptic consolidation. This process allows memory to be consolidation within a single synapse, which cannot be altered by any new memories (Clopath, 2012). Synaptic consolidation usually occurs within the first few minutes to hours after the memory encoding has happened (Dudai, 2004). The physiological conditions that cause synaptic consolidation involve many different processes which result in a physical change of the synapse (Dubnau Chiang, 2013). They include modification and reorganisation of the synapse protein including the membrane receptors. Intracellular signalling proteins such as cAMP and MAPK are recruited to activate cellular remodelling and growth during synaptic consolidation (Dudai, 2004). The standard model of system consolidation posits that memory is dependent on the location of the encoding in the mediotemporal lobe (Dubnau Chiang, 2013). Initial memories are formed in the hippocampus via synaptic consolidation and then over a period of weeks or more the memory trace reorganises so that the retention is maintained by the neocortex and is not dependent on the hippocampus anymore (Dudai, 2004). There are some criticisms with this model of systems consolidation. For starters only declarative memory is processed by the hippocampus and as such this model cannot apply to non-declarative memory. An alternative view is called multiple trace theory. Multiple trace theory proposes that the hippocampus region is always involved in the retention and retrieval of episodic memories and that semantic memory follows the standard model of system consolidation (Dubnau Chiang, 2013). These models of consolidation assume that the process of consolidation occurs just once. This assumption is currently undergoing some criticism and debate on whether it is valid or not. Research has shown that the retrieval of a memory trace can induce a phase where the memory is malleable to change (Tronson Taylor, 2007). One paper proposed that memory was a dynamic process with two different states, an active state where memories both new and reactivated are labile to change and an inactive state where the memories stabilise over time (Nader Einarsson, 2010). Memory reconsolidation is induced by the reactivation of a specific memory (Reichelt Lee, 2013). This reactivation process causes the memory trace to become destabilised into a ‘labile’ state, a state where the memory pathway can be changed. The process to return the destabilised memory into a stable form is called reconsolidation and is dependent on protein synthesis (Reichelt Lee, 2013). Destabilisation occu rs when L-type voltage-gated calcium channels and cannabinoid CB1 receptors are activated, along with synaptic protein degradation in the dorsal hippocampus (Reichelt Lee, 2013). A study examined if it was possible to reactivate a consolidated memory into a labile state and introduce new information (Forcato, Rodrà ­guez, Pedreira, Maldonado, 2010). Participants were asked to learn an association between five cue-syllables and their respective response-syllables. 24 hours later the memory was reactivated and the subjects were given additional information, in this case three extra syllable pairs. The participants were tested on their knowledge the third day. The results showed that the new information was successfully incorporated into the former memory since both sets of syllables were successfully retained in memory when the instruction stated to add the new information to the old memory, unlike the condition where the instruction was omitted. This condition showed evidence that the two sets of information were encoded independently from each other due to interference in retrieval. The study used a verbal reminder (briefly mentioned the previous pairs) to try and trigger reconsolidation. They did not asses if retrieval of the memory actually occurred. One method of bypassing the requirement of assessing if memory retrieval occurred is to design an experiment where the process of memory reconsolidation is interrupted, which should impair memory retrieval at a later date. A study conducted in 2010 successfully demonstrated that if the reactivation of a memory is followed by an emotionally aversive stimulus results in impairment when recalled at a later date (Strange, Kroes, Fan, Dolan, 2010). This study gives evidence that memories can be impaired following their retrieval. Reconsolidation has been found to occur not just in humans but in other animals as well (Robinson Franklin, 2010). A Considerable amount of research exists which indicates that when an animal is reminded of a previously learned experience the memory of that experience undergoes reconsolidation. This is supported by findings which show that treatment with a protein synthesis inhibitor immediately after re-exposing the experience can produce amnesia of the memory itself, due to the fact that recalling a memory triggers reconsolidation which requires the production of new proteins (Cai, Pearce, Chen, Glanzman, 2012). One study looked at how the amnestic drugs propranolol and midazolam would affect reconsolidation in rats (Robinson Franklin, 2010). They did this by exposing the rats to a box which contained both morphine and a saline solution in separate areas. The rats were exposed to this apparatus either four or eight times depending on the experimental condition. Afterwards the ra ts received either no dosage, or an injection of an amnestic drug. The rats were retested two and seven days after the dosage in the four pairings condition and with the eight pairings condition they were tested eight times in 48 hour blocks. The result showed that the amnestic drugs disrupted reconsolidation for weak memories (four pairings condition) and had little effect for strong memories (eight pairings condition). A study conducted by Cammarota, et al. (2009), examined if reconsolidation would occur in an inhibitory avoidance task using rats. The rats were trained in an inhibitory avoidance task and 24 hours later were exposed to the task again. After the exposure the rats were injected with a protein synthesis inhibitor and tested on the avoidance task for the third time. The results revealed that the protein synthesis inhibitor had no effect on memory retention. If reconsolidation had occurred there would have been a change in memory retention. This study used a short time period to measure reconsolidation. In the study conducted by Robinson Franklin (2010), there was evidence that reconsolidation had occurred yet in the study by Cammarota, et al. (2009), there was no evidence of memory reconsolidation occurring. There are two major differences between the two studies which may shed light into the discrepancy regarding the results. The study which showed reconsolidation used many repeated exposures to the memory stimulus and measured the possible effects of reconsolidation over a period of two weeks (Robinson Franklin, 2010), unlike the other study which only had two training sessions (as opposed to four or eight) and tested for any reconsolidation effects within 24 hours of the last training session (Cammarota, Bevilaqua, Medina, Izquierdo, 2009). These findings show evidence that memory reconsolidation may only occur in specific instances, with the two studies giving evidence that training strength and time may be two factors which affect reconsolidation. Research into finding the prerequisites of reconsolidation would be beneficial. One study looked at the limitations or boundaries of memory reconsolidation (Wang, De Oliveira Alvares, Nader, 2009). In the study Wang, et al. (2009) looked at the effects of strong training on fear-associated memory and reconsolidation. The data suggested that when 10 pairings were used instead of one the memory did not undergo reconsolidation until after thirty days have passed. By looking at the molecular mechanisms the researchers found that certain NDMA receptor subunits have to be stimulated in the BLA during reactivation of the memory to begin reconsolidation. They found that strong training could inhibit the activation of the NR2B receptor subunit which resulted in the fear stimulus not triggering reconsolidation. These results suggest that even though reconsolidation exists there are certain prerequisites that have to be met to start the process, such as the strength of the training and the time that has elapsed since encoding. These limitations may be the reason why some studies have not found a reconsolidation effect. These research articles show that reconsolidation is an actual process of memory. Reconsolidation can be the mechanism which enables our memories to be modified or updated since the memory that undergoes the process is activated often in situations which present additional complementary information (Lee, 2009). Since old, well-established memories can undergo reconsolidation there exists the possibility to exploit the destabilisation of the memory and either disrupt or even erase it completely (Milton Everitt, 2010). Therefore reconsolidation could be seen as an adaptive technique which can potentially affect or guide future behaviour. This has many potential applications. Many psychiatric disorders are due to underlying aberrant memories, such as drug addiction (Milton Everitt, 2010). Drug addiction is a chronic and relapsing disorder whereby the main risk of relapse comes from the presentation of environmental cues which have been previously associated with harmful drug use (Font Cunningham, 2012). These