Organizational Innovation and Change - Critical Thinking Mod 1 Essay

Organizational Innovation and Change - Critical Thinking Mod 1 - Essay Example Likewise, there was a need to assess internal resources (including financial support, as well as coordinated time and effort of all members) to make the transferring to another home, possible. In addition, not only was there a need to transfer to a new local community, but to search for the nearby educational institutions, as well as employment opportunities to support and sustain a successful change. Personal Experience as a Story of Change Just like the stories of change presented by authors Palmer, Dunford, & Akin (2009), the story of moving made it a story of change due to the presence of both internal and external factors that contribute to the need to change. Likewise, after establishing the need, the strategies were aptly designed to ensure that the actual change (moving) is implemented within a defined time frame, and with little resistance, as possible. Of course, all members of the family need to be duly informed, and as much as possible, any resistance to the required chan ge had to be effectively addressed and managed through strategies that included open communication, proposing opportunities for growth, and emphasizing that the future would be more productive and rewarding with the proposed change. Similarities with Change Lessons From Hewlett- Packard change story, the following elements were similarly present in one’s personal story of change: (1) that â€Å"different interests need to be recognized and addressed† (Palmer, Dunford, & Akin, 2009, p. 9); (2) that the interests apparently provoked different reactions to the change process: from resistance, anxiety, anticipation, relief, among others; (3) that skills of negotiation and persuasion are needed in the process; (4) that â€Å"communicating change often entails providing a vision of the future that is compelling† (Palmer, Dunford, & Akin, 2009, p. 9); and (5) that pressures or factors that led to change come from both internal and external sources. Moving to another re sidence share these similarities in terms of having identified that internal and external factors impinge on the current status and necessitate moving. For instance, the change in employment or assignment to another state was the primary reason for moving and that retaining the current residence would have been unproductive and irrational. From the IBM change story, one noted that there were similarities shared in terms of having recognized: (1) that â€Å"change requires a marshaling of appropriate resources† (Palmer, Dunford, & Akin, 2009, p. 9). Likewise, from the change story of Kodak, one shared the same experience in terms of manifesting that â€Å"change involves risk and uncertainty† and that its consequences could not always be predicted (Palmer, Dunford, & Akin, 2009, p. 9). There were similarities in one’s personal change story after identifying that current financial resources need to be evaluated to assess the feasibility for moving and to determine if the potential income related to the new employment of one’s father could aptly support the cost of living in the new state. Of course, there were risks and uncertainties that include being immersed in a new environment and being potentially exposed to unfamiliar people with diverse cultural backgrounds. The elements that were utterly not applicable in one’

How Could Asving Effect GDP Essay Example | Topics and Well Written Essays - 1500 words

How Could Asving Effect GDP - Essay Example Savings even though considered generally as a good habit especially like the current periods like recession, many economic Gurus are of the view that too much savings can adversely affect the economic growth. Savings and GDP growth have direct relationships. This paper briefly explains the relationships between savings and GDP growth, production factor and savings ratios and the effect of too much savings on economic growth. GDP can be calculated using the formula Y = C + I + E + G where Y = GDP, C = Consumer Spending, I = Investment made by industry, E = Excess of Exports over Imports, G = Government Spending (Calculating GDP). From the above two equations, it is clear that when the savings increases, income will also increase and the increase in domestic income can result in increase in GDP. Income is utilized in two ways; consumption and savings. If the consumption is less, savings will be increased whereas if the savings are less, consumption will go high if the economy is stable. On the other hand, if the economy is weak people may not have enough resources and they will be forced to spend less and it is not necessary that savings may go up in this case because of less spending. In most of the cases, people forced to spent major part of their income to consume goods. It is impossible for the public to save much and spent less because of the increasing expenses and living standards. From the graph given above and below it is clear that GDP has come down a lot because of the less personal expenditure. The 2008 global financial crisis has occurred at an unexpected time and many people lost their jobs and forced to cut down their personal expenditure. In fact people cut down their expenditure to save money for the future. At the same time this cutting down of expenditure has resulted in fewer demands for the goods and the fewer demands forced the manufacturers to produce less. In short, the domestic production has come down a lot because of recession and

What were Woodrow Wilson's goals for Europe after WWI Assignment

What were Woodrow Wilson's goals for Europe after WWI - Assignment Example After WWI, he proposed the creation of League of Nation and laid out fourteen points to guide international order (Clements, 2003) to foster peace amongst nations at war and encourage constructive trade for development. The league of Nation was a confederate of independent nations that could work together to promote peace and mutual cooperation for development and growth. His fourteen points were important imperatives that laid the foundation of contemporary international relation that promoted trade and commerce across geographical location within defined international principles. Hoff (2008) says that Wilson was visionary whose ‘fourteen points’ had evolved important concepts of free trade zones, freedom of seas, common platform to resolve international disputes across borders or trade, evacuation of conquerors from invaded territory, open negotiations etc. Indeed, Woodrow Wilson’s goals for Europe post WWI were far reaching with huge ramifications on world peace and promotion of international relation. They were radical ideas that introduced new system of governance on the world

