Essay on Persepolis Captivity V. Freedom - 1793 Words

A Contained Country Searching for Freedom â€Å"It was too late. Too many of those who had at least tolerated the Shahs rule had been lost. Demonstrations continued.† (â€Å"The Pahlavi Monarchy Falls† 2) In Persepolis by Marjane Satrapi, the country of Iran undergoes a series of governmental changes which restricted the citizens. Ironically, when the Shah’s regime fell, the citizens believed they would gain a limitless freedom with no boundaries; however, the citizens were experiencing an unhappy life full of fear and misery. Happiness is tied to the freedoms in doing whatever you want, the citizens of Iran never fully obtained freedom or happiness because of the strict clothing, call of actions, and material goods. In the opening scene†¦show more content†¦THE SCARF OR A BEATING!† (Satrapi 76) but did that stop the army or any opposition? No. Citizens were stabbed, beaten, thrown into jail, and/ or killed. When someone went against the norm and fought for freedom, their actions were considered heroic. The government, however did not recognize any heroic action during the Shahâ⠂¬â„¢s regime, Islamic Revolution, or during the the Iraq-Iran War, they simply used the citizens as objects and as a clearing when it dealt with reforms or any demonstrations. During the war, military leaders recruited young children to be â€Å"soldiers† and the Fig. 5 (p. 101) leaders would then hypnotize them into thinking what they are doing is commendable and promised them a better life using them as a â€Å"human wave†. (Fig. 5) When in reality, the children who were â€Å"promised a better life, exploded on the mineï ¬ elds† never having the chance to obtain actual freedom or happiness. (Satrapi 102) (Fig. 6) Once again, the government molded and manipulated the children to follow their rules and regulations simply for their own purpose. Not only did the the government have a huge impact on the citizens’ lives physically, they also challenged the citizens’ knowledge of freedom during drastic situations. In order for the citizens Fig. 6 (p. 102) to avoid being thrown into jail or tortured, they had to follow and obey the

Dispute Resolution A Conflict Diagnosis Approach

Dispute Resolutions Many people go to litigation for resolving disputes without knowing the alternatives that may possibly be more beneficial to them. The textbook, â€Å"Alternative Dispute Resolution: A Conflict Diagnosis Approach† is a great book that defines and explains the different types of dispute resolutions that can be used to settle a conflict. Some of the dispute resolutions discussed in the book are suitable for specific disputes. And the different type of dispute resolutions has different advantages and disadvantages for disputants. It is important to understand the different types of dispute resolutions, and their processes for resolving conflict in order to select the best dispute resolution to resolving conflicts now and in the future. From the book, I will discuss what I learned from five chapters and explain how the materials will help me in the future. I will be discussing Chapter 1: Defining terms, Chapter 2: Understanding the Foundations of ADR, Chapter 3: Mediation: An Intr oduction, Chapter 4: The Law and Ethics of Mediation and Chapter 5: Arbitration (Coltri, 2009). The Importance to Know and Define Terms Chapter 1 focuses on definitions of three topics. The first topic focuses on interpersonal conflicts. It defined terms that focus on interpersonal conflict. According to Stella Ting-Toomey, she defines interpersonal conflict as â€Å"the perceived and/or actual incompatibilities of needs, interests, and /or goals between two [or more] interdependent parties†Show MoreRelatedEssay on Conflict Diagnosis1102 Words   |  5 PagesConflict Diagnosis Conflict can be found every day in the news. Whether it be in a newspaper, on the Internet, or on the television there is evidence of conflicts over the media. The resolutions are not always clear and it depends on whether a formal form of mediation is used as to whether or not the public will hear of the resolution that came to pass from the conflict. This paper will take a look at one story found on the internet recently that talks about a conflict and how its resolutionRead MoreDispute System Design2695 Words   |  11 PagesDispute Systems Design Ury, Brett, and Goldberg pioneered Dispute Systems Design (DSD) in the 1980s, as a method for resolving intractable or frequent conflicts in troubled organizations, businesses, or entire industries. Their pioneering work was done at the Caney Creek Coal Mine, a mine that had been plagued by strikes in the 1970s.[4] At the center of their method were three heuristics for analyzing conflicts and designing new systems, which could deal with these conflicts quickly and efficientlyRead MoreEssay on Getting to Yes by Roger Fisher1123 Words   |  5 Pagesto Yes by Roger Fisher Whether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking one’s boss for a raise, we’ve all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principledRead MoreGetting to Yes Analysis Essay1118 Words   |  5 PagesWhether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking ones boss for a raise, weve all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principled negotiation are stressed;Read MoreEffects of Conflict3418 Words   |  14 PagesEffects of Conflict on Employee and Organizational Performance By MeLissa Wilson Organizational Behavior, Instructor Sherri Petro Effects of Conflict on Employee and Organizational Performance Outline 1.1 Introduction 1.2 Causes of conflict 1. Personality clashes 2. Lack of leadership 3. Work environment factors 1.3 Types of conflict 1. Interpersonal Conflict 2. Task conflict 3. Procedure Conflict a. Vertical Conflict 1.4 Reason of Conflict 1. InterpersonalRead MoreMeeting of the Minds at a Higher Gear: Evolution through Resolution 1894 Words   |  8 Pagesof the Minds at a Higher Gear: Evolution through Resolution Conflict resolution is a challenging task. Typically for the participating parties it is an experience beyond the physical world; it is about an emotional state. Emotions run high and the facilitator’s role takes on different forms as the process moves forward towards the finish line. Good skills are only as effective if the yield an acceptable, and preferably an amicable, resolution. The key is to ensure that these skills are alwaysRead MoreIndividual Assignment Ben Waters : Question Questions2277 Words   |  10 Pagesdoctor works to bring a person back to health, so too a mediator works to bring a deadlocked negotiation back to a situation where the parties can reach agreement†. This essay discusses this statement with reference to contemporary research on dispute resolution. In order to comprehend how this is achieved, we must consider the DNA helix, the types of mediation, the mediation process and mediation tactics. Negotiation and mediation are processes used to resolve opposing preferences between parties.Read MoreIndividual Assignment Ben Waters : Question Questions2214 Words   |  9 Pagesdoctor works to bring a person back to health, so too a mediator works to bring a deadlocked negotiation back to a situation where the parties can reach agree ment†. This essay discusses this statement with reference to contemporary research on dispute resolution. In order to comprehend how this is achieved, we must consider the essence of mediation, the different types of mediation and what mediators do. Negotiation and mediation are process used to resolve opposing preferences between parties. NegotiationRead MoreOverview of the Management of Workplace Conflict Essay3081 Words   |  13 PagesIntroduction In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channelRead MoreMajor Negotiation Ideas For A Middle Ground Compromise2287 Words   |  10 Pagesprincipled negotiation can be used effectively on almost any type of dispute. The four principles are 1) separate the people from the problem; 2) focus on interests rather than positions; 3) generate a variety of options before settling on an agreement; and 4) insist that the agreement be based on objective criteria. Separating People and Issues Fisher and Ury suggest that every person involved in negotiation or dispute resolution has two separate kinds of interests: the substantive and the interpersonal

The Israeli-Palestinian Conflict free essay sample

A discussion on the Israeli-Palestinian Conflict, from a Palestinian perspective, focusing on a string of historical events leading up to the current political situation. The following paper examines several issues in the Israeli-Palestinian conflict, such as the Suez Canal crises, the Balfour Declaration, the Yom Kippur War and the Six Day War. The writer discusses the events that lead to the major unresolved issues that remain today in Israel, namely the status of Jerusalem; the future of Israeli settlements; and the rights of Palestine refugees. This paper is written by a pro-Palestinian supporter. In 1994, Israel withdrew from the Gaza Strip and Jericho, ending 27 years of occupation. A Palestinian police force replaced them. In 1995, then a Jewish extremist assassinated Israeli Prime Minister, Yitzhak Rabin, who had been involved in the latest peace processes. In April 1996, Israeli forces bombed Lebanon for 17 days, with Hezbollah retaliating by firing upon populated areas of Northern Israel. We will write a custom essay sample on The Israeli-Palestinian Conflict or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Israel also bombed a UN shelter, killing about 100 out of 800 civilians sheltering there. The UN claimed it was intentional. In 1998, the Wye River Memorandum planned Israeli withdrawal from the West Bank but Israel suspended it in 1999 due to internal disagreements on its implementation.