cues are memories which can possibly be targeted and changed by memory reconsolidation to influence future behaviour. One study looked at reconsolidation and alcohol dependence in mice (Font Cunningham, 2012). The mice were trained with either a strong or weak conditioning process. The animals were then given an injection of propranolol, a receptor antagonist and tested for memory consolidation a day later. The test found that memory retention was not affected by the antagonist. The study examined the effects of propranolol after the reactivation of the memory therefore the antagonist was introduced after reconsolidation had started. A study that looks at the effects of an antagonist that has been introduced before reconsolidation has started may yield different results. One study looked at drug-associated memories and their relationship with amygdala NMDA receptors (Milton, Lee, Butler, Gardner, Everitt, 2009). They hypothesised that NMDA receptors in particular glutamate receptors within the amygdala are crucial for the consolidation between environmental conditioned stimuli and the effects of addictive drugs, therefore the NMDA receptors must be crucial for the reconsolidation of drug-associated memories (Milton, et al., 2009). The study used a behavioural task that measures the conditioned reinforcing properties of a drug-paired stimulus by first exposing the stimulus, then injecting a NMDA receptor antagonist before a memory reactivation session. They found that the antagonist disrupted drug-associated memory and decreased the conditioned reinforcement effect. This effect lasted four weeks which was the length of the experiment. Although there was a link found when the receptor antagonist was injected before the reactivation session there was n o difference when the drug was introduced after the session which indicates that the receptor may only have a limited role in reconsolidation. These results suggest that controlling the glutamate levels at the NMDA receptor may be useful in preventing relapses although further research has to be done, particularly on the actual effect of NDMA receptors on reconsolidation and the length this effect lasts for. In summary the current knowledge of reconsolidation is quite sufficient to have an impact in psychological applications such as treating drug addiction. Knowledge about the specific physiological mechanisms of reconsolidation from animal studies is a good foundation to advance towards human experiments. Further research into the specific physiological mechanisms which underlie reconsolidation would help create effective treatment plans as would moving from animal studies to human trials. References Alberini, C. M. (2011). The role of reconsolidation and the dynamic process of long-term memory formation and storage. Frontiers in behavioral neuroscience, 5, 12. doi:10.3389/fnbeh.2011.00012 Cai, D., Pearce, K., Chen, S., Glanzman, DavidL. (2012). Reconsolidation of long-term memory in Aplysia. Current Biology, 22(19), 1783-1788. doi:10.1016/j.cub.2012.07.038 Cammarota, M., Bevilaqua, L. R. M., Medina, J. H., Izquierdo, I. (2009). Retrieval does not induce reconsolidation of inhibitory avoidance memory. Learning Memory, 11(5), 572-578. doi:10.1101/lm.76804 Clopath, C. (2012). Synaptic consolidation: an approach to long-term learning. Cognitive Neurodynamics, 6(3), 251-257. doi:10.1007/s11571-011-9177-6 Dubnau, J., Chiang, A.-S. (2013). Systems memory consolidation in Drosophila. Current Opinion in Neurobiology, 23(1), 84-91. doi:10.1016/j.conb.2012.09.006 Dudai, Y. (2004). The neurobiology of consolidations, or, how stable is the engram? Annual Review of Psychology, 55(1), 51-86. doi:10.1146/annurev.psych.55.090902.142050 Font, L., Cunningham, C. L. (2012). Post-retrieval propranolol treatment does not modulate reconsolidation or extinction of ethanol-induced conditioned place preference. Pharmacology, Biochemistry and Behavior, 101(2), 222-230. doi:10.1016/j.pbb.2012.01.009 Forcato, C., Rodrà ­guez, M. L. C., Pedreira, M. E., Maldonado, H. (2010). Reconsolidation in humans opens up declarative memory to the entrance of new information. Neurobiology of Learning and Memory, 93(1), 77-84. doi:10.1016/j.nlm.2009.08.006 Lee, J. L. C. (2009). Reconsolidation: maintaining memory relevance. Trends in Neurosciences, 32(8), 413-420. doi:10.1016/j.tins.2009.05.002 Milton, A. L., Everitt, B. J. (2010). The psychological and neurochemical mechanisms of drug memory reconsolidation: implications for the treatment of addiction. The European journal of neuroscience, 31(12), 2308. doi:10.1111/j.1460-9568.2010.07249.x Milton, A. L., Lee, J. L., Butler, V. J., Gardner, R., Everitt, B. J. (2009). Intra-amygdala and systemic antagonism of NMDA receptors prevents the reconsolidation of drug-associated memory and impairs subsequently both novel and previously acquired drug-seeking behaviors. The Journal of Neuroscience, 28(33), 8230-8237. doi: 10.1523/JNEUROSCI.1723-08.2008 Nader, K., Einarsson, E. Ãâ€". (2010). Memory reconsolidation: an update. Annals of the New York Academy of Sciences, 1191(1), 27-41. doi:10.1111/j.1749-6632.2010.05443.x Reichelt, A. C., Lee, J. L. C. (2013). Memory reconsolidation in aversive and appetitive settings. Frontiers in behavioral neuroscience, 7, 118. doi: 10.3389/fnbeh.2013.00118. Robinson, M. J. F., Franklin, K. B. J. (2010). Reconsolidation of a morphine place preference: Impact of the strength and age of memory on disruption by propranolol and midazolam. Behavioural Brain Research, 213(2), 201-207. doi:10.1016/j.bbr.2010.04.056 Strange, B. A., Kroes, M. C. W., Fan, J. E., Dolan, R. J. (2010). Emotion causes targeted forgetting of established memories. Frontiers in behavioral neuroscience, 4, 175. doi:10.3389/fnbeh.2010.00175 Tronson, N. C., Taylor, J. R. (2007). Molecular mechanisms of memory reconsolidation. Nature Reviews. Neuroscience, 8(4), 262-275. doi:10.1038/nrn2090 Wang, S.-h., De Oliveira Alvares, L., Nader, K. (2009). Cellular and systems mechanisms of memory strength as a constraint on auditory fear reconsolidation. Nature Neuroscience, 12(7), 905-912. doi:10.1038/nn.2350

Effect of Reward Management on Employee Motivation

Effect of Reward Management on Employee Motivation How can Multi National Companies use Reward management to motivate the Employees of Different Countries? : A Case of Marriott Hotels in UK. Abstract Employees are always considered as people who play a vital role in each and every organisation. The relationship between employee and employer changes frequently through out the years. Several concepts of employees are also varying time by time. Now a days employees are having the bargaining power and they are more concerned about their individual needs and well being of their working environment. This dissertation analyses various factors which motivates an employee to work within an organisation. Employee will stay in an organisation only when their expectations are satisfied or otherwise there is a chance for him/her to leave the company. High employee turnover is a big issue in companies today. Organisations will look forward to retain only the potential key employees who will make real difference to their customers and their stake holders. This dissertation proposes a frame work to retain the employees and to reward those employees for their potential by which they are taking the organisation to a different level. This research has been progressed through literature study on employee concepts, Human Resource Management and Reward management of employees. The data from the primary research has been analysed compared and verified with the findings of secondary research and produced recommendations for the effective management of employee in multi national companies. Introduction Reward management is nowadays considered as an important topic in order to achieve the goals of a company. Employees are considered as the main factor which plays an important role in the organisation. The success of each and every organisation is its dedicated employees .Current world is filled with changes and competition. In order to survive in the current situation companies should be having employees who are loyal and expert in their own field. New technologies are developed constantly and the companies are eagerly trying to catch up those talented employees with right expertise in their own areas. Human resources as an important factor should get increased attention in managing business (Lindergen Paulson ,2008)`. Multinational companies are facing increased challenges from all around the world due to globalisation. 