Science solves all the problems about where we come from Essay Example for Free

Science solves all the problems about where we come from Essay Science, it is arguable, has opened the eyes of humanity and rid us the ignorance that we once lived each and every day of our lives in. it has helped us to come to scientifically sound and empirically based theories that are now universally accepted. One such example of a theory that empirically seems to prove scientifically, rather than religiously, where humanity came from is the theory of Evolution. This seemed to lead many people to accept the above statement. This is because it proved that there was a natural explanation of the existence of humanity, rather than the supernatural biblical account that was so popular in the Victorian Age. Charles Darwin, the mind behind the theory, would certainly agree with the statement as he seemed to have done the impossible: prove scientifically that God did very little, if anything, to create humanity itself. Instead of being created on the sixth day of Gods impossible creation, we evolved through the very slow and very natural process of natural selection. This was added to the undeniable evidence of fossils that were being found in layers of the rocks of the earth that was found due to the very new and promising science of Geology: fossils of animals that do not exist and that have no place or mention in the Genesis account of creation. Fundamentalist Christians had feeble replies to these findings, showing the limits to which their faith was being tested. Darwins theory is also, now, widely accepted by nearly all scientists and many theists as being the truth of the origins of humanity through a purely scientific method of research. A philosopher who whole-heartedly supported Darwins theory with no room for doubt was Richard Dawkins. In his book, The Greatest Show on Earth, he claims that although almost 40% of Americans who dont believe in evolution, believe that it was created in the last 10,000 years or so, as it is stated in the Bible. He feels that if only this 40% was exposed to the evidence for evolution, then they couldnt possible believe this. Although some people would argue that evolution seems almost incapable to create humanity in such a short time span, Dawkins claims that dogs and cabbages and pigs and cows have all been changed in huge ways in a very short time, maybe a couple of centuries, a couple of millennia, in a his new book. The then goes on to muse that the earth has been in existence for hundreds of millennia, and this time frame gives us a great deal of time for evolution to take place and transform single-celled amoeba into fully functional human beings. Dawkins also states that although fossils are a very persuasive method of proving that evolution happened, its not as important as other findings. These include things such as the molecular comparisons of animals, radioactive dating and also the geographical distribution of animals. Dawkins thoroughly believes that if we assume evolution to be true, then everything we see in the world is evidence for it. Everything in the world is how it should be if evolution is true. Through this, Dawkins believes that science can, solve the problems about where we come from and, also, any other problems we may be encountered with. However, someone who would strongly disagree with Darwin, and through him, Dawkins, is Samuel Wilberforce. He was a bishop of Oxford and also led the attack against Darwins theory, six months after he published it. He claimed, in an article in the Quarterly Review, that the theory of evolution showed a tendency to limit Gods glory in creation. Wilberforce felt that humans have superior reasoning to all other animals: we are able to reason what is best out of a situation, as opposed to simply acting on instinct and impulse with a complete disregard for the consequences. If evolution is correct and our reasoning was to have stemmed from it, then all animals, by now, should have developed the ability to reason and ignore powerful instincts that deprive them of the ability to be civilised. However, we are the only animals to have developed this skill and other animals, even now, have shown no sign of developing the same, or a similar, skill. With this in mind, Wilberforce felt that if evolution is correct, then it does not even come close to explaining our ability to reason, or even the emotions of humans and animals. However, in response to this, Robert Wright feels that post-Darwin Darwinists have solved this issue. Feelings such as lust and hunger have been passed down through evolution as those who eat more are more likely to survive and those who have sex more are more likely to pass on their characteristics in their genes. Even favour of high status, he claims, can be pin-pointed to evolution: humans are socially competitive as high social status brings improved access to mates, so genes that fuel the pursuit of status fare well. He also feels that even gossiping can be traced through back to evolution. Genes inclining us to lower the social status of rivals by spreading unflattering gossip or harsh moral appraisals would be favoured by natural selection. A chemical has even been found that has been implicated with maternal bonding, romantic bonding and the trust that undergoes friendship. Using all of this evidence, Wright feels that not only can science solve the problems as to where humanity comes from, it can also go a few steps further to explain why humans act the way they do, not only at their unconscious, base instincts, but is also at a conscious, public level. Someone who vehemently opposes the statement above is Henry Morris, although he has a different viewpoint to Wilberforce. Henry Morris is a strict Creationist (one who believes in the exact account of the creation story, as recorded in Genesis 1 and 2). In his book, Biblical Creationism, Morris denies the idea of evolution, and even the compromise that some people has reached that the word days as stated in the Bible simply means eras or long periods of time. In Biblical Creationism, he states that the Bible taught clearly that all things were made by God in a six-day week of natural days. There was no room for evolution of the long geological periods of time. Morris, using the original, Hebrew version of the Bible, deduced that the word used in Genesis 1 for day was a word that always means a 24-hour period. The word used for era, he stated, is a completely different one. There should be no uncertainty whatever that God intended the account to say that the creation of all things had taken place in six literal days. Therefore, Morris would feel that science, in no way, can prove everything and solve all the problems about where we come from. Instead of using science to question ideas that the