Song Analysis Research Paper Example

Song Analysis Paper Creative artist’s basic objective in writing a musical piece is to express and communicate as well as convey certain thoughts, emotions, and states of being to his listeners. These thoughts, feelings, and emotions are results of the composer’s personal views about the world he lives in.   He expresses these feelings and emotions through the musical language that he knows with directness and powerful communicative ability no other art expression can ever give meaning to. The song â€Å"I Don’t Want To Be† by Gavin DeGraw is a song about a person who is unhappy and who desperately seeks attention, identity, as well as love and care from parents and friends. He is a person who’s tired of his life, a person who’s long been wanting peace of mind because all through out his life, he’s been searching and looking for the meaning of his existence. The person reflected in the song is a person who is suffering from despair, anxiety, sadness, emptiness, and anger. A person who lost self-worth, identity and meaning in life. A person who is struggling to live due to confusion and distrust in the world that he lives in, one who lost his worth after so much struggles and bad experiences. We will write a custom essay sample on Song Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Song Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Song Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer These emotions are reflected in the following lyrics: I don’t have to be anyone other than the birth of two souls in one part of where I’m going, is knowing where I’m coming from; All I have to do is think of me and have peace of mind; I’m tired of looking round rooms’ wondering what I’ve got to do and who I’m supposed to be; I’m surrounded by liars, impostors, and identity crisis; Can I have everyone’s attention please? There are reasons behind a person’s unhappiness and discontentment in life. It might be that he is not satisfied with â€Å"what he is†, â€Å"where he is†, and â€Å"what has†. He may not be living according to his moral standards, expectations and his knowledge of what is just and right. He might not be the person he wishes to become thus, he is unhappy, displaced, feel neglected and in great pain. Life is a process of self-validation, of life-long learning, of trying to overcome life’s trials and struggles. Each of us possesses capacities, potentials, and capabilities that help us combat our fears and problems. God gave us wisdom to be able to distinguish or determine the right from wrong. All of us experience tough moments and situations in our lives that sometimes, we think and feel, we are alone and no one cares for us. It is at this point when our basis of self-worth and identity is shaken and the meaning of our personal existence diminishes. Being criticized and ignored is one of the most self-invalidating experiences because our life revolves around social relationships and self-concept. It hurts our feelings and egos when people treated  Ã‚   us someone inferior or unworthy of their attention and respect. Losing someone dear to us can also create extreme pain and loneliness as well as loss of primary support system. When we are surrounded by people who do not believe in us, we feel unappreciated and invalidated. As we go through personal developmental changes in life, our intimacy need is also changed- from a need for protection and approval to the need of being fully understood, accepted, and connected emotionally and spiritually. When these needs are not met, we experience turmoil and lack of self-validation. We fail to value our self-worth and competence. We lose our confidence and self-respect and we become unhappy, hopeless, and directionless. Generally, it is the role of parents to provide us solid psychological, emotional, and spiritual foundation. When they fail to provide us these healthy experiences, we become inferior and not confident with our selves. Skills, self-concept, self-confidence, self-esteem, as well as interpersonal skills should be honed or cultivated at the early age of an individual. When these are needs are met, certainly the individual becomes mature, confident, happier, positive and appreciative of his self and of his life. Because it is only when a person loves himself that he can love others, when he accepts himself that he accept others, and only when his needs are met can he meet the needs of others. Foremost, it is only when a person forgives himself that he can forgive others. Almost everyone encounters or experiences a time when life is shattered by a crisis event. Very few realizes that an upsetting experience can actually have a positive outcome, that which leads to an increased personal maturity. When these experiences are dealt with appropriately, we certainly will become the person that we hope to be. And we will be happier, contented, productive, and most of all, appreciative about ourselves, the people around us, and our life. As created by God, we are architects and engineers of our own lives as we design our future ourselves. It is actually us who choose our destinies and our fates.

Usage Mistakes #1

Usage Mistakes #1 Usage Mistakes #1 Usage Mistakes #1 By Mark Nichol The sentences below illustrate various types of mistakes in wording born from (not â€Å"borne out of†) ignorance or carelessness. 1. All the progress we have made to educate people about the hazards of smoking may be for not. The writer, perhaps unfamiliar with the term naught, assumed that the last word of the sentence is intended to denote negation rather than futility: â€Å"All the progress we have made to educate people about the hazards of smoking may be for naught.† 2. President Obama traveled to Cuba for a historical visit. A historical visit is one that occurs in history, though one should not refer to a visit this way; historical is superfluous. The writer meant to state that the visit is historic; that word means â€Å"of significance to history† (though it sometimes refers simply to something established or existing from the past): â€Å"President Obama traveled to Cuba for a historic visit.† (But shouldn’t it be â€Å"an historic visit†? No, because the correct pronunciation of historic is to sound the h, though many people, including me, believe it is easier to use an and treat the first letter of the following word as silent.) 3. His speech was a load of dribble. Some people seem to think that references such as the one here are to someone’s writing or utterance being worth no more than drool, but the correct word for foolish or silly talk (which can refer to slavering but is etymologically unrelated) is drivel: â€Å"His speech was a load of drivel.† 4. The list is virtually a whose-who of prominent community members. The pronoun whose has no place in this sentence. The phrase â€Å"who’s who† (the contraction is of â€Å"who is†) refers to a roster of notable people or things or summaries about them, or to such a group collectively: â€Å"The list is virtually a who’s who of prominent community members.† This usage- without a connecting hyphen- stems from publications with titles modeled on the phrase, such as Who’s Who in American Art. 5. Where does the US Jewish population predominately live? Predominate is a verb; the correct adjectival and adverbial forms are predominant and predominantly: â€Å"Where does the US Jewish population predominantly live?† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Common Mistakes category, check our popular posts, or choose a related post below:Yours faithfully or Yours sincerely?When to Form a Plural with an Apostrophe40 Idioms with First

Avro Lancaster Bomber in World War II

Avro Lancaster Bomber in World War II The Avro Lancaster was a heavy bomber flown by the Royal Air Force during World War II. An evolution of the earlier and smaller Avro Manchester, the Lancaster became one of the backbones the RAFs nighttime bombing offensive against Germany. Possessing a large bomb bay, the aircraft proved capable of carrying a variety of exceptionally heavy weapons including Grand Slam and Tallboy bombs. The Lancaster was also adapted for special missions such as the Dambuster Raid (Operation Chastise) in 1943. During the course of the war, over 7,000 Lancaster were built with approximately 44%lost to enemy action. Design and Development The Lancaster originated with the design of the earlier Avro Manchester. Responding to Air Ministry Specification P.13/36 which called for a medium bomber capable of being used in all environments, Avro created the twin-engine Manchester in the late 1930s. Similar in appearance to its later cousin, the Manchester utilized the new Roll-Royce Vulture engine. First flying in July 1939, the type showed promise, but the Vulture engines proved highly unreliable. As a result only 200 Manchesters were built and these were withdrawn from service by 1942. As the Manchester program was struggling, Avros chief designer, Roy Chadwick, began work on an improved, four-engine version of the aircraft. Dubbed the Avro Type 683 Manchester III, Chadwicks new design utilized the more reliable Rolls-Royce Merlin engine and a larger wing. Renamed Lancaster, development progressed quickly as the Royal Air Force was engaged in World War II. The Lancaster was similar to its predecessor in that it was a mid-wing cantilever monoplane, featured a greenhouse-style canopy, turret nose, and a twin tail configuration. Built of all-metal construction, the Lancaster required a crew of seven: pilot, flight engineer, bombardier, radio operator, navigator, and two gunners. For protection, the Lancaster carried eight.30 cal. machine guns mounted in three turrets (nose, dorsal, and tail). Early models also featured a ventral turret but these were removed as they were difficult to site. Featuring a massive 33 ft.-long bomb bay, the Lancaster was capable carrying a load of up to 14,000 lbs. As work progressed, the prototype was assembled at Manchesters Ringway Airport. Production On January 9, 1941, it first took to the air with test pilot H.A. Bill Thorn at the controls. From the start it proved to be a well-designed aircraft and few changes were needed before moving into production. Accepted by the RAF, remaining Manchester orders were switched to the new Lancaster. A total of 7,377 Lancasters of all types were built during its production run. While the majority was built at Avros Chadderton plant, Lancasters were also built under contract by Metropolitan-Vickers, Armstrong-Whitworth, Austin Motor Company, and Vickers-Armstrong. The type was also built in Canada by Victory Aircraft. Avro Lancaster GeneralLength: 69 ft. 5 in. Wingspan: 102 ft. Height: 19 ft. 7 in. Wing Area: 1,300 sq. ft. Empty Weight: 36,828 lbs. Loaded Weight: 63,000 lbs. Crew: 7PerformanceEngines: 4 Ãâ€" Rolls-Royce Merlin XX V12 engines, 1,280 hp each Range: 3,000 miles Max Speed: 280 mph Ceiling: 23,500 ft. ArmamentGuns: 8 Ãâ€" .30 in (7.7 mm) machine guns Bombs: 14,000 lbs. depending on range, 1 x 22,000-lb. Grand Slam bomb Operational History First seeing service with No. 44 Squadron RAF in early 1942, the Lancaster quickly became one of Bomber Commands principal heavy bombers. Along with the Handley Page Halifax, the Lancaster carried the load of the British nighttime bomber offensive against Germany. Through the course of the war, Lancasters flew 156,000 sorties and dropped 681,638 tons of bombs. These missions were a hazardous duty and 3,249 Lancasters were lost in action (44% of all built). As the conflict progressed, the Lancaster was modified several times to accommodate new types of bombs. Avro Lancaster B.Is of 44 Squadron. Public Domain Initially capable of carrying 4,000-lb. blockbuster or cookie bombs, the addition of bulged doors to the bomb bay allowed the Lancaster to drop 8,000- and later 12,000-lb. blockbusters. Additional modifications to the aircraft allowed them to carry the 12,000-lb. Tallboy and 22,000-lb. Grand Slam earthquake bombs which were used against hardened targets. Directed by Air Chief Marshal Sir Arthur Bomber Harris, Lancasters played a key role in Operation Gomorrah which destroyed large parts of Hamburg in 1943. The aircraft was also widely used in Harris area bombing campaign which flattened many German cities. Special Missions During the course of its career, the Lancaster also achieved fame for conducting special, daring missions over hostile territory. One such mission, Operation Chastise a.k.a. the Dambuster Raids, saw specially modified Lancasters use Barnes Wallis bouncing Upkeep bombs to destroy key dams in the Ruhr Valley. Flown in May 1943, the mission was a success and provided a boost to British morale. In the fall of 1944, Lancasters conducted multiple strikes against the German battleship Tirpitz, first damaging and then sinking it. The destruction of the ship removed a key threat to Allied shipping. Upkeep bomb mounted on a Avro Lancaster. Public Domain Later Service In the final days of the war, the Lancaster conducted humanitarian missions over the Netherlands as part of Operation Manna. These flights saw the aircraft drop food and supplies to that nations starving population. With the end of the war in Europe in May 1945, many Lancasters were slated for transfer to the Pacific for operations against Japan. Intended to operate from bases in Okinawa, the Lancasters proved unnecessary following Japans surrender in September. Retained by the RAF after the war, Lancasters were also transferred to France and Argentina. Other Lancasters were converted into civilian aircraft. Lancasters remained in use by the French, largely in maritime search/rescue roles, until the mid-1960s. The Lancaster also spawned several derivatives including the Avro Lincoln. An enlarged Lancaster, the Lincoln arrived too late to see service during World War II. Other types to come from the Lancaster included the Avro York transport and the Avro Shackleton maritime patrol/airborne early warning aircraft.