1.1 Reward management Reward system usually means the financial reward on organization gives its employees in return for their labour.The term rewards system, not only includes material rewards, but also non-material rewards. The components of a reward system consist of financial rewards (basic and performance pay) and employee benefits, which together comprise total remuneration. They also include non-financial rewards (holiday trips, moving to large office, recognition, promotion, praise, achievement responsibility and personal growth) and in many case a system of performance management. Pay arrangements are central to the cultural initiative as they are the most tangible expression of the working relationship between employer and employee. Many papers examine the role of organizational culture that is, the demand for monitoring compensation. Such investigations conclude that organizational culture places a significant role in determining the level of economic demands. Recent researches on industrial un rest indicate that reward criteria of the organisations both financial and non-financial rewards have tremendous influence upon the employees and employers performance. Reward is a broad construct that can include anything an employee may value and desire that an employer is able or willing to offer in exchange for employee contribution. A conceptual distinction can be made between the three main constituents of rewardtype, system, and criterion. (Henderson 1989, p.2) Chiang, Flora F.T. ; Birtch, Thomas A (2006) An empirical examination of reward preferences within and across national settings. Management International Review Reward type refers to the nature of the reward itself (e.g., financial and non-financial; extrinsic and intrinsic). Financial rewards include direct (e.g., basic salary) and indirect (i.e., benefits and services) as well as incentive (e.g., variable pay) and non-incentive (e.g., fixed pay) categories. Non-financial rewards, on the other hand, do not benefit employees in a monetary sense and consist of both extrinsic and intrinsic rewards. Extrinsic non-financial rewards are tangible rewards attached to the job and are given and controlled by a firm. Examples include employment security, promotion, status, relationships, and work conditions. By contrast, intrinsic rewards accrue from performing the task itself and are self-reinforcing. Job challenge, variety, and sense of achievement are good examples of this category. Reward system represents the method or mechanism (e.g., seniority-based, performance-based) by which organizations determine employee reward outcomes (e.g., pay increases). Systems can be either performance or non-performance oriented. Where performance-oriented reward systems compensate employees based on how well they perform on the job, non-performance systems compensate employees based on a different set of criteria, such as seniority/years of service, and skills/competencies. Reward criterion then, refers to the basis of allocation (i.e., individual or group) used to determine the reward. 1.2 Marriott International Marriott International is a leading, worldwide, hospitality company and has more than 2,300 operating units located in the U.S. and 59 other countries and territories. It employs approximately 154,000 workers. Fortune magazine has recognized Marriott as one of the 100 Best Companies to Work for in America (1997-2001), one of the Top 80 Companies for Minorities (2000), and one of Americas Most Admired Companies overall (2001). In addition, Sales and Marketing Management magazine has named Marriott Sales as one of the top 25 sales forces in the U.S. (1997-2000).(mariott.com 13th jan 09) Marriott is and always has been an equal opportunities employer in all aspects of employment. The company is fully committed to providing a good and harmonious working environment that offers equal treatment and equal opportunities for all its associates, and where every associate is treated with appropriate respect and dignity. It is the companys policy that there should be no unlawful discrimination, harassment or victimisation of any associate, job applicant, customers, providers of service or member of public, whether in connection with recruitment, placement, training, benefits or promotion, either directly or indirectly, on grounds of race, nationality, ethnic origin, gender, marital or family status(Marriott handbook for employees 2009) Marriott is committed to fair treatment of associates and to providing training and advancement opportunities to all. Marriott has an unshakeable conviction that there associates are the most important assets for them. Marriott always look forward to an environment which will always supports associates growth and development. Marriott is a reputation for employing caring, dependable associates who are ethical and trustworthy and is always keen to give a home like atmosphere and friendly workplace relationships. They always try to achieve a performance reward system that recognizes the important contributions of both hourly and management associates. There are two types of associates as explained above. Hourly associates are those employees who are paid on the basis of the hours they worked. In the other hand management associates are those who are paid a fixed salary on the basis of job content assigned to them. Marriott has been selected for the research as they are having employees from all over the world. They employ people not on the basis of ethnicity, caste and religion but on the basis of experience. As they have employees from different parts of the world their needs will be different. They will be looking forward to different types of reward schemes which will suit to their needs and will satisfy them to stay with the organisation. Research has been conducted by taking Marriott as the company because they are facing a high risk of satisfying the needs of employees who are having different tastes regarding rewards which they are looking forward from the organisation. As stated earlier, Marriott has been recognized as one of the 100 companies to work for in America by Fortune magazine. This states that the employees are satisfied to an extent with the rewards which they are allotted by the organisation. As the reward management plays a role in the organisation it will be worth doing a research on the company who cares and gives equal opportunities to each and every employee in the organisation. 1.3 Current postion 1.3.1Current Policy At present Marriott do not have an existing policy for reward system to their employees. However, their ‘unofficial approach can be viewed below. But they are considering reward management on the basis of â€Å"Spirit to serve†. It is based on the service which the associate delivers to the customer to keep the good will of the firm. The manager will nominate the name of the associate to the Human Res department according to their service. Associates name will be displayed in the notice board and sometimes this is valued more than money as an individual and as an employee. 1.3.2 Current Issues a) There is no documentation for reward management policy. b) There are currently no KPIs (key performance indicators) for monitoring and rewarding for employees performance activities. c) Human resource policy document is rarely provided to employees or its not updated. d) Literature tends to be piecemeal Employee guidelines are a separate document to the job without any details on employee recognition/reward. e) Employee recognition is applied inconsistently. f) Difficult to assess the employee performance and its questionable. g) Employee satisfaction stands at very low rate. 1.4 Expected Results Results are expected by looking through the issues regarding the current policies and try to make changes in order to get it done properly to satisfy the employees. Enhancements are required for the policies for the well being of the relationship between the employees and the employer. After this research it should be helpful for the company to implement activities and to sort out the responsibilities to the concerned parties. Reward management should be monitored and evaluated regularly .Employer should go to the next level to satisfy the reward and needs of the employees to get them done with the job allotted. 1.5 Objectives The objective of this research is to recommend improvements to Marriotts Human Resource policy. Ultimately, the policy will aim to: a) Reduce the dissatisfaction of the employees on promotion criterion, on appraisal system and on salary, bonus and other fringe benefits. b) Improve the work performance and productivity c) Reduce the level of occupational stress that arises from feeling of inequality on reward. d) Describe HRM, IHRM and its importance and various HRM strategies and its importance in the current scenario. e) Identify and analyse various factors that drive employees to dissatisfaction f) Analyse various factors that motivates the employees to stay with the organisation. g) Reduce the perception gap on reward management system and develop a culture of high performance. In order to carry out the above objectives it is necessary to analyse:- >What are the human needs? >What are the organisation various approaches towards employee needs and satisfaction 1.6 Scope The project will cover the following a) Review of all associated literature reward management in service and related industries. b) Review of the front-end activities to understand the extent of the employees work related problems and other dissatisfaction if any. c) Review of current HR policy promises and approach to recognising good work of employees d) Establish links with enhanced HR strategy The project applies to All UK domestic and international employees working in Marriott Both emergency and normal working conditions in and out of the working hours. Establish synergies with employee Performance and HR Policy. Out of scope Developing processes or process mapping. Service delivery project to amalgamate employee and their locations / roles (Including transfers). 