Bible gives, science should be judged against the Bible as to whether it is correct or not. This is because the Bible is, overall, the word of God, so it must stand tall above all other forms of proof that claim they know the truth of all things about humanity. God can never be mistaken as God is completely perfect, and, therefore, the Bible, Genesis included, is correct, right the way until the end. In reference to the fossils found by geologists, who would also claim have no place or mention in the creation story, Morris would beg to differ. He feels that he has found passages in the Bible that seem to refer to a diplodocus (a large, four-legged, long necked animal with a long whip-like tail) and a plesiosaurs (animals which had a broad body, four paddle-shaped flipper limbs and a short tail) in the form of the Behemoth and the Tannin which were both used to describe monsters in the Bible. A very thorough description of the Behemoth is given in Job 40: Look at the behemoth which I made along with you and which feeds like an ox. What strength he has in his loins, what power in the muscles of his belly! Morris not only seems to have an explanation for the apparent lack of mention of dinosaurs, but also can pinpoint their time in creation: even animals that have since become extinct such as dinosaurs were made on the fifth and sixth days of the creation week. Morris feels that science cannot possibly have solutions to the origins of humanity as the answers to everything that we can ever question have already been given to us in the perfect, flawless form of the Bible. There is also a view to the above statement not by an atheistic philosopher or scientist, but a theist, attempting to reconcile religion with science. Pierre Teilhard de Chardin felt that although science and religion seemed very much opposing on the surface, fundamentalists on each side tended to draw artificial battle lines about it in a very complex field. He felt that it was simple to reconcile the two if you only rearranged the idea of Gods purpose, as perceived by humanity. He also felt that evolution and an expanding universe made no real difference to Gods creation. Although Teilhards ideas werent very popular, he found a way to effectively disagree and agree with a statement by claiming the ideas of one field could enhance the understanding in both. Science can be used to solve all problems about where we come from, but it cannot do this without the help of religion. Another theist who supported the same views as Teilhard is John Polkinghorne. He felt that the scientific explanation of the world raises more questions than it seems to solve. For example, how could the world have created itself, if it was random, so perfectly and with such precision that if it was created with any less or more energy, the universe would have ceased to exist very shortly after its beginning? Although science seems to give answers and explain very well how things were created the way they did, it doesnt explain how they were created against the overwhelming odds, if it were due to random chance. The chance of the existence of humanity through the Big Band theory is so absolutely minute, Polkinghorne sees it as impossible. He, therefore, plays a major role in analysing the Anthropic Principle which states his exact beliefs. For Polkinghorne, religion and science are completely complimentary and support each other. Therefore, he comes to the same conclusion as Teilhard about the problems of where we come from: science can explain and solve all the problems about where we come from, but cannot do so with religion. A person who also not only strongly agrees with the statement, but also attacks the creationist, and any theistic point of view, is Peter Atkins. He is very much an atheist and rejects any theistic ideas as simple ignorance of the unexplained. In the Middle Ages, when people didnt know or understand how something, they would simply use God to fill in the gaps in their knowledge out of ignorance of the truth. For example, the Bubonic Plague, which was an extremely contagious bacterium, unknown to those at the time. However, those who were alive throughout the pandemics contented themselves to using God as an explanation to the disease, when they could find no immediate causes. Atkins feels that that is what theists are doing now: finding God in the Big Bang is the last refuge of the desperate. He feels that, in accordance with this statement, science has already solved the problem of where we come from, and will ultimately solve all problems with no help from religion. In conclusion, after looking at both sides of the argument, I feel that I agree with the statement, but only in part. I feel that it can solve many problems about where we come from, using the overwhelming evidence that Darwin put forward and the evidence that Dawkins reminds us of. However, I do not feel that it can solve all the problems that are related to do with where we come from. For example, it is still unknown by science about where we come from. It is universally agreed by scientists that before the Big Bang, there was nothing: no matter, no energy, and no forces. How, then, it is entirely reasonable to question, did the Big Bang come about? It is reasonable, therefore, by theists such as myself, to assume that there was a superior and intelligent designer must have caused the Big Bang into existence. Without the Big Bang, humanity would never have come into being. But even if the Big Bang would have being by some external, omnipotent force, it would have been highly unlikely that the Universe would have sustained itself without a sustainer. The Second Law of Thermodynamics, or the scientific concept of entropy, states that in any natural process there exists an inherent tendency towards the dissipation of useful energy. This basically means that when left alone, order tends to revert back to chaos. If this were so then why isnt the world full of chaos, but order instead? Why does evolution lead to progression and not regression? I feel that science can explain the processes by which the universe and humanity came into being, but I dont think that it can thoroughly explain, using only natural and empirical evidence, how and, more importantly, why these processes came into being. Its all well saying that the Big Bang just happened, but to me, I feel that if the whole Universe was just an accident with no intent or purpose, then none of humanity really has a reason or purpose for living, other than being the result of an accident. Or, perhaps, the universe is just brute fact as Bertrand Russell stated, and we just have to accept this. Nevertheless, although I feel that people can have different views on the world, for me, the universe cannot go without explanation as to why it exists.

