"At the end of the day, competition is the only thing that motivates - the theories revisited"
"At the end of the day, competition is the only thing that motivates -the theories revisited" In the last decade, relatively full employment is no longer a feature of the labour market, partly because of its particular productivity and partly because of high labour turnover. There is a growing interest to study motivation for work. At the end of the day, is competition the only thing that motivates? This essay will examine how the motivation can be influence work. It will focus on some well-established motivation theories. It will then look at the relationships between competition and motivation. Life is full of competition. When we are kids, we compete to gain the attention of our parents. When we are at school, we compete to get good results. Competition occurs in practically all works and profession. Even in missionary, you have to compete to get the necessary funds. For the sake of our discussions here, we will limit ourselves to competition at work. So what do we mean by motivation? "Motivation is the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal". (Robbins, 2001) To put it simply, motivation is what makes people work hard or harder. It is a well-established fact that people must be motivated to work. When people are motivated, there is an urge inside them that makes them work towards a goal. But,
"Equal Opportunities legislation is an unnecessary interference for business - Discuss".
Motorsport Management BSc 3rd Yr Human Resource Management Simon Noblett 27/10/03 "Equal Opportunities legislation is an unnecessary interference for business. Discuss" Equal opportunities legislation is in place to prevent employees and in some cases customers from being discriminated against because of their race, colour, nationality, ethnic origin, gender, sexual orientation, marital status, age or disability. According to the TUC, there are two forms of discrimination: "Direct discrimination occurs when people are treated less favourably than others simply because of sex, colour, race, nationality or ethnic origin. An example would be a company refusing to employ a woman because she has children, but employing a man with children. Indirect discrimination is when a rule which is supposed to be applied equally, is in reality unfairly disadvantageous to one group of people. An example would be a company advertising a job saying that only people with English as their first language should apply. This indirectly discriminates against people who have enough English to do the job, but for whom English is their second language." (www.tuc.org.uk) There are 4 key laws that govern equal opportunities, the 1975 Sex Discrimination Act, the 1976 Race Relations Act which outlaws discrimination based on someone's colour, race, nationality or ethnic origin. The 1970 Equal Pay Act
"Equality and Diversity is paramount to an organisation's success in the 21st Century" - Choose an organisation and discuss the above statement from an HRM perspective.
"Equality and Diversity is paramount to an organisation's success in the 21st Century." Choose and organisation and discuss the above statement from an HRM perspective. The aim of this essay is to address the importance of Equality and Diversity in the workplace and how it contributes to an organisation's success. The author of this essay will use the prison service as an example of an organisation that has and continues to have problems in addressing equality and diversity within its organisation and how it is addressing these issues in relation to improving recruiting and thus the service it provides the community. The function of the prison service is fundamental in helping to maintain order and safety to the community, whether this be in the form of housing individuals who represent a threat to others or rehabilitating prisoners to be able to make a more worthwhile contribution to the community upon release. Its effectiveness in delivering this service therefore is paramount to the future of the nation. The prison service employs around twentyfive thousand operational staff and around nineteen thousand non-operational employees to carry out its functions and of these 2.6% of operational and 5.1% of non-operational staff are from ethnic minority backgrounds.1 Ethnic minorities accounted for 7.2% of the working population in 2000. Ethnic minority and mixed origin groups
Human Resource Planning.
Introduction. Rothwell stated that "apart from isolated examples, there has been a little research evidence of the increased use of human resource planning or its success". (Armstrong.M p366). The statement suggests that human resource planning has not been broadly used and the companies are missing out by not adapting it into their structure. Firms that have already introduced human resource planning into their routine think that it helps to increases their company performance. In a Canadian Chamber of Commerce survey, 72% of firms that use human resource planning said that it helped them with their success in the projects and also unnecessary costs were cut down. The same survey said that too many employees can be very costly to the company: a 300-employee firm with six staff more than required will suffer an unnecessary cost close to 2%.For a smaller firm the disadvantage of having extra workers than required will be significantly more, as their finance more limited and in a matter to succeed they have to use their resources efficiently. ( http:// services. indiabizclub. com/ catalog/332596) Human Resource Planning helping companies to increase their profit by identifying gaps that have to be filled in or skills that are no longer bring benefits to the company. Also it helps firms to learn how to manage and motivate their staff better, to receive greater results. Human
Age biases in employment: Impact of talent shortages and age on hiring
Age biases in employment: Impact of talent shortages and age on hiring Introduction This paper reviews an article on Age biases in employment by Marie Wilson, Polly Parker and Jordan Kan, (2007) Business Review, Volume 9 No. 1 of The University of Auckland Business School, New Zealand. The article researches and discusses the effects of age and gender on perceived suitability and short-listing of candidates. Based on field experiments, simulation and interviews from multiple perspectives focusing on the process of selection decisions and outcome of recruitment, the article concludes that younger workers below age 50 are seen as more suitable than older workers. Younger workers are more likely to be offered employment although the effect is moderated by talent shortages. The extensive argument in the article advocates that recruitment should focus and base decisions on job-related information against required qualifications, previous experience and competency rather than age stereotypes. Summary Ageism and discrimination is defined according to Dr. Robert Butler - Washington Post 1969 as "a process of systematic stereotyping and discrimination against people because they are old, just as racism and sexism accomplish this for skin colour and gender". According to the research article by Kan, Parker and Wilson (2007) the rise of older workers in the work force has been
HRM - Recruitment
Introduction Today, strategic decisions are related to human resource considerations. For an example, in an information and knowledge-based economy, success depends on an organization's ability to manage human capital. Human capital refers to economic value of the knowledge, experience, skills and capabilities of employees. To build human capital, HRM develops strategies for ensuring a workforce with superior knowledge and skills. This means recruiting to find the best talent, enhancing their skills and knowledge with training programs and opportunities for personal and professional development, and providing compensation and benefits that enhance the sharing of knowledge and appropriately reward people for their contributions to the organization. The act of recruiting is the organization's ability to sell their culture and opportunities to individuals who are in search of employment, while simultaneously matching the needs of the organization with the qualifications of the individuals. Nowadays, employees are viewed as assets of the company. Employees, not buildings and machinery, give a company a competitive advantage. Employees take more responsibility and control in their jobs, especially in service industry, becoming partners in business improvement rather than cogs in a machine. It is because human labor can easily be replaced by machine. Clearly, the organization
Management Information Systems - Knowledge Inventory File.