1.7 Overview This Report analyzed trends of reward management, and its influence in multi national companies in UK. It analyzed various approaches that the industry has taken to reward employees, primarily through literature reviews, and also through the analysis of questionnaire done with the employees from Marriott in UK .This dissertation also produced recommendations for the effective management of reward process for the improved business case. Chapter 1: This is the introductory chapter that explains the Significance of the chosen field, Aims and Objectives, Rationale, The reason for selection of multi national companies especially Marriott , and end with the Overview of the Project Report. Chapter 2: This chapter proceeds with a literature review about various HRM strategies and approaches taken for the reward scheme , and to maintain the needs of the employees in the organisation for the improved product quality and services etc. Chapter 3: This chapter illustrates the characteristics of Marriott, its business nature, global exposure and the various issues that the industry is currently facing in case of reward management Chapter 4: This chapter explains various research methodologies that are used for collecting data and information to carry out various analyses that are required to complete the research and documentation. Chapter 5: This chapter analyses various reasons in order to maintain a good reward management. This is carried out through literature analysis and through data analysis of the Survey conducted on various employees from the Marriott industry in UK. This chapter ends with the findings from the analysis with critical evaluations. Chapter 6: This chapter explains evaluated recommendations for the findings to the reward management of employees, as a management strategy for improving the brand standards. Chapter 7: this chapter gives conclusion about the future development in the industry if the reward management schemes have been allocated properly, which may provide a solution for the future possible issues. Literature Review The basic mantra for the success of any business organization is the appropriate allocation and usage of resources. The most important resources comprise of four Ms man, material, money and machine. The dissertation under consideration deals with the first ‘M that is the manpower or the employees of an organization. They are the backbone as they put every plan into action which is inevitable for the success of a company. So their importance in business cannot be ruled out and they form the backbone of every organization because they determine the success and failure rates. Since the most important set of public for an organization is its workforce which forms the key ingredient of its success, it is a necessary fact that the employees must be kept happy and well bonded. In todays competitive labour market, irrespective of the size of the organization it has become a major concern to attract and retain employees. One of the important reasons underlying the high turnover is low job satisfaction, appreciation and non competitive benefits package. Corporate should keep one point in mind that there is no lack of opportunities for a talented person. So if he/she is not satisfied means they will switch over to some other firm which provides them with more suitable job. So in order to retain the employees and make them happy, there are so many ways like appreciation, recognition, incentives and awards .In addition to that several motivational tools should be implemented from time to time to keep the employees morale high. These promotional items make for a smart tool because they serve as a token of gratitude and also show that you care. It is a great way of thanking the employees for their services .Moreover they are also expecting some sort of recognition from the company and promotional items help to do just that. Making the employees happy as well as a feel that they are cared is very important if the organization wants them to exhibit performance in a desired manner. Promotional items also give a sense of recognition to the employees. Thus it helps in the strong bonding between employees and the employer which ultimately leads to the smooth functioning and a pleasant work environment which is a must for an organization aiming to reach at the top. In the 1920s, the view on a persons role in the industrial working world started to change, the human was beginning to be seen as a subject with potential (Kressler, 2003). As described by Wilson† Technology can be replicated, capital can be acquired, and distribution channels can be created through new alliances, but the actions of people (what they do or fail to do) have become the critical factor in achieving enduring success† (Wilson, 2002, p.15). Todays competitive world demands the firm to invest in people and skills rather than spending huge capital on physical assets, then only they can achieve competitive advantage .Thus its no surprise that a reward strategy can help the organizations to attract and retain the talented ones and to motivate them to led the company to its desired goal . Companies in the service sectors require skilled and committed workforce to exhibit desired performance and also provide good services in a timely manner to their targeted consumers in various countries across the world .Commitment towards job and in return job satisfaction are unavoidable for the successful growth of the companies across the globe. All these facts interested the researcher to select this topic for research to analyze the reasons for the dissatisfaction of job and various factors which helps in motivating the employees of different sectors especially service sector. Kressler, H.W. (2003). Motivate and Reward Performance appraisal and incentive systems for business success. (S. Pearce, Trans). NY: Palgrave Macmillan. (Original work published 1988.) Wilson, T. B. (2002). Innovative Reward Systems for the Changing Workplace (2nd Ed.). Blacklick,OH, USA: McGraw Hill Companies. Retrieved 20071108,from http://site.ebrary.com.bibl.proxy.hj.se/lib/jonhh/Top?layout=documentid=10153055?nosr=1 2.1 Employee An employee can be defined as an individual who was hired by an employer to do a specific job(web.01). He has to do a specific job efficiently within a functional area or department to accomplish the goals of the firm. In most of the organizations a performance development planning process is undergone which will define the specific task of the employee as well as their expected performance. Employees trade their knowledge, skill and experience in exchange for compensation from the firm. If they are not satisfied with the compensation means the propensity to switch the company will be high, this will result in high turnover. So its high time to give importance to the rewards. Employees, considered as human resources of the organization are used for the benefit of the organizations, employees and the society. (Aswathappa, 2008). In order to drive the flow of business in the right direction for better results they have to be valued, respected, encouraged and appreciated .These can be done with the help of rewards. In a good working environment with efficient working methods and equipments employees will exhibit a better work performance and in addition to that natural motivation to do a job for an appropriate reward will surely pave the way for improved productivity and high profitability. For service sector employees are the most important factor, so implementation of new reward strategies and techniques are unavoidable for high quality performance of the employees, also to reduce the high turnover rate. 2.1.1 Impact of Changes on Employees Change is an inevitable part of life especially in the fast changing world. Todays commercial climate is compelling companies to implement changes in order to survive and grow in the global market. Changes always uproot a person and alter his lifestyle. The organizations adopt changes in order to meet the current standards; its employees also have to undergo change and should accept the new circumstances. Due to the technological, social and economic changes employees face a lot of insecurity and its the human nature to resist those changes without knowing about its real benefits. Its the duty of the management to handle this delicate situation in a tactful manner. One of the effective ways is to motivate and encourage the employees to put their best effort under the changing circumstances so that the net result will be high profitability and ultimate success of the business. By creating a good working environment and high morale, employees wont be negatively affected by the new changes. In order to cope up with the commercial changes companies need to be competitive and should attract employees to the job as well as should retain the employees. Employee compensation and benefit packages are the backing up factors for many potential employees who may face discomfort in their work environment due to the social, economical and technical changes without financially jeopardizing the success of the business. Today its a necessary fact that irrespective of the changes which companies are undergoing they should keep their employees motivated by providing them with rewards and recognition. So by communicating the change to the employees, by making them clearly understand about its impact on organization and its benefits, the company can encourage them to do the work in an efficient manner and in exchange employees will get the rewards for their expected performance. 