BP SWOT Essay Example for Free

BP SWOT Essay Strength Strong improvement in safety BP focuses on new research and product innovation, leading in new researcher and also improving in safety and procession in the work places. According to â€Å"Safer drilling† (n.d.), BP use Blowout preventer (BOP) technology to support safety in offshore rigs in Brazil. Using high technology likes digital radiography can evaluate and determine underground structure in the North Sea. BP also improves the new tools called Permasense corrosion probes to supervise wall’s thickness in refining process (â€Å"Robust research†, 2013). This equipment is an effective method to control and protect the probability in wall crake. Weakness Ecological impacts of oil spillage damage reputation BP experienced a reputation risk in terms of both public reaction and biological response. About 5 million BP raw oil spilled in 2010, causing a disaster on ecosystem. Dragovic (2013) stated that oil spill would constraint species of wildlife because residues of harmful substances could not be cleanup completely. It also disrupts the chain of wildlife. BP was deluged with blame and disappointment from the pubic. It would take BP quite some time to rebuild its brand-image. (Walt, 2010) Opportunity Growing demand on renewable energy The world has increasingly growing demand for renewable energy. The global renewable consumption will increase to 6.3% (2030) of energy demand from 1.8% (2010). BP is prepared to place emphasis on development of renewable energy (Morales, 2012). Consumers have a tendency to choose to use renewable energy. According to â€Å"consumer demand is growing† (2011), there are 48% of subjects who are willing to use renewable energy and 49% are prepared to pay additional cost for that. Threat Lack of oil and gas reservoirs Oil and gas businesses are high competition because companies gain high benefits. From long period in operation, the crude oil and natural gas around the world is declining that mean the fossil fuel in the future will run out. According to â€Å"OPEC share of world crude oil reserves 2012† claim that now OPEC has only 1,200 billion barrels in reserves global fossil energy In 2010 individual and organization used approximately 87 million barrels per day. The biggest fuel consumer is Asia and Oceanic region. They used around 27 million barrels per day and gradually every year from 2006-2010. Recently, people utilize oil and gas rather than producing. (â€Å"International Energy Statistics, n.d.) References Consumer demand for renewable energy is growing. (n.d.). Retrieved from http://www.windmade.org/for-companies/global-wind-study/consumer-demand-for-renewable-energy-is-growing.aspx Dragovic, D. (2013, March 19). Environmental impact of the BP oil spill. Retrieved from http://livinggreenmag.com/2013/03/19/energy-ecology/environmental-impact-of-the-bp-oil-spill/ International Energy Statistics. (n.d.). Retrieved from http://www.eia.gov/cfapps/ipdbproject/iedindex3.cfm?tid=5pid=54aid=2 OPEC share of world crude oil reserves 2012. (n.d.). Retrieved from http://www.opec.org/opec_web/en/data_graphs/330.htm Marketline. (2013, August 23). Company profile: BP Plc. Retrieved from Business Source Complete database. Morales, A. (2012, January 18). Renewable-energy growth to outpace oil, gas through 2030, BP Says. Retrieved from http://www.bloomberg.com/news/2012-01-18/renewables-to-grow-more-than-8-a-year-through-2030-bp-says.html Safer drilling (n.d.). Retrieved from http://www.bp.com/en/global /corporate/sustainability/safety/preventing-and-responding-to-accidents-and-oil-spills/safer-drilling.html The Gulf of Mexico oil spill: consequences for the oil and gas industry. (2011, February 15). Retrieved from http://uk.practicallaw.com/3-504-7901?service=crossborder#a684683 Wearden, G. (2010, April 27). BP profits jump after oil price rise. Retrieved from http://www.theguardian.com/business/2010/apr/27/bp-profits-jump-oil-prices-ris Walt, V. (2010, July 19). Can BP ever rebuild its reputation? Retrieved

Motivating Employees And Job Satisfaction

Motivating Employees And Job Satisfaction The work in the modern economies has made an understanding of the psychology of motivation and job satisfaction as a key component of business and management syllabuses. The aim of the study is two-fold: Firstly, literature reviews for the motivation theories and Theories on job satisfaction. Secondly, the relationships between employee motivation and job satisfaction. Motivation theories clarifying the importance of addressing employees needs at work, the attitude of workers towards their jobs, the basis for studying the motivational implications of perceived unfairness and injustice in the workplace, how rewards lead to behavior and relations between reinforcement and behavior. Theories on job satisfaction clarifying the aspects that impact directly on levels of job satisfaction, how people are influenced by how satisfied they believe other workers are with the same job, satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job, the innate for dispositions that cause them to have tendencies toward a certain level of satisfaction. The relationship between employee motivation and job satisfaction has indicated that numerous variables of a personal, job and organizational nature influence the level of motivation and job satisfaction that employees experience in the workplace. This includes peoples needs with regard to their work and the work environment, as well as the nature and content of their jobs, and the working conditions under which they perform their daily tasks. List of Acronyms List of Figures Maslows hierarchy of needs Figure 2.1 P4 List of Tables Table of Contents Acknowledgement Ñ- Abstract Ñ-Ñ- List of Acronyms Ñ-Ñ-Ñ- List of Figures 6 List of Tables 6 Table of Content 6 1. Chapter 1: Introduction 1 1.1 Research problem 1 1.2 Importance of study 1 1.3 Research questions 1 2. Chapter 2: Motivation and theoretical background x 2.1 Motivation overview x 2.2 Definitions of employee motivation x 2.3 Theories of motivation x 2.3.1 Needs-based theories x 2.3.2 Two-factor theory x 2.3.3Cognitive theories x 2.3.3.1 Equity theory x 2.3.3.2 Expectancy theory x 2.3.3.3 Goal-setting theory x 2.3.4 Reinforcement theories x 2.4 Motivation : Composite summary x 3. Chapter 3: Job satisfaction x 3.1 Job satisfaction overview x 3.2 Definitions of job satisfaction x 3.3Theories on job satisfaction x 3.3.1 Two-factor theory x 3.3.2 Social influence theory x 3.3.3 Affect theory x 3.3.4 Equity theory x 3.3.5 Dispositional theory x 3.3.6 Job characteristics model x 3.4 Creating job satisfaction x 3.4.1 Work environment x 3.4.2 Career development programs x 3.4.3 Employee motivation x 3.5 Measuring job satisfaction x 3.6 Job satisfaction : Composite summary x 4. Chapter 4: The Relationship between Motivating Employees and Job satisfaction