Wilfrid Laurier University BU 625 - Management Information Systems Knowledge Inventory File Dr. Michael Haughton Spring 2004 Enterprise Resource Planning Submitted By Ayan Banerjee I.D. # 039004294 Table of Contents Knowledge Inventory File Synthesis ................................................................3 Article # 1: Migrating to an ERP System...........................................................4 Article # 2: Successful ERP Implementation the First Time....................................7 Article # 3: Getting Your ERP Implementation Back on Track...............................8 Article # 4: Managing ERP Applications for Strategic Advantage...........................11 Article # 5: Outsourcing ERP Support.............................................................14 Article # 6: Justifying Data Warehousing Investments........................................ 17 Knowledge Inventory File Synthesis In order to compete in this complex business world, companies need better information management of the company's data, a management that will help in better analysis of the processes involved. Organizations are however having a difficult time integrating and correlating data from various software applications and are looking forward to a single application. This is where the organization can employ Enterprise Resource Planning (ERP) Software. The
Global and Technological Implications of HR
Global and Technological Implications of HR Parrish G. Monk University of Phoenix Human Resources Management HRM 565 - DS- 1/06 Penny Wilkins February 11, 2006 Week 6 Global and Technological Implications of HR Traditional organizational boundaries are a thing of the past as new technology is developed and global market places are readily opening and expanding (La Londe, 1997). The plethora of new business opportunities for many domestic businesses as well as the typical challenges faced by global companies have caused corporations to revisit and revise their human resources management strategies to inculcate the rapidly changing world of technology. With the challenges of managing the increasing diversity in the workplace, technological advances that enhance business opportunities, increased global business and an expanding customer base, strategic mergers and acquisitions between unlikely entities, and even changes in an organization's focus to incorporate other services and products, businesses have had to intelligently adapt and evolve. Consequently, managing global human resources initiatives in a rapidly changing business environment can be both challenging and rewarding. Selecting priorities categorically may not always be the best option to address significant issues, concerns or changes. In fact, many global based companies incorporate team-based or
Viewing Management Through Various Approaches
Viewing Management Through Various Approaches -Rashmi Thapa Trainee Manager, Personal Department H enry Ford used to be the best car producer in the world at his time while Jack Welch is the best electronic producer now. What is the difference between them then? The answer to this query could only be one. And that is their use of contrasting 'management styles.' Understanding management might be one of the toughest attempts so far, for the concept, style, meaning, process and implication has altered over the years. Management however can be defined as the process of getting things done with and through the help of people for the achievement of goals, the only concern now is how these things are achieved 'with and through' people. The different approaches to management shows how the concept of getting things done have been evolved and how people particularly manage today. The initial organisations were recognised and coined by an American engineer called, Frederick Winslow Taylor a.k.a. F W Taylor, who devised the theory of 'Scientific Management,' This theory is concerned with the structure and activities of formal organisation, rather than the people working in the organisation, to control production between management and labour. Taylor propounded this theory by observing the intentional inefficiency of workers in his company. Taylor's theory looks into the
Organisational Behaviour: A case study on a firm that is struggling to motivate employees
. Introduction This report has been commissioned by Monica Skinner and is based on the case "Keeping Suzanne Chalmers" for the organisation Advanced Photonics Limited (APL). The purpose of the report is to analyse employee motivation and the company and give advice about how the company could improve its employee retention. A lack of motivation and a high employee turnover exists at APL. In order to address this problem there needs to be an understanding of employee needs; the negative effects of job specialisation need to be understood and corrected; rewards and incentives need to be implemented in a way that will foster motivation. This report will draw upon theories of motivation in order to analyse these issues and offer practical recommendations. The report assumes that APL has the resources to implement the recommendations. The report is limited by having only a small amount of information to work with and is from the perspective of Mr. Thomas Chan only. 2.1 The Needs of Employees In order to improve employee motivation and retention at APL, it is important to have an understanding of employee needs. The needs of employees are a very important factor affecting their motivation because needs energise people and cause them to take action in order to satisfy these needs (McShane & Travaglione, 2005). This section will discuss some of the foremost needs theories and the