2.1.2 Employee Management Engagement Employee management is the key to effective performance management and employee engagement. Employee engagement is the psychological commitment of employees towards their job. As said by Charles Kettering There is a great difference between knowing and understanding†. It holds true in the case of business and employees. Know your employees and make them understand about the goals to be accomplished. Understanding in business means the proper management of the employees and providing them with what they expect in return for their commitment and efficient work. Compensation can take the form of rewards, recognition, and reasonable benefits package. The first and foremost need for the employee management is the right employee for the right job. The keynote tip which helps to exercise a proper employee management are Structure establishment, which means that there should be a well defined structure for bringing out the desires performance from the employees such as setting of deadlines for a specific task etc. Another one is the value for employees. An organizations greatest asset are its employees so they should be motivated as well as their skills, knowledge and effort should be valued. Company should treat employees with respect by providing a positive work environment to the employees which will definitely boost their performance and to encourage them to meet the goals in an efficient manner. Listen to the employees and appreciate them for the effort they put to meet the goals and provide them ways to improve their potential, thereby creating belief that the company is taking care of them. If the organization wants to capture great heights, all it need is an engaged workforce. It is connected to three forces in an organization attrition, productivity and profitability. In order to reduce the attrition rate organizations should take care of the employees by incrementing their salaries, providing necessary incentives and bonus. Engaged workforce are always aware about the degree of expectation of work by the organization which yields high productivity. Thus they will result in an increase in the profitability of a concern which is the relative measure of success of a business. 2.2 Human Resource Management The overall management process represent five basic functions for the managers to perform: planning, organizing, staffing, leading and controlling. This research focuses on one of those functions the staffing which is the personnel management or human resource management (HRM) function. Human Resource Management is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety, and fairness concerns (Dessler, 2008pg 2). Heathfield, (2008) defined â€Å"Human Resource Management (HRM) as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization†. This can be further explained as â€Å"Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training†(Heathfield, 2008). HRM is vital to the organization. It is the function which focuses its direction towards the management of people working in an organization. Dessler and Chiat (2009) states that, ‘Without HRM, organizations may find themselves in different kinds of unwanted situations, such as hiring the wrong people, getting fined by government ministries for unsafe practices, finding out that people are not giving their best, or even over/under- paying their employees. The most valued asset of an organization is its employees because improved quality and productivity can be achieved through trained, motivated and committed employees. The function of HRM is nothing but to train, motivate and provide the employees with opportunities to be more productive and effective. Since each and every objective of business is achieved through its effective workforce, the needs of the employees should be satisfied. 2.2.1 HRM Models HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model) (Armstrong, 2006). They further explained that there is a human resource cycle, which consists of four generic processes or functions that are performed in all organizations (Armstrong, 2006 pg 10). 1. Selection matching available human resources to jobs. 2. Appraisal performance management 3. Rewards the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance; it must reward short as well as long-term achievements, bearing in mind that ‘business must perform in the present to succeed in the future. 4. Development developing high quality employees. 2.2.2 Nature and Scope The role of HRM has grown broader and more strategic over time. In the earliest firms â€Å"personnel† first took over hiring and firing from the supervisors, ran the payroll department, and administered benefit plans (Dessler, 2008pg 12). As technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in employee selection, training and promotion. Today globalization, technological and nature of work trends mean that human resource managers have taken on several new responsibilities (Dessler, 2008pg 12). Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees-its human resources (Armstrong, 2006). Human Resource Management is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. HRM helps employees to develop their potential fully.HRM try to help employees develop their potential fully and to encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from, for example psychology and economics. The Human Resource Management activities extend from selection to layoff of an employee in an organization. This includes the fixation of remuneration, training, motivation and induction of employees. Thus it helps to develop other industrial relations for employees to acquire more skills and competencies (Aswathappa, 2008).The functional diagram of HRM is given in 2.2 which clearly defines the interrelation between various functions which enable the organization to achieve its objectives by providing guidance and support on all matters relating to its employees. The scope of HRM can be limited to three aspects: 1. Personnel which mainly deals with the selection, recruitment, manpower planning, placement, promotion, training, development, remuneration, incentives, productivity, layoff and retrenchment. (web 02) 2. Welfare which is concerned with working conditions and amenities such as crà ¨ches, canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities. (web 02) 3. Industrial aspect that covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. (web 02) Web 02- http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function 2.2.2 Objectives of HRM The objectives of HRM are to help the organization to reach its goals, to ensure effective utilization and maximum development of human resources, to ensure respect for human being, to identify and satisfy the needs of individual, to ensure reconciliation of individual goals with those of the organization, to achieve and maintain high morale among employees, to provide the organization with well-trained and well-motivated employees, to increase the employees job satisfaction and self-actualization to the fullest, to develop and maintain a quality work life, to be ethically and socially responsive to the needs of society, to develop overall personality of each employee in its multidimensional aspect, to enhance employees capabilities to perform the present job, to equip the employees with precision and clarity in transaction of business and to inculcate the sense of team spirit, team work and inter-team collaboration. The above mentioned aims can be summarized as â€Å"the overall aim of human resource management is to ensure that the organization is able to achieve success through people† (Armstrong, 2006 pg8) 2.2.3 HRM Functions In order to achieve the above objectives, Human Resource Management undertakes some functions; some of them are Human resource or manpower planning, recruitment, selection and placement of personnel, training and development of employees, appraisal of performa Effect of Reward Management on Employee Motivation Effect of Reward Management on Employee Motivation How can Multi National Companies use Reward management to motivate the Employees of Different Countries? : A Case of Marriott Hotels in UK. Abstract Employees are always considered as people who play a vital role in each and every organisation. The relationship between employee and employer changes frequently through out the years. Several concepts of employees are also varying time by time. Now a days employees are having the bargaining power and they are more concerned about their individual needs and well being of their working environment. This dissertation analyses various factors which motivates an employee to work within an organisation. Employee will stay in an organisation only when their expectations are satisfied or otherwise there is a chance for him/her to leave the company. High employee turnover is a big issue in companies today. Organisations will look forward to retain only the potential key employees who will make real difference to their customers and their stake holders. This dissertation proposes a frame work to retain the employees and to reward those employees for their potential by which they are taking the organisation to a different level. This research has been progressed through literature study on employee concepts, Human Resource Management and Reward management of employees. The data from the primary research has been analysed compared and verified with the findings of secondary research and produced recommendations for the effective management of employee in multi national companies. Introduction Reward management is nowadays considered as an important topic in order to achieve the goals of a company. Employees are considered as the main factor which plays an important role in the organisation. The success of each and every organisation is its dedicated employees .Current world is filled with changes and competition. In order to survive in the current situation companies should be having employees who are loyal and expert in their own field. New technologies are developed constantly and the companies are eagerly trying to catch up those talented employees with right expertise in their own areas. Human resources as an important factor should get increased attention in managing business (Lindergen Paulson ,2008)`. Multinational companies are facing increased challenges from all around the world due to globalisation. 