x 4.1 The effect of motivating employees on Job satisfaction x 4.2 How can mangers increase employee Job Satisfaction x 5. Chapter 5: Conclusion and Recommendation x 5.1. Conclusion x 5.2. Recommendation x References 2 Chapter 1: Introduction Research Problem A variety of factors motivate people at work, some of which are tangible, such as money, and some of which are intangible, such as a sense of achievement. Although employees derive satisfaction from their work, or places of work, for different reasons, this study was concerned specifically with the investigation of the relationship between levels of satisfaction and the motivation of employees at work. The primary point of departure is that the success of any organization is heavily dependent on the inputs of its workforce, and that such inputs are determined to a large extent by personal characteristics, and by those facets of peoples work environments that motivate them to invest more physical and mental energy into their work. In this way the organizations objectives are pursued and met. Motivation and job satisfaction are therefore regarded as key determinants of organizational success. Importance of study This study demonstrated the importance of employee motivation and job satisfaction in organizational capability and effectiveness. Business has come to realize that a motivated and satisfied workforce can deliver powerfully to the bottom line. It is crucial for any organization, and particularly for those in developing countries with limited skills resources, such as Egypt, to ensure that it develops and retains a loyal, dedicated, committed and able workforce on a consistent basis. Loyal employees who are satisfied with the work that they do and with the culture of the organization they are employed by, and who are consequently motivated to continue their relationship with that organization. Finck, Timmers and Mennes (1998) emphasized that only when employees are excited and motivated by what they do, will business excellence be achieved. 1.3. Research questions What is employees motivation? Why employees need motivation? What is job satisfaction? How to create job satisfaction? How to measure employees job satisfaction? What is the relationship between employee motivation and job satisfaction? Chapter 2: Motivation and theoretical background 2.1 Motivation overview In the current business environment, organizations in all industries are experiencing rapid change, which is accelerating at enormous speed. To be successful in a borderless, competitive global environment, companies must be sure to work hard on especially the people side of their business (Khan, 1997). This view is supported by Finck et al. (1998), who stated that companies must recognize that the human factor is becoming much more important for organizational survival, and that business excellence will only be achieved when employees are excited and motivated by their work. In addition, difficult circumstances, such as violence, tragedy, and fear and job insecurity create severe stress in employees and result in reduced workplace performance. The issue of what motivates employees has set a practical and theoretical agenda for organizational psychologists since the start of the 20th century. Baron (1991, p.9) described motivation as one of the most pivotal concerns of modern organizational research. Van Niekerk (1987) emphasized this point by stating that productivity is a function of both the motivation and the ability of an employee. Therefore, if motivation equals zero, so does productivity. Since employee performance is a joint function of ability and motivation, one of managements primary tasks, therefore, is to motivate employees to perform to the best of their ability. In the field of organizational psychology, work motivation is approached from several angles. For example, some researchers feel work motivation study should start with an examination of the values of employees, since their values determine their needs, and their needs ultimately determine their behavior. A crucial problem for others in contemporary organization theory and research is how best to conceptualize and assess individual differences in motivational tendencies (Kanfer Ackerman, 2000). Sempane et al. (2002) noted that organizations represent highly complex social structures because of their dynamic nature. Employees, who are role players in them, render them competitive through their involvement and commitment. The relationship between organization and employee is characterized by a high level of mutual interdependence, as both parties impact on the others potential for success. Employee motivation and job satisfaction become crucial elements in this relationship. Extensive research has shown that employee motivation and job satisfaction are not brought about in isolation, but rather respond to organizational variables such as structure and working conditions (Schneider Snyder, 1975). 2.2 Definitions of employee motivation Walker (1980) stated that studies over the years have shown little relationship between measures of job satisfaction and performance outputs. Highly satisfied workers may be poor performers, whereas highly dissatisfied workers may be good performers. Several variables influence the relationship between job satisfaction and job performance; although no direct causal relationships between these have been identified as yet. However, it appears that motivation might account for much of the link between an employees job satisfaction and job performance. Motivation, therefore, closes the satisfaction-performance loop, and has to do with a set of interrelated factors that explain an individuals behavior, holding constant the variables controlled or influenced by management, as well as by individual skills, abilities and knowledge. The term motivation is derived from the Latin term movere, which means to move. A great many definitions of the motivation construct have been postulated over the several decades during which this multi-faceted concept has been researched. The rich variety in perspectives on the topic of motivation is illustrated below. Beach (1980) saw motivation as a willingness to expend energy to achieve a goal or reward. This author took somewhat of a behaviorist approach in stating that behavior that is perceived to be rewarding will be repeated, whereas behavior that goes unrewarded or is punished, tends to be extinguished. Beach (1980) did, however, recognize intrinsic motivation as related to the job content and as that which occurs when people perform an activity from which they derive satisfaction from simply engaging in the activity itself. Van Niekerk (1987) saw work motivation as the creation of work circumstances that influence workers to perform a certain activity or task of their own free will, in order to reach the goals of the organization, and