Literature Response Essay Example | Topics and Well Written Essays - 750 words

Literature Response - Essay Example The author introduces numerous characters in a strategic plot thereby developing a series of events and occurrences through the clever plot. Additionally, the author understands the essence of conflicts in sustaining stories. She introduces an antagonist and protagonist in the short story thus developing a story that provides a reflection of my life and the relationship between the members of my family among many other families in the society (Toth 33). Mrs. Louise Mallard, the key character in the short story who is also the protagonist in the story has a heart disease. This compels his family to care for her appropriately in order to cushion from any shocking news that would possibly kill her. The traits of the character coupled with her terminal illness are a resemblance to my mother’s situation. My mother suffers from high blood pressure, a condition the requires a dedicated care and effective handling in order to curb the occurrences of any undesirable uncertainties (Xudi ng 121). The author of the short story introduces and discusses numerous topical issues in the form of themes. Among the themes in the short story are family conflicts and death. Death is a natural phenomenon that refers to the end of human life. The occurrence of death causes pain to people who suffer from the loss of a beloved one. The reaction of people to the death of a beloved one depends on the nature of the relationship that existed between them. Death is a fundamental social occurrence in every society. The theme of death is evident in the society and in millions of families globally. I remember the death of grandmother, a woman that adored and raised me. The feeling was traumatic and I took several months to recover from her death.  

Object Oriented Programming is the main drain in project development Essay

Object Oriented Programming is the main drain in project development time due to its complexity - Essay Example Abstraction is simply defined as disregarding the extraneous functions, properties, or features and emphasizing the ones that are significant to the related program. Abstraction refers to taking the essential parts of the program and incorporating them into the program while putting away the parts of the program that may not be essential in the process of program development. Encapsulation in simple terms is summing up or rather putting together. Encapsulation is the way of assembling into a single object the data and the operations that affect the program’s data. Inheritance refers to the process of developing new and unique classes from the ones that have been existence. Inheritance also makes the new classes to acquire the attributes and behaviour of the previous classes. (Svenk 2003, p232.) The new attributes and behaviour of the former classes are incorporated into the new classes so as to suit their requirements. Inheritance may be either single or partial. Polymorphism is the capability of the program developed to perform similar operations on different types of objects. Each operation is implemented in a way that is apt to the objects that are in use in the program. Object oriented programming bundles procedures and data structures so that an object which is an illustration of class is able to operate on its own data structure. Polymorphism degree that is allowed varies and is of three major flavours referred to as parametric polymorphism, function overloading and sub-typing polymorphism. Parametric polymorphism allows the description of a class or function to be conceptual with respect to some set of types and is predominantly essential when describing abstract data type objects such as lists, arrays, queues, stacks, hash maps trees, graphs, and sets. Data stored in all these abstract data types is stored in a neutral way and is specified parametrically thus allowing the re-usability of the data. Parametric polymorphism allows a single function definition to be used with arguments of varying types. Parametric polymorphism is particularly useful in structural modelling due to the substantial number of parametric polymorphic modules. Function overloading allows the program to modify a function computation based on the types of its arguments as well as allowing a single function to be defined with many signatures. Function overloading helps improve the re-usability by increasing the applicability of the components involved thereof. It helps improve the applicability of the program in different fields since it can be applied in various modules seeing that the components are re-usable. The natural extension of functional overloading is to allow a component to identify various type signatures for its ports in the structural domain. Sub-typing is in such a manner that it allows a value of one type to be used in a place where a value of another type is a requirement so long as the first type is a subtype of the latter. This means that in function call, it is possible for data whose types are subtypes of the function types to be

Hirschi Social Control Theory Essay Example for Free

Hirschi Social Control Theory Essay I agree with Hirchi’s Theory to a certain extent only. This is because I believe it is not applicable to all people and to all situations. Yes, it may be true that when a person, as early as his childhood, conforms to fit into groups and find his place, he will probably be a person who is responsible and law-abiding. While we still have our own self-interests and individuality, we all want to feel we belong and mould our beliefs and involvements to form attachments. Also, as stated by Hirchi’s Theory, conformity is formed by four variables which we develop through our interactions with family and school, the four being: attachment, commitment, involvement and belief. For me, attachment and conformity to different social groups in the society does not guarantee a person for him to be less ready in committing a crime. Yes, a human being’s personality is partly formed by the environment where he is in—may be the attachment and conformity with his environment helps in molding a righteous and morally-upright personality. But in humanism, a human being has the absolute control to his life. He has free will and it is up to him how he will react to the stimuli created by his environment. In addition, psychologically, the formation of personality is still debatable whether it is nature or nurture. Nature says that a human being’s personality is genetic and on the other hand, nurture says that personality is molded by his environment. I think that some criminals can still be counseled psychologically targeting areas where in he has not yet matured and where he is still fixated—some of these may be the lack of attachment to social groups.

The World According To Garp Movie Report Essay -- essays research pape

It is very common to see a movie that has arisen from a famous novel, but there are some major differences seen when the transition from paper to screen takes place. The director of a movie has to try and fit a complete novel into an hour an a half to three our movie. Sometimes this adaptation works very well and the same points can be found if you read the book or watch the movie, but sometimes it does not work and some very major points and circumstances can be lost. In the World According to Garp the director George Roy Hill did a good job in fitting the major parts of the novel into the big screen adaptation. The movie, although a flop in the box office, received great reviews. One reviewer remarks, "The film bombed at the box office but remains an absorbing, if uneven work filled with intriguing--and eccentric--characters." (Jean Oppenheimer). The easiest thing to do when looking at the novel in comparison to the film is to look at what was left out. In Garp there were some instances that were changed for time sake, but nothing major was forgotten. The biggest change that I noticed when watching the movie is that they leave out all of the novels Garp writes. In the book we get to read passages from all of his books, but in the movie the only thing we know is that he is a writer and we never find out what he writes about. One of the major characters that was changed for the movie was a girl named Ellen James. Ellen James ...

Internal and External Constraints Facing Venetian Ices Ltd Essay

Constraints are laws, which the company must abide by. There are two different types of constraints; these are internal and external constraints. Internal constraints are those that the company controls their selves such as: * Availability of finance * Existing company policy * Peoples behaviour External constraints are decisions that are made outside the company’s control such as: * Government and EC legislation * Competitors behaviour * Lack of technology * The economic environment The internal constraints facing Venetian ices include: 1.Equipment Venetian Ices need equipment in order to produce their goods and also keep the ice cream frozen. So obviously they will need equipment such as freezers (to store the ice cream), new ice cream making machines in order to produce the ice cream for the customers. They will also need a mobile van, so that customers could get ice cream in different areas. Another equipment that Venetian Ices could have is packaging, this will be for customers who would want to buy a whole tub of ice cream from them. There are some problems, which may occur when replacement or extra equipment is needed. Venetian ices could in fact find themselves in a position where they are unable to afford the equipment that they would want available to them. In the case of additional equipment there may not be enough room on the sight of enough employees to operate all the machinery. 2. Financing the development of a Franchisee operation Venetian Ices must provide finance to their franchisees in order to get them started and set up in the business world. Venetian Ices can get their finance from a number of places and ways. The first is retained profit, but that can possible prove difficult for them, as small companies such as themselves only tend to make a small profit. They can also get their finance from selling as much ice cream as they possibly can. Venetian ices would have to buy all the equipment and premised that they would require when they are setting up a business up and also paying all of the workers in their franchisee. This means that when a new franchisee joins at first Venetian Ices have to spend a lot of capital and get little back in return. 3. Staffing for Increased Production Output By increasing the number of staff it would increase the output of the company, but this will mean having to pay out more money in order to pay their new employees. Also they may have a problem with the size of the premises. There could be a problem with the amount of people allowed to work in the building, if there isn’t enough room for everyone they would have to employ less people then they would like. Some External constraints that may affect Venetian Ices include: 1.Raising finance How much finance Venetian Ices can raise depends a lot on the public who purchase ice cream from them and also investors who decide to invest money in the company. This could cause a problem though because in winter ice cream is less popular and a whole lot less people would come and purchase ice cream during the cold period. This could therefore mean investors will not want to invest in an ice cream company, which for part of the reason will not raise much finance. 2. Planning Permission If Venetian Ices decided they wanted to expand their premises or decide to build new premises for their company, they would require planning permission from the local council or the government. If Venetian Ices did decide to go ahead with an extension or the building of a new building without a contract from the authorities then they could be taken to court and forced to abandon work on their new premises completely. 3. Franchising Venetian Ices do not have complete control over its franchisees, as the franchiser does not always check them on. This can mean that franchisees may run the business against the company policy and use different and methods. For example if the franchisee trains the staff in how to recruit then the staff must do exactly as they are told to, if they recruit people in a different way or people who Venetian Ices don’t want. This could lead to the company having a bad reputation. 4. Law Venetian Ices must follow and work by all the laws. There has being laws set about methods of employment, training, European regulations and also food which would defiantly apply to Venetian Ices. These laws can be checked often by government inspectors. 5. Tourism Tourism is a big market for Venetian Ices as they make up a large percentage of customers in some areas where there are mobile and ice cream parlours. Tourist also often purchases goods on impulse. However, Venetian Ices cannot insure that the number of tourists in a certain area will remain the same all the time. 6. Foot and Mouth Disease Another outbreak of foot and mouth can cause serious problems for Venetian Ices. Foot and Mouth affect cows, which Venetian ices, depends on for its main ingredient, which is milk. Another foot and mouth epidemic breaking out would make it hard obtaining the milk and also getting it transported as certain areas of the countryside would be shut off, therefore making transportation hard. Foot and mouth can also cause tourism to drop in certain areas and possibly even close. This would lead Venetian Ices in an awful position in them areas affected by foot and mouth. There could possibly be people who would want to stay away from the ice cream due to foot and mouth.