1.1 Reward management Reward system usually means the financial reward on organization gives its employees in return for their labour.The term rewards system, not only includes material rewards, but also non-material rewards. The components of a reward system consist of financial rewards (basic and performance pay) and employee benefits, which together comprise total remuneration. They also include non-financial rewards (holiday trips, moving to large office, recognition, promotion, praise, achievement responsibility and personal growth) and in many case a system of performance management. Pay arrangements are central to the cultural initiative as they are the most tangible expression of the working relationship between employer and employee. Many papers examine the role of organizational culture that is, the demand for monitoring compensation. Such investigations conclude that organizational culture places a significant role in determining the level of economic demands. Recent researches on industrial un rest indicate that reward criteria of the organisations both financial and non-financial rewards have tremendous influence upon the employees and employers performance. Reward is a broad construct that can include anything an employee may value and desire that an employer is able or willing to offer in exchange for employee contribution. A conceptual distinction can be made between the three main constituents of rewardtype, system, and criterion. (Henderson 1989, p.2) Chiang, Flora F.T. ; Birtch, Thomas A (2006) An empirical examination of reward preferences within and across national settings. Management International Review Reward type refers to the nature of the reward itself (e.g., financial and non-financial; extrinsic and intrinsic). Financial rewards include direct (e.g., basic salary) and indirect (i.e., benefits and services) as well as incentive (e.g., variable pay) and non-incentive (e.g., fixed pay) categories. Non-financial rewards, on the other hand, do not benefit employees in a monetary sense and consist of both extrinsic and intrinsic rewards. Extrinsic non-financial rewards are tangible rewards attached to the job and are given and controlled by a firm. Examples include employment security, promotion, status, relationships, and work conditions. By contrast, intrinsic rewards accrue from performing the task itself and are self-reinforcing. Job challenge, variety, and sense of achievement are good examples of this category. Reward system represents the method or mechanism (e.g., seniority-based, performance-based) by which organizations determine employee reward outcomes (e.g., pay increases). Systems can be either performance or non-performance oriented. Where performance-oriented reward systems compensate employees based on how well they perform on the job, non-performance systems compensate employees based on a different set of criteria, such as seniority/years of service, and skills/competencies. Reward criterion then, refers to the basis of allocation (i.e., individual or group) used to determine the reward. 1.2 Marriott International Marriott International is a leading, worldwide, hospitality company and has more than 2,300 operating units located in the U.S. and 59 other countries and territories. It employs approximately 154,000 workers. Fortune magazine has recognized Marriott as one of the 100 Best Companies to Work for in America (1997-2001), one of the Top 80 Companies for Minorities (2000), and one of Americas Most Admired Companies overall (2001). In addition, Sales and Marketing Management magazine has named Marriott Sales as one of the top 25 sales forces in the U.S. (1997-2000).(mariott.com 13th jan 09) Marriott is and always has been an equal opportunities employer in all aspects of employment. The company is fully committed to providing a good and harmonious working environment that offers equal treatment and equal opportunities for all its associates, and where every associate is treated with appropriate respect and dignity. It is the companys policy that there should be no unlawful discrimination, harassment or victimisation of any associate, job applicant, customers, providers of service or member of public, whether in connection with recruitment, placement, training, benefits or promotion, either directly or indirectly, on grounds of race, nationality, ethnic origin, gender, marital or family status(Marriott handbook for employees 2009) Marriott is committed to fair treatment of associates and to providing training and advancement opportunities to all. Marriott has an unshakeable conviction that there associates are the most important assets for them. Marriott always look forward to an environment which will always supports associates growth and development. Marriott is a reputation for employing caring, dependable associates who are ethical and trustworthy and is always keen to give a home like atmosphere and friendly workplace relationships. They always try to achieve a performance reward system that recognizes the important contributions of both hourly and management associates. There are two types of associates as explained above. Hourly associates are those employees who are paid on the basis of the hours they worked. In the other hand management associates are those who are paid a fixed salary on the basis of job content assigned to them. Marriott has been selected for the research as they are having employees from all over the world. They employ people not on the basis of ethnicity, caste and religion but on the basis of experience. As they have employees from different parts of the world their needs will be different. They will be looking forward to different types of reward schemes which will suit to their needs and will satisfy them to stay with the organisation. Research has been conducted by taking Marriott as the company because they are facing a high risk of satisfying the needs of employees who are having different tastes regarding rewards which they are looking forward from the organisation. As stated earlier, Marriott has been recognized as one of the 100 companies to work for in America by Fortune magazine. This states that the employees are satisfied to an extent with the rewards which they are allotted by the organisation. As the reward management plays a role in the organisation it will be worth doing a research on the company who cares and gives equal opportunities to each and every employee in the organisation. 1.3 Current postion 1.3.1Current Policy At present Marriott do not have an existing policy for reward system to their employees. However, their ‘unofficial approach can be viewed below. But they are considering reward management on the basis of â€Å"Spirit to serve†. It is based on the service which the associate delivers to the customer to keep the good will of the firm. The manager will nominate the name of the associate to the Human Res department according to their service. Associates name will be displayed in the notice board and sometimes this is valued more than money as an individual and as an employee. 1.3.2 Current Issues a) There is no documentation for reward management policy. b) There are currently no KPIs (key performance indicators) for monitoring and rewarding for employees performance activities. c) Human resource policy document is rarely provided to employees or its not updated. d) Literature tends to be piecemeal Employee guidelines are a separate document to the job without any details on employee recognition/reward. e) Employee recognition is applied inconsistently. f) Difficult to assess the employee performance and its questionable. g) Employee satisfaction stands at very low rate. 1.4 Expected Results Results are expected by looking through the issues regarding the current policies and try to make changes in order to get it done properly to satisfy the employees. Enhancements are required for the policies for the well being of the relationship between the employees and the employer. After this research it should be helpful for the company to implement activities and to sort out the responsibilities to the concerned parties. Reward management should be monitored and evaluated regularly .Employer should go to the next level to satisfy the reward and needs of the employees to get them done with the job allotted. 