simultaneously satisfy their own needs. Du Toit (1990) added that three groups of variables influence work motivation, namely individual characteristics, such as peoples own interests, values and needs, work characteristics, such as task variety and responsibility, and organizational characteristics, such as its policies, procedures and customs. It is interesting to note that the concept of organizational commitment has come to partly replace that of motivation within the field of organizational behavior (Lewicki, 1981). While the concept of motivation is linked to individualistic and task-centered reward systems, commitment seems to be linked to the identification of employees with a collective, that is, in terms of corporate values and norms. As such, management is concerned with cultivating motivation towards realizing the mission and goals of the organization, which are far above the ambitions and goals of any individual in it. 2.3 Theories of motivation Motivation research draws on a large number of theoretical perspectives. Although some of these appear to be less influential than when they were originally postulated, such as Maslows hierarchy of needs theory (Wicker Wiehe, 1999), their contributions as foundation layers and inspirations for subsequent theories are still evident and acknowledged. According to Petri (1996) the vast array of motivation theories are based, in essence, on differing approaches to the origins or sources of motivation, e.g. energy, heredity, learning, social interaction, cognitive processes, activation of motivation, homeostasis, hedonism or growth motivation. Depending on the particular approach adopted, motivation theories are generally classified into three categories, namely needs-based, cognitive, and drive and reinforcement theories (Baron et al., 2002). 2.3.1 Needs-based theories One of the most often-quoted motivation theories is that of Abraham Maslow, which he introduced in 1943 (Van Niekerk, 1987). The basic tenet of the theory is that people are motivated by their quest to satisfy their needs, or deficiencies, which may be grouped in five categories, and that these needs occur in a specific hierarchy, where lower order needs have to be satisfied before those of a higher order nature (Gouws, 1995). Maslow (1968, p.153) asserted that gratification of one basic need opens consciousness to domination by another. Maslows need hierarchy is portrayed in Figure 2.1. maslows-hierarchy-of-needs.jpg Figure 2.1: Maslows hierarchy of needs Needs hierarchy theory has had a positive impact on organizations, as it has focused attention on the importance of addressing employees needs at work (Spector, 2003). In addition, one of its main constructs, the self-actualization concept, has become very popular with especially managers and executives who have accepted this high-level need as a potent motivator (Schultz Schultz, 1998). 2.3.2 Two factor theory Frederick Herzbergs well-known and controversial theory of motivation was postulated in 1954, and developed from his work to determine the attitude of workers towards their jobs (Gouws, 1995). As such, it was originally intended to be a job satisfaction theory, but over time it was its motivational aspects that attracted most attention (Baron et al., 2002). Beach (1980) was of the opinion that this theory constitutes more of a work motivation than general human motivation theory. The basic assumption of Herzbergs theory is that motivation originates from the job itself, and not from other external characteristics, and that those factors leading to job satisfaction (motivators) are separate and distinct from those leading to job dissatisfaction (hygiene/maintenance factors) (Herzberg, 1966). The hygiene factors, which may be equated with Maslows lower order needs, are placed along a continuum, from a state of dissatisfaction, to no dissatisfaction. These factors involve circumstances surrounding the task which do not lead to job satisfaction, but prevent dissatisfaction, if maintained adequately. Examples of these maintenance factors include the level of supervision, job status, work circumstances, service conditions, remuneration and interpersonal relationships (Herzberg, 1966). Motivators, on the other hand, have a direct positive effect on the work situation, and lead to improved productivity. They may be equated with Maslows higher order needs, and are also placed along a continuum from a highly motivated to a highly unmotivated state. Aspects of the job itself, e.g. level of recognition, pleasure of performance, increased responsibility, and opportunities for advancement and promotion, serve as motivators (Herzberg, 1966). 2.3.3 Cognitive theories 2.3.2.1 Equity theory Equity theory was first introduced by Stacy Adams in 1965. Its basic tenet is that people are motivated to achieve a condition of equity / fairness in their dealings with other people, and with the organizations they work for. People make judgments or comparisons between their own inputs at work, e.g. their qualifications, experience and effort, and the outcomes they receive, e.g. pay and fringe benefits, status and working conditions. They then assign weights to these inputs and outputs according to their relevance and importance to themselves. The summed total produces an output / input ratio, which is the key issue in terms of motivation. If a persons output / input ratio is equal to that of another person, equity exists. A state of inequity leads to tension, which the individual tries to reduce by changing one or more elements of the ratio, e.g. increase or reduce his effort. Perceived inequity by the person is therefore the basis for motivation (Baron et al., 2002). This theory helped to provide the basis for studying the motivational implications of perceived unfairness and injustice in the workplace. It also laid the foundation for more recent theories on distributive (how much is allocated to each person) and procedural justice (how rewards and job requirements are determined) (Cropanzano Folger, 1996). In a meta-analysis of many of these theories, 2.3.3.2 Expectancy theory The original thinking behind what has come to be known as expectancy theory, or Vrooms Expectancy-Valence-Instrumentality (VIE) theory, can be traced back to the theorizing of Tolman and Levin in 1932 and 1938 respectively (Petri, 1996). Vroom was, however, the first scholar to elaborate on this thinking in a motivational context in 1964 (Gouws, 1995). Since its origins in the psychological theorizing of some 60 years ago, the expectancy theory has been presented in many variations. Common to all versions is the basic tenet that people base their behavior on their beliefs and expectations regarding future events, namely those maximally advantageous to them (Baron et al., 2002). Essentially, the theory explains how rewards lead to behavior, through focusing on internal cognitive states that lead to motivation. In other words, people are motivated to action if they believe those behaviors will lead to the outcomes they want. The said cognitive states are termed expectancy, valence and instrumentality (Spector, 2003). 