Advantages and Disadvantages of Internet †Essay Essay

INTRODUCTION Internet has become the most ever powerful tool for man throughout the world. The internet is a collection of various services and resources. Although, many people still think e-mail and World Wide Web as the principle constituents of internet, there is lot more in store than e-mail, chat rooms, celebrity web sites and search engines. It also became the best business tool of modern scenario. Today internet has brought a globe in a single room. Right from news across the corner of the world, wealth of knowledge to shopping, purchasing the tickets of your favorite movie-everything is at your finger tips. Internet has great potential and lot to offer†¦ however, like every single innovation in science and technology, internet has its own advantages and disadvantages. ADVANTAGES 1) COMMUNICATION: You can communicate with other through Internet around the world. You can talk by watching to one another; just you are talking with your friends in your drawing room. For this purpose, different services are provided on the Internet such as; * Chatting * Video conferencing * E-mail * Internet telephony etc 2) SHARING INFORMATION: You can share information with other people around the world. The scientist or researchers can interact with each other to share knowledge and to get guidance etc. Sharing information through Internet is very easy, cheap and fast method. 3) COLLECTION OF INFORMATION: A lot of information of different types is stored on the web server on the Internet. It means that billions websites contain different information  in the form of text and pictures. You can easily collect information on every topic of the world. For this purpose, special websites, called search engines are available on the Internet to search information of every topic of the world. The most popular search engines are altavista.com, search.com, yahoo.com, ask.com etc. The scientists, writers, engineers and many other people use these search engines to collect latest information for different purposes. Usually, the information on the Internet is free of cost. The information on the Internet is available 24 hours a day 4) SEARCHING PURPOSE: Students and children are among the top users who surf the Internet for research. Today, it is almost required that students should use the Internet for research for the purpose of gathering resources. Teachers have started giving assignments that require research on the Internet. Almost every coming day, researches on medical issues become much easier to locate. Numerous web sites available on the net are offering loads of information for people to research diseases and talk to doctors online at sites such as, America’s Doctor. During 1998 over 20 million people reported going online to retrieve health information. 5) ENTERTAINMENT: Entertainment is another popular raison d’à ªtre why many people prefer to surf the Internet. In fact, media of internet has become quite successful in trapping multifaceted entertainment factor. Downloading games, visiting chat rooms or just surfing the Web are some of the uses people have discovered. There are numerous games that may be downloaded from the Internet for free. The industry of online gaming has tasted dramatic and phenomenal attention by game lovers. Chat rooms are popular because users can meet new and interesting people. In fact, the Internet has been successfully used by people to find lifelong partners. When people surf the Web, there are numerous things that can be found. Music, hobbies, news and more can be found and shared on the Internet. 6) NEWS: You can get latest news of the world on the Internet. Most of the newspapers of the world are also available on the Internet. They have their websites from where you can get the latest news about the events happening in the world. These websites are periodically updated or they are immediately updated with latest news when any event happens around the world. 7) SERVICES: Many services are now provided on the internet such as online banking, job seeking, purchasing tickets for your favorite movies, guidance services on array of topics engulfing the every aspect of life, and hotel reservations. Often these services are not available off-line and can cost you more. 8) E-COMMERCE: Ecommerce is the concept used for any type of commercial maneuvering, or business deals that involves the transfer of information across the globe via Internet. It has become a phenomenon associated with any kind of shopping, almost anything. You name it and Ecommerce with its giant tentacles engulfing every single product and service will make you available at your door steps. It has got a real amazing and wide range of products from household needs, technology to entertainment. 9) ONLINE EDUCATION: Internet provides the facility to get online education. Many websites of different universities provide lectures and tutorials on different subjects or topics. You can also download these lectures or tutorials into your own computer. You can listen these lectures repeatedly and get a lot of knowledge. It is very cheap and easy way to get education. 10) ONLINE RESULTS: Today, most of the universities and education boards provide results on the Internet. The students can watch their results from any part of country or world. 11) ONLINE AIRLINES AND RAILWAY SCHEDULES: Many Airline companies and Pakistan Railway provide their schedules of flights and trains respectively on the Internet. 12) ONLINE MEDICAL ADVICE: Many websites are also available on the Internet to get information about different diseases. You can consult a panel of online doctors to get advice about any medical problem. In addition, a lot of material is also available on the Internet for research in medical field. DISADVANTAGES 1) THEFT OF PERSONAL INFORMATION: If you use the internet, you may be facing grave danger as your personal information such as name, address, credit card number etc. can be accessed by other culprits to make your problems worse. 2) SPAMMING: Spamming refers to sending unwanted e-mails in bulk, which provide no purpose and needlessly obstruct the entire system. Such illegal activities can be very frustrating for you, and so instead of just ignoring it, you should make an effort to try and stop these activities so that using the internet can become that much safer. 3) VIRUS THREAT: Virus is nothing but a program which disrupts the normal functioning of your computer systems. Computers attached to internet are more prone to virus attacks and they can end up into crashing your whole hard disk, causing you considerable headache. 4) PORNOGRAPHY: This is perhaps the biggest threat related to your children’s healthy mental life. A very serious issue concerning the Internet. There are thousands of pornographic sites on the Internet that can be easily found and can be a detrimental factor to letting children use the Internet. Though, internet can also create havoc, destruction and its misuse can be very fatal, the advantages of it outweigh its disadvantages. 5) INTERNET CAN BY ADDICTIVE: Some people just can’t live without it. They have no real friends and when Internet is down they are getting furious. Internet has some opponents but more and more people treats Internet like telephone, or radio. They use it for fun and work, and I think at present living without internet would be quite difficult. 6) FILTRATION OF INFORMATION: When a keyword is given to a search engine to search information of a specific topic, a large number of related links a displayed. In this case, it becomes difficult to filter out the required information. 7) ACCURACY OF INFORMATION: A lot of information about a particular topic is stored on the websites. Some information may be incorrect or not authentic. So, it becomes difficult to select the correct information. Sometimes you may be confused. 8) WASTAGE OF TIMES: A lot of time is wasted to collect the information on the Internet. Some people waste a lot of time in chatting or to play games. At home and offices, most of the people use Internet without any positive purpose. 9) ENGLISH LANGUAGE PROBLEMS: Most of the information on the Internet is available in English language. So, some people cannot avail the facility of Internet

The Natural Environment in Historical Rural England and Wales

The Natural Environment in Historical Rural England and Wales The historic natural environment has vast worth as an educational resource, both as a learning experience in its own right and as an instrument for other disciplines. Whether at school, in higher education or later in life, the fabric of ancient times represents an immense reservoir of information and learning prospects. This is as true of the oldest archaeological remains as it is of buildings of the last fifty years. They can provide insight into the individuals and the institutions that produced them and occupied them and about the societies they served.From prehistoric monuments to great country houses, from medieval churches to the towns of the Industrial Revolution, England and Wales are rich in historical evidence. The natural environment of rural England and Wales changed drastically over the period in discussion. Though their paths sometimes diverged and the two countries experienced some dissimilar growth and diversification patterns, the inhabitants and migrants of both th ese areas caused many similar changes; both settled into rural agricultural practices, clearing much of the open land and woodland for farming purposes.As well, climate changes oftentimes affected both countries in a similar fashion. From Neolithic times deforestation, extensive farming, grazing, enclosures, the creation of tracks and the coppicing of woodlands have radically transformed the landscape.The Neolithic EraThe Neolithic era is a time period during which people began to settle into small communities, dismissing their pre-existence as nomadic hunter-gatherers and embarking on agriculture and farming as a way of life. Near 4000 BC, the concept and technology of farming along with the first import of livestock crossed the Channel into England1. The progression from a hunter-gatherer existence to one subjugated by farming has in the past been designated the Neolithic Revolution. While there is evidence of swift transformations elsewhere in Europe, in Britain the...