1.5 Objectives The objective of this research is to recommend improvements to Marriotts Human Resource policy. Ultimately, the policy will aim to: a) Reduce the dissatisfaction of the employees on promotion criterion, on appraisal system and on salary, bonus and other fringe benefits. b) Improve the work performance and productivity c) Reduce the level of occupational stress that arises from feeling of inequality on reward. d) Describe HRM, IHRM and its importance and various HRM strategies and its importance in the current scenario. e) Identify and analyse various factors that drive employees to dissatisfaction f) Analyse various factors that motivates the employees to stay with the organisation. g) Reduce the perception gap on reward management system and develop a culture of high performance. In order to carry out the above objectives it is necessary to analyse:- >What are the human needs? >What are the organisation various approaches towards employee needs and satisfaction 1.6 Scope The project will cover the following a) Review of all associated literature reward management in service and related industries. b) Review of the front-end activities to understand the extent of the employees work related problems and other dissatisfaction if any. c) Review of current HR policy promises and approach to recognising good work of employees d) Establish links with enhanced HR strategy The project applies to All UK domestic and international employees working in Marriott Both emergency and normal working conditions in and out of the working hours. Establish synergies with employee Performance and HR Policy. Out of scope Developing processes or process mapping. Service delivery project to amalgamate employee and their locations / roles (Including transfers). 1.7 Overview This Report analyzed trends of reward management, and its influence in multi national companies in UK. It analyzed various approaches that the industry has taken to reward employees, primarily through literature reviews, and also through the analysis of questionnaire done with the employees from Marriott in UK .This dissertation also produced recommendations for the effective management of reward process for the improved business case. Chapter 1: This is the introductory chapter that explains the Significance of the chosen field, Aims and Objectives, Rationale, The reason for selection of multi national companies especially Marriott , and end with the Overview of the Project Report. Chapter 2: This chapter proceeds with a literature review about various HRM strategies and approaches taken for the reward scheme , and to maintain the needs of the employees in the organisation for the improved product quality and services etc. Chapter 3: This chapter illustrates the characteristics of Marriott, its business nature, global exposure and the various issues that the industry is currently facing in case of reward management Chapter 4: This chapter explains various research methodologies that are used for collecting data and information to carry out various analyses that are required to complete the research and documentation. Chapter 5: This chapter analyses various reasons in order to maintain a good reward management. This is carried out through literature analysis and through data analysis of the Survey conducted on various employees from the Marriott industry in UK. This chapter ends with the findings from the analysis with critical evaluations. Chapter 6: This chapter explains evaluated recommendations for the findings to the reward management of employees, as a management strategy for improving the brand standards. Chapter 7: this chapter gives conclusion about the future development in the industry if the reward management schemes have been allocated properly, which may provide a solution for the future possible issues. Literature Review The basic mantra for the success of any business organization is the appropriate allocation and usage of resources. The most important resources comprise of four Ms man, material, money and machine. The dissertation under consideration deals with the first ‘M that is the manpower or the employees of an organization. They are the backbone as they put every plan into action which is inevitable for the success of a company. So their importance in business cannot be ruled out and they form the backbone of every organization because they determine the success and failure rates. Since the most important set of public for an organization is its workforce which forms the key ingredient of its success, it is a necessary fact that the employees must be kept happy and well bonded. In todays competitive labour market, irrespective of the size of the organization it has become a major concern to attract and retain employees. One of the important reasons underlying the high turnover is low job satisfaction, appreciation and non competitive benefits package. Corporate should keep one point in mind that there is no lack of opportunities for a talented person. So if he/she is not satisfied means they will switch over to some other firm which provides them with more suitable job. So in order to retain the employees and make them happy, there are so many ways like appreciation, recognition, incentives and awards .In addition to that several motivational tools should be implemented from time to time to keep the employees morale high. These promotional items make for a smart tool because they serve as a token of gratitude and also show that you care. It is a great way of thanking the employees for their services .Moreover they are also expecting some sort of recognition from the company and promotional items help to do just that. Making the employees happy as well as a feel that they are cared is very important if the organization wants them to exhibit performance in a desired manner. Promotional items also give a sense of recognition to the employees. Thus it helps in the strong bonding between employees and the employer which ultimately leads to the smooth functioning and a pleasant work environment which is a must for an organization aiming to reach at the top. In the 1920s, the view on a persons role in the industrial working world started to change, the human was beginning to be seen as a subject with potential (Kressler, 2003). As described by Wilson† Technology can be replicated, capital can be acquired, and distribution channels can be created through new alliances, but the actions of people (what they do or fail to do) have become the critical factor in achieving enduring success† (Wilson, 2002, p.15). Todays competitive world demands the firm to invest in people and skills rather than spending huge capital on physical assets, then only they can achieve competitive advantage .Thus its no surprise that a reward strategy can help the organizations to attract and retain the talented ones and to motivate them to led the company to its desired goal . Companies in the service sectors require skilled and committed workforce to exhibit desired performance and also provide good services in a timely manner to their targeted consumers in various countries across the world .Commitment towards job and in return job satisfaction are unavoidable for the successful growth of the companies across the globe. All these facts interested the researcher to select this topic for research to analyze the reasons for the dissatisfaction of job and various factors which helps in motivating the employees of different sectors especially service sector. Kressler, H.W. (2003). Motivate and Reward Performance appraisal and incentive systems for business success. (S. Pearce, Trans). NY: Palgrave Macmillan. (Original work published 1988.) Wilson, T. B. (2002). Innovative Reward Systems for the Changing Workplace (2nd Ed.). Blacklick,OH, USA: McGraw Hill Companies. Retrieved 20071108,from http://site.ebrary.com.bibl.proxy.hj.se/lib/jonhh/Top?layout=documentid=10153055?nosr=1 2.1 Employee An employee can be defined as an individual who was hired by an employer to do a specific job(web.01). He has to do a specific job efficiently within a functional area or department to accomplish the goals of the firm. In most of the organizations a performance development planning process is undergone which will define the specific task of the employee as well as their expected performance. Employees trade their knowledge, skill and experience in exchange for compensation from the firm. If they are not satisfied with the compensation means the propensity to switch the company will be high, this will result in high turnover. So its high time to give importance to the rewards. Employees, considered as human resources of the organization are used for the benefit of the organizations, employees and the society. (Aswathappa, 2008). In order to drive the flow of business in the right direction for better results they have to be valued, respected, encouraged and appreciated .These can be done with the help of rewards. In a good working environment with efficient working methods and equipments employees will exhibit a better work performance and in addition to that natural motivation to do a job for an appropriate reward will surely pave the way for improved productivity and high profitability. For service sector employees are the most important factor, so implementation of new reward strategies and techniques are unavoidable for high quality performance of the employees, also to reduce the high turnover rate. 2.1.1 Impact of Changes on Employees Change is an inevitable part of life especially in the fast changing world. Todays commercial climate is compelling companies to implement changes in order to survive and grow in the global market. Changes always uproot a person and alter his lifestyle. The organizations adopt changes in order to meet the current standards; its employees also have to