2.3.3.3 Goal-setting theory Goal-setting theory was first proposed by Edwin Locke in 1968. Spector (2003) described this perspective on motivation as the assumption that peoples behavior is motivated by their internal intentions, objectives or goals; in other words, by what people consciously want to achieve. According to Locke and Henne (1986) goals affect behavior in four ways: They direct attention and action to those behaviors which a person believes will achieve a particular goal; They mobilize effort towards reaching the goal; They increase the persons persistence, which results in more time spent on the behaviors necessary to attain the desired goal; They motivate the persons search for effective strategies for goal attainment. This theory has an intuitive appeal because of its clear relevance to the workplace (Schultz Schultz, 1998). It is currently one of the most popular theories informing organizational approaches to employee motivation (Spector, 2003). 2.3.4 Reinforcement theories Reinforcement theories, which assume that peoples behavior is determined by its perceived positive or negative consequences (Baron et al., 2002) are based on the Law of Effect Hulls drive theory elaborated on this idea and suggested that effort was the mathematical product of drive, multiplied by habit, and that habit were derived from behavior reinforcement. The consequences of behavior may be tangible, such as money, or intangible, such as praise (Spector, 2003). In this regard, reinforcement theory was highly influential in firmly establishing the ideas relating to incentive and reward systems that are applied in most organizations today. As such, it provided the basis for the notion that rewards should be contingent with individual units of productivity (Schultz Schultz, 1998). As a motivation theory, reinforcement theory has fallen somewhat out of favor, as it merely describes relations between reinforcement and behavior, but gives little insight into motivational processes, e.g. whether or not a person wanted a specific reward, or why. Nevertheless, its relative popularity in the workplace is maintained by research that has shown that rewards can be highly effective in the enhancement of job performance (Spector, 2003). 2.4 Motivation: Composite summary Each of the theories covered has contributed substantially towards current perspectives on and understanding of the concept of motivation in the workplace. The needs theories, for example, are largely responsible for organizations recognition that peoples behavior at work is motivated by highly individualized innate needs and desires (Van Niekerk, 1987). Achievement-orientated people are, for example, driven by a much stronger need for power, affiliation and achievement than most other people (Schultz Schultz, 1998). For this reason, employers need to ensure that they invest the necessary time and effort to assess the personal needs of individual employees, and customize their jobs and working environments accordingly (Walker, 1980). Due to their innate need to produce good work and develop themselves, most employees do not need constant supervision and direction and may, in fact, find such actions very demotivating. In addition, people need to experience their work as meaningful an d challenging, and therefore require considerable input on the part of management to ensure a high degree of job enrichment on a continual basis (Beach, 1980). The cognitive theories of motivation have helped employers to understand that, apart from their motivation being driven by innate needs, employees also apply deliberate conscious thought to their behavior at work. Organizations are aware that people evaluate their inputs on the job against what they receive in return, and that they should therefore pay attention to the equitability between employee delivery and reward (Cropanzano Folger, 1996). It is also prudent for organizations to offer a range of benefits, which may be acquired through different levels of performance, to allow employees to set themselves challenging goals that they may attain via differing means they may perceive as instrumental towards those goals (Spector, 2003). Once employees have met the requirements of their own jobs, and attained certain goals, they expect certain rewards to follow. In this regard, reinforcement theories have contributed much towards the establishment of a wide array of reward and performance incentives systems applied in organizations all over the world today (Beach, 1980). Clearly, the theorizing of many an author and researcher over the years has resulted in the increased ability of organizations to transform these theories into practical and effective measures to address a highly complicated aspect of organizational psychology, namely the motivation of human behavior at work, and to ensure organizational success and profitability in the process. Chapter 3: Job satisfaction 3.1 Job satisfaction overview The concept of job satisfaction enjoys increasing attention from organizations these days, since its importance and pervasiveness in terms of organizational effectiveness has been firmly established quite some time ago. Managers now feel morally responsible for maintaining high levels of job satisfaction among their staff, most probably primarily for its impact on productivity, absenteeism and staff turnover, as well as on union activity (Arnold Feldman, 1986). Organizations recognize that having a workforce that derives satisfaction from their work contributes hugely towards organizational effectiveness and ultimate survival. Job satisfaction is regarded as related to important employee and organizational outcomes, ranging from job performance to health and longevity (Spector, 2003). The importance of job satisfaction in the workplace is underscored by its inextricable connection to a persons entire life. Since a persons job is an all-important part of his life, it follows that job satisfaction is part of life satisfaction. The nature of the environment outside of the job directly influences a persons feelings and behavior on the job . Schultz and Schultz (1998) emphasized that people spend one third to one half of their waking hours at work, for a period of 40 to 45 years, and that this is a very long time to be frustrated, dissatisfied and unhappy, especially since these feelings carry over to family and social life, and affect physical and emotional health. A concept with such tremendous effect on personal and organizational life clearly deserves a corresponding amount of attention. 