Taiping Rebellion in Qing China

Taiping Rebellion in Qing China The Taiping Rebellion (1851-1864) was a millenarian uprising in southern China that began as a peasant rebellion  and turned into an extremely bloody civil war. It broke out in 1851, a Han Chinese reaction against the Qing Dynasty, which was ethnically Manchu. The rebellion was sparked by a famine in Guangxi Province, and Qing government repression of the resulting peasant protests. A would-be scholar named Hong Xiuquan, from the Hakka minority, had tried for years to pass the exacting imperial civil service examinations  but had failed each time. While suffering from a fever, Hong learned from a vision that he was the younger brother of Jesus Christ  and that he had a mission to rid China of Manchu rule and of Confucian ideas. Hong was influenced by an eccentric Baptist missionary from the United States named Issachar Jacox Roberts. Hong Xiuquans teachings and the famine sparked a January 1851 uprising in Jintian (now called Guiping), which the government quashed. In response, a rebel army of 10,000 men and women marched to Jintian and overran the garrison of Qing troops stationed there; this marks the official start of the Taiping Rebellion. Taiping Heavenly Kingdom To celebrate the victory, Hong Xiuquan announced the formation of the Taiping Heavenly Kingdom, with himself as king. His followers tied red cloths around their heads. The men also grew out their hair, which had been kept in the queue style as per Qing regulations. Growing long hair was a capital offense under Qing law. The Taiping Heavenly Kingdom had other policies that put it at odds with Beijing. It abolished private ownership of property, in an interesting foreshadowing of Maos communist ideology. Also, like the communists, the Taiping Kingdom declared men and women equal  and abolished social classes. However, based on Hongs understanding of Christianity, men and women were kept strictly segregated, and even married couples were prohibited from living together or having sex. This restriction did not apply to Hong himself, of courseas self-proclaimed king, he had a large number of concubines. The Heavenly Kingdom also outlawed foot binding, based its civil service exams on the Bible instead of Confucian texts, used a lunar calendar rather than a solar one, and outlawed vices such as opium, tobacco, alcohol, gambling, and prostitution. The Rebels The Taiping rebels early military success made them quite popular with the peasants of Guangxi, but their efforts to attract support from the middle-class landowners and from Europeans failed. Leadership of the Taiping Heavenly Kingdom began to fracture, as well, and Hong Xiuquan went into seclusion. He issued proclamations, mostly of a religious nature, while the Machiavellian rebel general Yang Xiuqing took over military and political operations for the rebellion. Hong Xiuquans followers rose up against Yang in 1856, killing him, his family, and the rebel soldiers loyal to him. The Taiping Rebellion began to fail in 1861  when the rebels proved unable to take Shanghai. A coalition of Qing troops and Chinese soldiers under European officers defended the city, then set out to crush the rebellion in the southern provinces. After three years of bloody fighting, the Qing government had retaken most of the rebel areas. Hong Xiuquan died of food poisoning in June of 1864, leaving his hapless 15-year-old son on the throne. The Taiping Heavenly Kingdoms capital at Nanjing fell the following month after hard urban fighting, and the Qing troops executed the rebel leaders. At its peak, the Taiping Heavenly Army likely fielded approximately 500,000 soldiers, male and female. It initiated the idea of total war - every citizen living within the boundaries of the Heavenly Kingdom was trained to fight, thus civilians on either side could expect no mercy from the opposing army. Both opponents used scorched earth tactics, as well as mass executions. As a result, the Taiping Rebellion was likely the bloodiest war of the nineteenth century, with an estimated 20 - 30 million casualties, mostly civilians. Around 600 entire cities in Guangxi, Anhui, Nanjing, and Guangdong Provinces were wiped from the map. Despite this horrific outcome, and the founders millennial Christian inspiration, the Taiping Rebellion proved motivational for Mao Zedongs Red Army during the Chinese Civil War the following century. The Jintian Uprising that started it all has a prominent place on the Monument to the Peoples Heroes that stands today in Tiananmen Square, central Beijing.

Faith and Philosophy Essay Example | Topics and Well Written Essays - 2750 words

Faith and Philosophy - Essay Example Likewise with Hegel, the notion of 'death' or 'is not' is always associated with its opposite, namely, 'being' or what is. To maintain that 'god is not' as Nietzsche argues, supposes too that she also is. Where some individuals are willing to risk their lives – to be 'what is not'', they must have faith in the reasonableness of this assumption. This parallel between Kierkegaard and Hegel will be kept in mind in the following analysis. What will be outlined first, is his notion of the truth of subjectivity in Kierkegaard. This is an important consideration for what will follow, given that it is an argument which best describes what existence ‘does not mean’, so to speak. It will be argued that his notion of subjectivity is born out of a sense of alienation from ‘traditional’ Christianity, and from Platonism, and that ‘faith’ itself is coextensive with ‘subjectivity’. Following this analysis of the truth of subjectivity, and wh at he means by subjectivity and the ‘form’ of isolation associated with the ‘knight of faith’. ... subject’, and it constitutes a theory concerning the meaning of existence – that is, what it means to exist, and moreover, it represents the activity of faith itself. In this respect, faith is not so much a concept as it is an activity or form of praxis. It is 'extra' philosophical or beyond philosophy in contrast with faith, as a form of praxis. The nature or essence of existence, is for Kierkegaard, ‘paradoxical’ [Kierkegaard 32]. It is paradoxical, because it can be described in two contradictory modes, namely, the finite and the infinite. And, implied by the notion of the infinite, are a number of similar or identical concepts. For examples, concepts such as the ‘eternal’, or ‘continuity’, ‘identity’ the ‘absolute’, ‘god’, and so forth. This paper will first give an analysis of a fragment in Kierkegaard’s within the context of his work titled Fear and Trembling, a work which recount s the biblical story of Abraham and Isaac taken from the Torah or the Old Testament (Genesis), and in brief, it concerns a father (Abraham) who is called upon by Yahweh or God to make a sacrifice of his only son Isaac, which is in turn, a parable which on the surface, concerns God’s testing Abraham’s convictions, courage, faith, obedience, and sense of obligation toward himself or herself. What transpires in this story, is that God calls upon Abraham to sacrifice his only son, and so he proceeds to carry out the task, only to have God or Jehweh stop him at the last moment and tell him that he has proven his ‘faith’ to him. In turn, God blesses Abraham for his faith. Before remarking on Kierkegaard, a brief remark will be made about the biblical story, and that is that it is quite short, and in the Revised Standard Edition (and not the Hebrew), there

Shall we dance Case Study Example | Topics and Well Written Essays - 500 words

Shall we dance - Case Study Example The ballroom dancing mostly targets the women who have a great interest and money to spend on dancing classes. The two business partners will offer global dance brands in an effort to promote the company Dance space into an excellent company (Griffin 584). The business idea has been implemented, and Tang starts to give the dance lessons and selling the video in various stores across Canada and Britain. The two have targeted about three websites for customers to mingle as well as download the earlier mentioned video with different varieties of dance videos (Griffin 584). However, the only limitation happens to capital since the company requires about 1.4 million dollars. The two have made an impression on Tim Draper who is an investor in various internet programs. The business partners hire a coach in preparation to meet Tim Draper but the coach advice them not to meet Tim since they do not have a well defined sales pitch (Griffin 584). The two had been now concentrated on the investm ents such that they forgot to come up with a solid sales pitch. On the meeting day, they give a performance and then discuss the prospects of the company. The two experts offer their arguments on the business preparation. Robert Herjavec disagrees with Beverly and Tang’s ideas and insists they should also target the young generation as well as the boomers are have no technologically awareness and using the websites cannot work (Griffin 584). Conversely, KO supports the ideas by the two but also insists that Beverly and Tang should revamp their language and that they should form different segments for different age groups (Griffin 584). Being a new company based on the interests of a given demographic group, the company owners need to analyze the external and internal S.W.O.T to come up effectively with a solid sales pitch. The company owners

Marketing Consultancy Assignment Example | Topics and Well Written Essays - 1000 words

Marketing Consultancy - Assignment Example The target audience is the police in the UK and more precisely, the Metropolitan Police department. The DeltaNu Reporter seems not to be a threat to the company and its not affecting the performance of the company. For the products, they pass through five stages in the life cycle of the product along with the test market phase. First the test market is conducted and then it passes through introduction, growth, maturity, and decline and saturation stage (Smallwood, n.d.). Analytik is operating in UK and Ireland and requires following the procedures of the Minister of Defense (MOD) of UK. The political environment is very important as the rules and regulations regarding the trade practice are decided by the political party in power. It may create favourable or unfavourable situations for the business. Looking at the threat levels toward the nation the policy are framed which is in favour of the products of Analytik. The current recession had hit hard globally and UK was also hit by the financial crises. This forced the government to reduce down the cost or expenditure in the public departments. The effects are directly towards the products procurements. But the economy is regaining back to its normal state of affairs and there is a better future prospect of the product to grow in this segment. The UK government is more focused upon the safety and security measures for maintaining peace. The increased risk of terrorism had resulted in security issues. The product of Analytik like ReporteR is in need for such safety measures. It helps the police department in preventing both narcotics and explosives entry to UK. The government as well as the society wants a peaceful social life. Technology is vital for any product development which provides an enhanced quality product to the market. The police departments are using better technology but due to the financial budget constraints, it restricts to acquire more developed equipments. Technological advancement adds