undergo change and should accept the new circumstances. Due to the technological, social and economic changes employees face a lot of insecurity and its the human nature to resist those changes without knowing about its real benefits. Its the duty of the management to handle this delicate situation in a tactful manner. One of the effective ways is to motivate and encourage the employees to put their best effort under the changing circumstances so that the net result will be high profitability and ultimate success of the business. By creating a good working environment and high morale, employees wont be negatively affected by the new changes. In order to cope up with the commercial changes companies need to be competitive and should attract employees to the job as well as should retain the employees. Employee compensation and benefit packages are the backing up factors for many potential employees who may face discomfort in their work environment due to the social, economical and technical changes without financially jeopardizing the success of the business. Today its a necessary fact that irrespective of the changes which companies are undergoing they should keep their employees motivated by providing them with rewards and recognition. So by communicating the change to the employees, by making them clearly understand about its impact on organization and its benefits, the company can encourage them to do the work in an efficient manner and in exchange employees will get the rewards for their expected performance. 2.1.2 Employee Management Engagement Employee management is the key to effective performance management and employee engagement. Employee engagement is the psychological commitment of employees towards their job. As said by Charles Kettering There is a great difference between knowing and understanding†. It holds true in the case of business and employees. Know your employees and make them understand about the goals to be accomplished. Understanding in business means the proper management of the employees and providing them with what they expect in return for their commitment and efficient work. Compensation can take the form of rewards, recognition, and reasonable benefits package. The first and foremost need for the employee management is the right employee for the right job. The keynote tip which helps to exercise a proper employee management are Structure establishment, which means that there should be a well defined structure for bringing out the desires performance from the employees such as setting of deadlines for a specific task etc. Another one is the value for employees. An organizations greatest asset are its employees so they should be motivated as well as their skills, knowledge and effort should be valued. Company should treat employees with respect by providing a positive work environment to the employees which will definitely boost their performance and to encourage them to meet the goals in an efficient manner. Listen to the employees and appreciate them for the effort they put to meet the goals and provide them ways to improve their potential, thereby creating belief that the company is taking care of them. If the organization wants to capture great heights, all it need is an engaged workforce. It is connected to three forces in an organization attrition, productivity and profitability. In order to reduce the attrition rate organizations should take care of the employees by incrementing their salaries, providing necessary incentives and bonus. Engaged workforce are always aware about the degree of expectation of work by the organization which yields high productivity. Thus they will result in an increase in the profitability of a concern which is the relative measure of success of a business. 2.2 Human Resource Management The overall management process represent five basic functions for the managers to perform: planning, organizing, staffing, leading and controlling. This research focuses on one of those functions the staffing which is the personnel management or human resource management (HRM) function. Human Resource Management is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety, and fairness concerns (Dessler, 2008pg 2). Heathfield, (2008) defined â€Å"Human Resource Management (HRM) as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization†. This can be further explained as â€Å"Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training†(Heathfield, 2008). HRM is vital to the organization. It is the function which focuses its direction towards the management of people working in an organization. Dessler and Chiat (2009) states that, ‘Without HRM, organizations may find themselves in different kinds of unwanted situations, such as hiring the wrong people, getting fined by government ministries for unsafe practices, finding out that people are not giving their best, or even over/under- paying their employees. The most valued asset of an organization is its employees because improved quality and productivity can be achieved through trained, motivated and committed employees. The function of HRM is nothing but to train, motivate and provide the employees with opportunities to be more productive and effective. Since each and every objective of business is achieved through its effective workforce, the needs of the employees should be satisfied. 2.2.1 HRM Models HR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name ‘matching model) (Armstrong, 2006). They further explained that there is a human resource cycle, which consists of four generic processes or functions that are performed in all organizations (Armstrong, 2006 pg 10). 1. Selection matching available human resources to jobs. 2. Appraisal performance management 3. Rewards the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance; it must reward short as well as long-term achievements, bearing in mind that ‘business must perform in the present to succeed in the future. 4. Development developing high quality employees. 2.2.2 Nature and Scope The role of HRM has grown broader and more strategic over time. In the earliest firms â€Å"personnel† first took over hiring and firing from the supervisors, ran the payroll department, and administered benefit plans (Dessler, 2008pg 12). As technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in employee selection, training and promotion. Today globalization, technological and nature of work trends mean that human resource managers have taken on several new responsibilities (Dessler, 2008pg 12). Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees-its human resources (Armstrong, 2006). Human Resource Management is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. HRM helps employees to develop their potential fully.HRM try to help employees develop their potential fully and to encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from, for example psychology and economics. The Human Resource Management activities extend from selection to layoff of an employee in an organization. This includes the fixation of remuneration, training, motivation and induction of employees. Thus it helps to develop other industrial relations for employees to acquire more skills and competencies (Aswathappa, 2008).The functional diagram of HRM is given in 2.2 which clearly defines the interrelation between various functions which enable the organization to achieve its objectives by providing guidance and support on all matters relating to its employees. The scope of HRM can be limited to three aspects: 1. Personnel which mainly deals with the selection, recruitment, manpower planning, placement, promotion, training, development, remuneration, incentives, productivity, layoff and retrenchment. (web 02) 2. Welfare which is concerned with working conditions and amenities such as crà ¨ches, canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities. (web 02) 3. Industrial aspect that covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. (web 02) Web 02- http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function 2.2.2 Objectives of HRM The objectives of HRM are to help the organization to reach its goals, to ensure effective utilization and maximum development of human resources, to ensure respect for human being, to identify and satisfy the needs of individual, to ensure reconciliation of individual goals with those of the organization, to achieve and maintain high morale among employees, to provide the organization with well-trained and well-motivated employees, to increase the employees job satisfaction and self-actualization to the fullest, to develop and maintain a quality work life, to be ethically and socially responsive to the needs of society, to develop overall personality of each employee in its multidimensional aspect, to enhance employees capabilities to perform the present job, to equip the employees with precision and clarity in transaction of business and to inculcate the sense of team spirit, team work and inter-team collaboration. The above mentioned aims can be summarized as â€Å"the overall aim of human resource management is to ensure that the organization is able to achieve success through people† (Armstrong, 2006 pg8) 2.2.3 HRM Functions In order to achieve the above objectives, Human Resource Management undertakes some functions; some of them are Human resource or manpower planning, recruitment, selection and placement of personnel, training and development of employees, appraisal of performa