3.2 Definitions of job satisfaction A great many definitions of the concept of job satisfaction have been formulated over time. Arnold and Feldman (1986) described job satisfaction as the amount of overall affect that individuals have toward their job. Since a job has many characteristics, job satisfaction is necessarily a summation of worker attitudes regarding all these. The good features are balanced against the bad, so that the overall job satisfaction is perceived as high or low. It appears that job satisfaction may be studied from two slightly different perspectives. Firstly, job satisfaction may be treated as a single, overall feeling towards a persons job. Alternatively, researchers may focus on the different aspects that impact upon a job, e.g. its rewards and social environment, and even characteristics of the job itself, such as its content. It is believed that this latter view permits a more comprehensive picture of job satisfaction, as an individual typically experiences different levels of satisfaction ac ross different job aspects (Spector, 2003). 3.3 Theories on job satisfaction 3.3.1 Two-factor theory Two-factor theory relates to job satisfaction as well as it does to motivation, and posits that the things that provide employees with satisfaction at work are not the same as those that bring about dissatisfaction. This is Herzbergs theory of satisfiers and dissatisfiers, or the positive and negative aspects of the job. Dissatisfiers do not lead to job satisfaction, but prevent dissatisfaction if properly maintained, for example, acceptable service conditions. Satisfiers, on the other hand, impact directly on job satisfaction, for example, positive promotion aspects elevate levels of job satisfaction (Gouws, 1995). 3.3.2 Social influence theory Social influence theory holds that people are influenced by how satisfied they believe other workers are with the same job (Van Vuuren, 1990). New employees may, for example, change their initial misgivings about their job when they discover that others performing the same tasks are satisfied with their work. In this sense social influence theory may share certain common features with equity theory. 3.3.3 Affect theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. 3.3.4 Equity theory Equity theory stipulates that people generally want to receive what they consider a fair or equitable return for their efforts at work. Greater satisfaction is experienced if they perceive the return or reward they receive as equitable. These perceptions may be based on previous or vicarious experience, or on peoples observations of other employees, for example (Van Vuuren, 1990). Job satisfaction in this regard is related to the motivation to achieve a condition of equity or fairness in peoples dealings with others. 3.3.5 Dispositional theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the b elief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over herhis own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction (T.A, E.A C.C, 1997). 3.3.6 Job characteristics model Hackman Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employees attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM ( J.R G,R, 1976). 3.4 Creating job satisfaction 3.4.1 Work environment A positive work environment is not only important for our physical, mental and emotional health, but is also important for the results that we produce for the company. The better we feel at work, the more likely we will take pride in our job activities and be loyal towards our place of employment Ways to create a positive working environment: Accept the right position Be a positive person Take responsibility Communicate with your manager Be social 3.4.2 Career development programs In organizational development (or OD), the study of career development looks at: How individuals manage their careers within and between organizations and, how organizations structure the career progress of their members, it can also be tied into succession planning within some organizations. the lifelong psychological and behavioral processes as well as contextual influences shaping ones career over the life span. As such, career development involves the persons creation of a career pattern, decision-making st

The Evolution Of The Atomic Theory :: essays research papers

The Evolution of the Atomic Theory The five atomic theorys of the past two centuries represent the sudden advancement of science in modern times. Begining with a basic theory on the behavior of atoms to the current model, some changes have been made, and some ideas are still the same. Ancient Greek philosophers belived that everything was made up of invisible particles called atmos. Since then the theory of atoms did not progress untill 1803. John Dalton was the first scientist to compose a theory of matter based on atoms. Dalton's atomic theory is based on four concepts. He stated: "1. All elements are composed of atoms, which are indivisable and indestructable particles. 2. All atoms of the same element are exactly alike; in particular, they have the same mass. 3. Atoms of different elements are different; in particular, they have different masses. 4. Compounds are formed by the joining of atoms of two or more elements." 1 All of Dalton's ideas account for the laws of definate and multiple proportions and the law of conservation of mass. Some of Dalton's points are still thought to be true, but over time this origional theory has been modifyed. The first of these modifications came in 1897 when J.J. Thomson discovered the electron. Based on the work of William Crookes and his "Crookes tube" (Cathode-ray tube), Thomson discovered a negative charged particle was the cause of the light produced by the cathode-ray tube. He also discovered that these particles are present in all elements. These cathode-ray particles are now known as electrons. Soon after the discovery of electrons the proton was discovered. This led Thomson to conclude that ther were an equal number of both particles present in the atom. Twelve years later Lord Ernest Rutherford was experimenting with alpha particles. He shot a stream of them at a peice of gold foil surrounded by zinc-sulfide. When an alpha particle strikes ZnS it produces a flash of light. The particles mostly stayed in a constant stream through the foil, but a few were deflected. This led Rutherford to belive that there must be a small, dense cluster of protons in the middle of the atoms to deflect the small number of particles. Neils Bohr was the next physicist to advance the atomic theory. He explained what Rutherford could not about how the electron could stay in orbit around the nucleus. When the electron has little energy it is closer to the nucleus, when it absorbs more energy it travels farther from the nucleus. There is a definate number of electrons that can be in the same orbit. When the orbits closest to the nucleus are filled the atom is at a ground state.