Employee Motivation Levels in Hospitality Industry

Employee Motivation Levels in Hospitality Industry INTRODUCTION The most important intangible product in service industry is the employee itself. Losses caused due to replacing them adds up to the economic s. One of the important tools of employee management ‘Motivation has been missing out of ‘TO DO list from the organisation directors. They seems to believe that since there are less jobs outside available due to recession in todays job market, employee would not leave and we are in favour to keep them. Fewer turnovers experienced from employee side but what about the productivity of employee. Can that be tackled by forcing the employee to do whatever as the contract always says, ‘duties could vary according to business requirements, or disciplinary follow? Organizations become better places to work through improving leadership skills and corporate culture change. Businesses working on a network of hierarchies imagine a business like a triple-decker bus, the directors of the business are on the top deck, the managers are on the middle deck and the employees are on the lower deck. As the bus runs on its normal day to day business, down the normal streets picking up normal day to day people. What is happening is that the bus should be stopping at various bus stops in order to recruit new employees and managers, so that they can come on the bus and of course obviously let the team members off the bus if they decide to leave. The directors would begin to become conscious that the number of employees leaving the bus is increasing and they are not really quite sure why? So they decide what they should do is to commission an employee survey. Now the cost of the employee turnover is obviously something that is an issue or can be an issue for va rious businesses. All organizations heavily invest in the human resource department. The cost of interviewing, hiring, training, developing, maintaining and retaining employees are very high. Therefore, managers at all costs must minimize employees dissatisfaction and take every step possible to reduce it. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover (Kevin, 2004). Therefore, there is need to develop a fuller understanding of the employee turnover, more especially, the sources. What determines employee turnover, affects and strategies that managers can put in place to minimize turnover. During this weakened economic condition and heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the orga nization is essentially intangible and not easily replicated. Therefore, senior managers must recognize that employees are major contributors to the efficient achievement of the organizations success (Abbasi, 2000). Managers should control employee turnover for the benefit of the organizations success. AIM Critically analyse employee motivation level in hospitality industry with a particular focus on operations management. OBJECTIVE 1. To investigate the need of motivation in hospitality industry 2. To examine the damage caused with de-motivation 3. To critically access alternatives in reducing employee turnover 4. To provide strategic evaluation for motivating operations management whilst smooth running of the business RATIONALE Several businesses now days are easily slipping into administration; it is not only several job loses but also a huge loss of efforts made by operating team to bring the business to a certain stage to employ that many employees. Truly speaking, businesses are not built solely to provide jobs and the best comfortable environment for people within the community. They are out there to make money and progress which could be any industry. The purpose of this dissertation is to focus on hospitality industry, where we need to find the root of employee turnover. It is easy for a staff at lower level to move in and out of an organisation in relation to the operating management team. What causes that to happen at first place? Do line managers not see the importance of increasing motivation during difficult times? Are management in need of motivation themselves? Are they much more worried about there own survival? So if the upper management team is satisfied, they would certainly be in a positi on to furnish their head of departments easily. Global economic condition is struggling and has to face continues challenges with competitions growing. It cannot be right for a profit organisation to just vanish with small bumps of recession. Of course, both employee and business are affected with these downfalls. A need has aroused to look into this matter because as its a fact that turnover has always been one of the high business expenses, thus at the time of recession as the economic conditions are not stable, businesses should do something to beat this cost in hand. Motivation is the cure that spurns employees eagerness to work without pressure. To say that nobody can motivate a team employee at work is like saying there are no influential leaders, there are no effective managers, there are no motivational speakers, the psychologists in sports management teams are useless and that motivation is not achievable. Motivation has been used by effective managers to prompt ordinary people to achieve uncommon results in all fields of endeavours. LITERATURE REVIEW Vast amount of literature is available in how to motivate your employee, and it would be applicable in the real world around. Simple definition of Motivation by Lindner, J. R. (1998) can be as â€Å"the inner force that drives individuals to accomplish personal and organizational goals.† Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to the understanding of motivation are Maslows need-hierarchy theory, Herzbergs two- factor theory, Vrooms expectancy theory, Adams equity theory, and Skinners reinforcement theory. According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzbergs work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams theory states that employees strive for equity between themselves and other workers. Equ ity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). Skinners theory simply states those employees behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes. Motivation defined by some of the authors is the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993); and also more. Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment (Abassi et al. 2000). Whereas the term â€Å"turnover† defined by (Price (1977) as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (Woods, 1995). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. â€Å"Unfolding model† of voluntary turnover represents a divergence from traditional thinking (Hom and (Griffeth, 1995) by focusing more on the decisiona l aspect of employee turnover, in other words, showing instances of voluntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making, image theory (Beach, 1990). The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizations after they have analyzed the reasons for quitting. (Beach, 1990) argues that individuals seldom have the cognitive resources to systematically evaluate all incoming information, so individuals instead, simply and quickly compare incoming information to more heuristic type of decision making alternatives or a more rule of thumb type of decision making. Most researchers (Bluedorn, 1982; Kalliath and Beck, 2001; Kramer, 1995; Peters., 1981; Saks, 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employees included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (Stressors), lack of commitment in the organization; and job dissatisfaction results in employees deciding to quit (Firth et al. 2004). This evidently indicates that these are individual decisions that cause employees to quit their jobs. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus o f control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and other powerful people are in control of the events which influence their lives Firth et al. (2004). (Manu (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market conditions improve organizational stability (Schervish, 1983). Large organizations can provide employees with better chances for progression and higher wages and hence ensure loyalty towards the organization (Idson and Feaster 1990). Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we fe el we should do. This uncertainty is usually caused due to inadequate and blurred communication, As a result, it causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different (Kahn et al. Muchinsky, 1990). Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization. If roles of employees are not clearly spelled out by management and supervisors, it would accelerate the degree of employees quitting their jobs due to lack of role clarity. And that is what happens at the lower level of the Bus organisation. Voluntarily vs. involuntary turnover There are some factors that are, in part, beyond the control of management, such as the unforeseen event of death of an employee or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not be seen as involuntary turnover as both government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis (Simon, 2007). Organizational factors Organizational instability is one of the leading factors of a high degree of employee turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). Moreover, In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because stable organizations enable the employees to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. Therefore senior management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases labour turnover (Simon, 2007). All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of economic downturn. Employees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff (Labov, 1997). Employees feel comfortable to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere (Magner, 1996). But in the absence of sharing information, employee empowerment the chances of continuity of employees are minimal. (Costly, 1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factors contribute to high employee turnover in the sense that there is no proper management practices and policies on personnel matter s hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures are in place and thus employees decides to quit. (Griffeth, 2000) noted that pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organizations and these are poor hiring practices, managerial style and lack of recognition, lack of competitive compensation system in the organization (Abassi, 2000). Effects of employee turnover Employee turnover could be very expensive from the organizations point of view, and affects could be more during the hard-hitting period of recession. There are mainly two factors that effect employee turnover. Voluntary quits which represents a mass departure of human capital investment from organizations and the following replacement process entails manifold costs to the organizations (Fair, 1992). The replacement costs would include, search of the external labour market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit (John, 2000). In addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has very significant effects on organiz ations (DeMicco and Giridharan, 1987; Dyke and Strick, 1990; Cantrell and Saranakhsh, 1991; Denvir and Mcmahon, 1992).Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly. Moreover, turnover can play a key role in de-motivating employees, resulting in low productivity, inefficient output and therefore loss. Turnover has many hidden or invisible costs (Philips, 1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover also affects customer service and satisfaction (Kemal, 2002).Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and managements time, estimate the turnover costs of an hourly employee to be US $3,000 to $10,000 each. This clearly demonstrates that turnover affects the profitability of the organization and if its not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the workers annual salary (Johnson, 2000) but the costs do not break off there. Eac h time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets (Meaghan, 2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also and perhaps more significantly in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, and the loss of social capital (Dess, 2001). Cost of turnover One simple method to calculate the turnover rate of any business is to divide the number of employees who have left the organization within a year, by the total number of employees who work for that company in the same year. Lets say there were 100 employees at the beginning of the year, and 100 employees at the end of the year, and at the end of the year, 84 of those employees were the same ones as were there the previous year. You might say that the turnover rate was 16%. = 16% But suppose one of those 16 who left was actually replaced three times. The employee quit in January, the replacement quit in April, and another person was hired who lasted only until November. Then you might want to count every time an employee left the company and another one was hired in this case youd get 18%. Another complication: suppose the work force is 100 at the beginning and 90 at the end of the year. Perhaps 16 people have left, but only 6 have been hired during the year, while 2 more were hired and retired within the same year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the average of 90 and 100. Instead of 95, you might want to do a fancier average, where you actually add up the number of employees on each day of the year, and divide the total by 365. Strategies to minimize employee turnover Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options like changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organizations provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labour turnover, therefore, management are frequently exhorted to identify the reasons why people leave organizations so that appropria te action is taken by the management. Hence, accurate analysis of the cause of turnover is vital to implement the necessary strategy. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business: Employee engagement, the organizations capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organizations. Knowledge accessibility, the extent of the organizations collaboration and its capacity for making knowledge and ideas widely available to employees, would motivate employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture (Meaghan, 2002). Therefore; in formation accessibility would make employees feel that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organizations success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover (Badawy, 1988; Basta and Johnson, 1989; Garden, 1989; Parden, 1981; Sherman, 1986). With increased competitiveness during recession, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to st ay in organizations. Job involvement describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982). Involvement in terms of internalizing values about the goodness or the importance of work motivated employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend to stay with the job. Task characteristics have been found to be potential determinants of turnover among employees (Couger, 1988; Couger and Kawasaki, 1980; Garden, 1989; Goldstein and Rockart, 1984). These include the five core job characteristics identified by (Hackman and Oldham (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of ones performance (Tor, 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (Blau and Boal, 1989; Brooke and Price, 1989; Brooke et al., 1988; Kanungo, 1982). Job involvement has also been found to be negatively related to turnover intentions (Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes (Brooke and Price, 1989). Satisfaction represents an effective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of ones job or career (Locke, 1976; Porter, 1974; Williams and Hazer, 1986).Organizational commitment is an effective response to the whole organization and the degree of attachme nt or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (Brooke, 1988).The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superiors expectations (Keller and Dansereau, 1995). All thes e factors ensure employees commitment towards the organization and chances of quitting are minimal. Strategic guidelines for motivating staff whilst smooth running of the business When the economy is on a slippery slope and when spirits are down, how do managers pick themselves and others up, so that they can meet the ongoing challenges? Hotels still have to operate, and services still need to be provided by employees who are working harder than ever before just so that their organization can survive. Therefore companies need to have some strategic policies to deal with employee motivation during hard times. Lend a listening ear Now, more than ever before, the manager needs to listen to what employees are saying, not only to what may seem to be the surface issues, but also to the underlying issues. Roxanne Emmerich, President of The Emmerich Group, stated in an article for the Indiana Bankers Association that, â€Å"Guilt, fear, paranoia—as well as a few other destructive emotions—can freeze peoples performance during tough times. The natural response is for a leader to click his or her heels with the hopes of ending up in Kansas. Denial is the natural response when things get tough, but many leaders never move beyond that. The thought of talking about feelings openly sends shivers down the spines of many managers, and ignoring these emotions only causes greater challenges.† In the November 7, 2008, issue of The Wall Street Journal, Jim Harter co-author of â€Å"72; The Elements of Great Managing† and a researcher with Gallup, stated in an interview about motivation that, â€Å"O rganizations have to put more attention into it. They have to communicate more.† Hence if we wish to motivate the staff during tough times, managers need to communicate more, not less. Be an advocate rather than an adversary Brian Mclvor, author of â€Å"Career Detection: Funding and Managing Your Career† stated in an interview published in the The Irish Times, on February 9, 2009, â€Å"You need to be honest and realistic with people organizations are changing all bets are off.† However, while discussions with employees may have to be framed against that background, news doesnt have to be all gloom and doom. Managers need to be advocates for their organizations and realistic about opportunities within the organization. The manager should be an advocate for the future rather than an adversary against the future, which can be an un-stabilizing influence in the organization. Emmerich states, â€Å"Lead your people to the understanding that even during the darkest of times, many do well, and you intend to be one of those. Your team needs to shift out of their doomsday story and into one of possibilities. When people say We cant because, the broken record response needs to be, Well, how CAN we ?â€Å" Therefore, be an advocate for the vision rather than an adversary against the vision. Look for the silver lining In the February 27, 2009 issue of Business Week, there is an interesting article by Patricia OConnell. The article discusses a first look at a recent Accenture survey that reveals that women and men feel they have more to offer their employers. OConnell states, â€Å"Managers looking for an edge amid a dismal economy, likely hiring freezes, and even staff cuts may have a hidden resource—their own underutilized staff. According to a winter 2008 Accenture survey, 46 percent of women and 49 percent of men worldwide believe they are insufficiently challenged in their jobs.† This affords unique opportunities to organizations that will reap possible benefits for employees as well as employers. This may be a time to review the opportunities and challenges of an organization and how the skill sets of individual employees may be used to enrich jobs and the workplace. Armelle Carminati, Managing Director of Human Capital and Diversity at Accenture, stated, â€Å"Companies should shy away from the one size- fits-all approach with workers The art of tailoring a career offering is the new space where employers have to go and will be the key to both employees and employers success.† As time gets tighter and the work force slimmer, this presents a unique opportunity for employers and employees to sit down as a team and evaluate the possibilities for the future. It is amazing the skill sets and aptitudes that may be uncovered when people are challenged to rise to the occasion. When things go downhill, up-skill â€Å"Up-skill† is a term used in The Irish Times article cited earlier that basically encourages coordinated training during tight economic times. For companies to survive and for employees to retain their jobs, it Employee Motivation Levels in Hospitality Industry Employee Motivation Levels in Hospitality Industry INTRODUCTION The most important intangible product in service industry is the employee itself. Losses caused due to replacing them adds up to the economic s. One of the important tools of employee management ‘Motivation has been missing out of ‘TO DO list from the organisation directors. They seems to believe that since there are less jobs outside available due to recession in todays job market, employee would not leave and we are in favour to keep them. Fewer turnovers experienced from employee side but what about the productivity of employee. Can that be tackled by forcing the employee to do whatever as the contract always says, ‘duties could vary according to business requirements, or disciplinary follow? Organizations become better places to work through improving leadership skills and corporate culture change. Businesses working on a network of hierarchies imagine a business like a triple-decker bus, the directors of the business are on the top deck, the managers are on the middle deck and the employees are on the lower deck. As the bus runs on its normal day to day business, down the normal streets picking up normal day to day people. What is happening is that the bus should be stopping at various bus stops in order to recruit new employees and managers, so that they can come on the bus and of course obviously let the team members off the bus if they decide to leave. The directors would begin to become conscious that the number of employees leaving the bus is increasing and they are not really quite sure why? So they decide what they should do is to commission an employee survey. Now the cost of the employee turnover is obviously something that is an issue or can be an issue for va rious businesses. All organizations heavily invest in the human resource department. The cost of interviewing, hiring, training, developing, maintaining and retaining employees are very high. Therefore, managers at all costs must minimize employees dissatisfaction and take every step possible to reduce it. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover (Kevin, 2004). Therefore, there is need to develop a fuller understanding of the employee turnover, more especially, the sources. What determines employee turnover, affects and strategies that managers can put in place to minimize turnover. During this weakened economic condition and heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the orga nization is essentially intangible and not easily replicated. Therefore, senior managers must recognize that employees are major contributors to the efficient achievement of the organizations success (Abbasi, 2000). Managers should control employee turnover for the benefit of the organizations success. AIM Critically analyse employee motivation level in hospitality industry with a particular focus on operations management. OBJECTIVE 1. To investigate the need of motivation in hospitality industry 2. To examine the damage caused with de-motivation 3. To critically access alternatives in reducing employee turnover 4. To provide strategic evaluation for motivating operations management whilst smooth running of the business RATIONALE Several businesses now days are easily slipping into administration; it is not only several job loses but also a huge loss of efforts made by operating team to bring the business to a certain stage to employ that many employees. Truly speaking, businesses are not built solely to provide jobs and the best comfortable environment for people within the community. They are out there to make money and progress which could be any industry. The purpose of this dissertation is to focus on hospitality industry, where we need to find the root of employee turnover. It is easy for a staff at lower level to move in and out of an organisation in relation to the operating management team. What causes that to happen at first place? Do line managers not see the importance of increasing motivation during difficult times? Are management in need of motivation themselves? Are they much more worried about there own survival? So if the upper management team is satisfied, they would certainly be in a positi on to furnish their head of departments easily. Global economic condition is struggling and has to face continues challenges with competitions growing. It cannot be right for a profit organisation to just vanish with small bumps of recession. Of course, both employee and business are affected with these downfalls. A need has aroused to look into this matter because as its a fact that turnover has always been one of the high business expenses, thus at the time of recession as the economic conditions are not stable, businesses should do something to beat this cost in hand. Motivation is the cure that spurns employees eagerness to work without pressure. To say that nobody can motivate a team employee at work is like saying there are no influential leaders, there are no effective managers, there are no motivational speakers, the psychologists in sports management teams are useless and that motivation is not achievable. Motivation has been used by effective managers to prompt ordinary people to achieve uncommon results in all fields of endeavours. LITERATURE REVIEW Vast amount of literature is available in how to motivate your employee, and it would be applicable in the real world around. Simple definition of Motivation by Lindner, J. R. (1998) can be as â€Å"the inner force that drives individuals to accomplish personal and organizational goals.† Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to the understanding of motivation are Maslows need-hierarchy theory, Herzbergs two- factor theory, Vrooms expectancy theory, Adams equity theory, and Skinners reinforcement theory. According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzbergs work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams theory states that employees strive for equity between themselves and other workers. Equ ity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). Skinners theory simply states those employees behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes. Motivation defined by some of the authors is the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993); and also more. Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment (Abassi et al. 2000). Whereas the term â€Å"turnover† defined by (Price (1977) as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (Woods, 1995). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. â€Å"Unfolding model† of voluntary turnover represents a divergence from traditional thinking (Hom and (Griffeth, 1995) by focusing more on the decisiona l aspect of employee turnover, in other words, showing instances of voluntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making, image theory (Beach, 1990). The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizations after they have analyzed the reasons for quitting. (Beach, 1990) argues that individuals seldom have the cognitive resources to systematically evaluate all incoming information, so individuals instead, simply and quickly compare incoming information to more heuristic type of decision making alternatives or a more rule of thumb type of decision making. Most researchers (Bluedorn, 1982; Kalliath and Beck, 2001; Kramer, 1995; Peters., 1981; Saks, 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employees included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (Stressors), lack of commitment in the organization; and job dissatisfaction results in employees deciding to quit (Firth et al. 2004). This evidently indicates that these are individual decisions that cause employees to quit their jobs. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus o f control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and other powerful people are in control of the events which influence their lives Firth et al. (2004). (Manu (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market conditions improve organizational stability (Schervish, 1983). Large organizations can provide employees with better chances for progression and higher wages and hence ensure loyalty towards the organization (Idson and Feaster 1990). Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we fe el we should do. This uncertainty is usually caused due to inadequate and blurred communication, As a result, it causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different (Kahn et al. Muchinsky, 1990). Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization. If roles of employees are not clearly spelled out by management and supervisors, it would accelerate the degree of employees quitting their jobs due to lack of role clarity. And that is what happens at the lower level of the Bus organisation. Voluntarily vs. involuntary turnover There are some factors that are, in part, beyond the control of management, such as the unforeseen event of death of an employee or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not be seen as involuntary turnover as both government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis (Simon, 2007). Organizational factors Organizational instability is one of the leading factors of a high degree of employee turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). Moreover, In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because stable organizations enable the employees to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. Therefore senior management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases labour turnover (Simon, 2007). All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of economic downturn. Employees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff (Labov, 1997). Employees feel comfortable to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere (Magner, 1996). But in the absence of sharing information, employee empowerment the chances of continuity of employees are minimal. (Costly, 1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factors contribute to high employee turnover in the sense that there is no proper management practices and policies on personnel matter s hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures are in place and thus employees decides to quit. (Griffeth, 2000) noted that pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organizations and these are poor hiring practices, managerial style and lack of recognition, lack of competitive compensation system in the organization (Abassi, 2000). Effects of employee turnover Employee turnover could be very expensive from the organizations point of view, and affects could be more during the hard-hitting period of recession. There are mainly two factors that effect employee turnover. Voluntary quits which represents a mass departure of human capital investment from organizations and the following replacement process entails manifold costs to the organizations (Fair, 1992). The replacement costs would include, search of the external labour market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit (John, 2000). In addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has very significant effects on organiz ations (DeMicco and Giridharan, 1987; Dyke and Strick, 1990; Cantrell and Saranakhsh, 1991; Denvir and Mcmahon, 1992).Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly. Moreover, turnover can play a key role in de-motivating employees, resulting in low productivity, inefficient output and therefore loss. Turnover has many hidden or invisible costs (Philips, 1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover also affects customer service and satisfaction (Kemal, 2002).Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and managements time, estimate the turnover costs of an hourly employee to be US $3,000 to $10,000 each. This clearly demonstrates that turnover affects the profitability of the organization and if its not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the workers annual salary (Johnson, 2000) but the costs do not break off there. Eac h time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets (Meaghan, 2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also and perhaps more significantly in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, and the loss of social capital (Dess, 2001). Cost of turnover One simple method to calculate the turnover rate of any business is to divide the number of employees who have left the organization within a year, by the total number of employees who work for that company in the same year. Lets say there were 100 employees at the beginning of the year, and 100 employees at the end of the year, and at the end of the year, 84 of those employees were the same ones as were there the previous year. You might say that the turnover rate was 16%. = 16% But suppose one of those 16 who left was actually replaced three times. The employee quit in January, the replacement quit in April, and another person was hired who lasted only until November. Then you might want to count every time an employee left the company and another one was hired in this case youd get 18%. Another complication: suppose the work force is 100 at the beginning and 90 at the end of the year. Perhaps 16 people have left, but only 6 have been hired during the year, while 2 more were hired and retired within the same year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the average of 90 and 100. Instead of 95, you might want to do a fancier average, where you actually add up the number of employees on each day of the year, and divide the total by 365. Strategies to minimize employee turnover Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options like changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organizations provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labour turnover, therefore, management are frequently exhorted to identify the reasons why people leave organizations so that appropria te action is taken by the management. Hence, accurate analysis of the cause of turnover is vital to implement the necessary strategy. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business: Employee engagement, the organizations capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organizations. Knowledge accessibility, the extent of the organizations collaboration and its capacity for making knowledge and ideas widely available to employees, would motivate employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture (Meaghan, 2002). Therefore; in formation accessibility would make employees feel that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organizations success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover (Badawy, 1988; Basta and Johnson, 1989; Garden, 1989; Parden, 1981; Sherman, 1986). With increased competitiveness during recession, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to st ay in organizations. Job involvement describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982). Involvement in terms of internalizing values about the goodness or the importance of work motivated employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend to stay with the job. Task characteristics have been found to be potential determinants of turnover among employees (Couger, 1988; Couger and Kawasaki, 1980; Garden, 1989; Goldstein and Rockart, 1984). These include the five core job characteristics identified by (Hackman and Oldham (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of ones performance (Tor, 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (Blau and Boal, 1989; Brooke and Price, 1989; Brooke et al., 1988; Kanungo, 1982). Job involvement has also been found to be negatively related to turnover intentions (Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes (Brooke and Price, 1989). Satisfaction represents an effective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of ones job or career (Locke, 1976; Porter, 1974; Williams and Hazer, 1986).Organizational commitment is an effective response to the whole organization and the degree of attachme nt or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (Brooke, 1988).The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superiors expectations (Keller and Dansereau, 1995). All thes e factors ensure employees commitment towards the organization and chances of quitting are minimal. Strategic guidelines for motivating staff whilst smooth running of the business When the economy is on a slippery slope and when spirits are down, how do managers pick themselves and others up, so that they can meet the ongoing challenges? Hotels still have to operate, and services still need to be provided by employees who are working harder than ever before just so that their organization can survive. Therefore companies need to have some strategic policies to deal with employee motivation during hard times. Lend a listening ear Now, more than ever before, the manager needs to listen to what employees are saying, not only to what may seem to be the surface issues, but also to the underlying issues. Roxanne Emmerich, President of The Emmerich Group, stated in an article for the Indiana Bankers Association that, â€Å"Guilt, fear, paranoia—as well as a few other destructive emotions—can freeze peoples performance during tough times. The natural response is for a leader to click his or her heels with the hopes of ending up in Kansas. Denial is the natural response when things get tough, but many leaders never move beyond that. The thought of talking about feelings openly sends shivers down the spines of many managers, and ignoring these emotions only causes greater challenges.† In the November 7, 2008, issue of The Wall Street Journal, Jim Harter co-author of â€Å"72; The Elements of Great Managing† and a researcher with Gallup, stated in an interview about motivation that, â€Å"O rganizations have to put more attention into it. They have to communicate more.† Hence if we wish to motivate the staff during tough times, managers need to communicate more, not less. Be an advocate rather than an adversary Brian Mclvor, author of â€Å"Career Detection: Funding and Managing Your Career† stated in an interview published in the The Irish Times, on February 9, 2009, â€Å"You need to be honest and realistic with people organizations are changing all bets are off.† However, while discussions with employees may have to be framed against that background, news doesnt have to be all gloom and doom. Managers need to be advocates for their organizations and realistic about opportunities within the organization. The manager should be an advocate for the future rather than an adversary against the future, which can be an un-stabilizing influence in the organization. Emmerich states, â€Å"Lead your people to the understanding that even during the darkest of times, many do well, and you intend to be one of those. Your team needs to shift out of their doomsday story and into one of possibilities. When people say We cant because, the broken record response needs to be, Well, how CAN we ?â€Å" Therefore, be an advocate for the vision rather than an adversary against the vision. Look for the silver lining In the February 27, 2009 issue of Business Week, there is an interesting article by Patricia OConnell. The article discusses a first look at a recent Accenture survey that reveals that women and men feel they have more to offer their employers. OConnell states, â€Å"Managers looking for an edge amid a dismal economy, likely hiring freezes, and even staff cuts may have a hidden resource—their own underutilized staff. According to a winter 2008 Accenture survey, 46 percent of women and 49 percent of men worldwide believe they are insufficiently challenged in their jobs.† This affords unique opportunities to organizations that will reap possible benefits for employees as well as employers. This may be a time to review the opportunities and challenges of an organization and how the skill sets of individual employees may be used to enrich jobs and the workplace. Armelle Carminati, Managing Director of Human Capital and Diversity at Accenture, stated, â€Å"Companies should shy away from the one size- fits-all approach with workers The art of tailoring a career offering is the new space where employers have to go and will be the key to both employees and employers success.† As time gets tighter and the work force slimmer, this presents a unique opportunity for employers and employees to sit down as a team and evaluate the possibilities for the future. It is amazing the skill sets and aptitudes that may be uncovered when people are challenged to rise to the occasion. When things go downhill, up-skill â€Å"Up-skill† is a term used in The Irish Times article cited earlier that basically encourages coordinated training during tight economic times. For companies to survive and for employees to retain their jobs, it