Effect of Motivation on Employee Performance

Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it Effect of Motivation on Employee Performance Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it

Barbara Bush’s address to Wellesley College Graduates in 1990

Barbara Bush’s address to Wellesley College graduates in 1990 has revealed significant inconsistencies in Bush’s ability to evaluate hostile audience. In the light of several critical remarks and the desire to address Wellesley audience on equal terms, Barbara Bush’s commencement address remains a bright example of one’s inability to perform a thorough rhetorical research before a speech is delivered to the target audience.This might sound snobby, but Barbara Bush’s commencement speech at Wellesley did not produce the desired effect: for the audience, the speech has turned into an instrument of ironic evaluation of Bush’s rhetoric capabilities. Mrs. Bush started her speech with a special referral to Robert Fulghum’s story about pastor and a small girl who wanted to be a mermaid. â€Å"Now this little girl knew what she was and she was not about to give up on either her identity, or the game† (Bush).Taking into account that Welle sley College is a purely female environment (female students only), Barbara Bush might have implied that women do have a chance to find their place under the sun; furthermore, women should be able to protect their position and views against all odds.In reality, Barbara Bush was trying to emphasize the importance of diversity in education: dwarfs, giants, wizards and mermaids were used as metaphors and probably referred to different ethnic groups. â€Å"Diversity, life anything worth having, requires effort† (Bush).Taking into account that 6% of Wellesley students are African Americans, and 26% are of Asian Pacific origin (Peterson’s Planner), Barbara Bush might have succeeded in embracing diversity issues in her speech, but she has evidently failed to make her speech humorous.It is very probable that in her speech Barbara Bush forgot that she was speaking to women graduates. Wellesley graduates had passed a long way to getting Bachelor’s degree in arts; they wer e looking forward to finding their social place under sun.For some unknown reasons, Bush has initially placed special emphasis on the importance of marriage and children for women, forgetting about their future professionalism and career growth. Although her referral to â€Å"children must come first† was very objective and correct, Bush seemed to speak about the importance of her own marriage, and not about those who were in front of her. Barbara Bush was trying to expand the boundaries of traditional female social vision: â€Å"for over fifty years it was said that the winner of Wellesley’s annual hoop race would be the first to get married.[†¦] So I want to offer a new legend: the winner of the hoop race will be the first to realize her dream† (Bush). That passage could potentially become a very good ending of Bush’s speech, but it has only created another rhetoric controversy: the linguistic parallel between the hoop race and the future professio nal life opportunities for Wellesley graduates contradicted the previous â€Å"marriage-driven† set of Bush’s thoughts.ConclusionPublic speeches are the instruments of evaluating one’s rhetoric abilities. Speeches are also the keys to one’s true identity. Barbara Bush’s commencement address to Wellesley graduate students is a bright example of how speeches should not be delivered. Various linguistic speech elements should be used appropriately to fit particular audience. Although Barbara Bush was trying her best to encourage Wellesley graduates, her speech has been a set of separate contradicting thoughts.As a result, Bush’s speech has turned into the means of evaluating her weak abilities to speak to hostile audience.Works CitedBush, B. P. â€Å"Commencement Address at Wellesley College†. 1990. American Rhetoric. 15 June 2008. http://www. americanrhetoric. com/speeches/barbarabushwellesleycommencement. htm.Peterson’s Planner. â€Å"Wellesley College: Overview. † 2008. Peterson’s Planner. 15 June 2008. http://www. petersons. com/ugchannel/code/InstVC. asp? inunid=9608&sponsor=1.

Women Writers Medieval, Renaissance, Reformation

Changing Role of British Army Free Essay Example, 3250 words

The author of the paper states that the British Army is presumed to be one of the prime armed forces in the world because of its glorious past and involvement with NATO. The British Army is in charge of protecting the citizens of England, Wales, Ireland, Scotland and Northern Ireland i. e. the United Kingdom. The force has also been used as part of the operations United Nation on several occasions. The organization structure of the army consists of the General Staff. There are Field Army and Regional Forces to support the staffs. Also, they have collaborations with the Royal Navy and Royal Air Force. Earlier there existed two top-level structures within the Army namely Land Command and Adjunct General. But on 1st of April in 2008, both the structure were merged and converted to HQ Land Forces. The newly converted force is commanded by Commander-in-Chief, Land Forces. The present organizational structure of the British Army is headed by Commander-in-Chief, Land Forces. The profile has three sub positions. They are Commander Field Army, Joint Helicopter Command and Commander Regional Forces. The Commander Field Army leads the 1st Division, 3rd Division, 6th Division, Theatre Troops, and Land Warfare Centre. We will write a custom essay sample on Changing Role of British Army or any topic specifically for you Only $17.96 $11.86/page With the changing environment, the traditional roles of the army also call for a change. In the early days, the army was meant to safeguard and protect the interest of the nation and the lives of its citizens. The objectives still hold good today but in literary terms, the army has a lot many other things to do.

Human Trafficking Essay examples - 1632 Words

Slavery is a form of human bondage, in which people were forced to follow the demands of whoever owns them. Although it was abolished in the 19th century, slavery has been resurrected and has taken the form of human trafficking, a form of modern-day slavery, in which thousands of foreign people are smuggled across national borders as forced labor in factories, farms, and brothels. The way human traffickers persuade foreign women into coming to their country is forcing them against their will or falsely promising them the American dream. The threats that human trafficking present are that it deprives people of their human rights, it is a global health risk, and fuels the growth of organized crimes, like sex crimes. The United States has†¦show more content†¦That was the case for a Nigerian woman by the name of Martina Okeke. In 1998, Martina was taken in by a Staten Island couple with a promise of a $300 monthly wage and tuition help for her children back in Nigeria, but neve r received a penny. 12 years later, her friends finally convinced her to speak out about her current situation. (Fox) In June 2001, two Indonesian women were promised a well-paying restaurant job in New York, but ended up working at a Brooklyn Brothel. When they arrived in New York, the men waiting for them had given them a $30,000 debt to pay up and if they refuse to work as prostitutes, they threaten to kill them. â€Å"Human trafficking for labor or sex would seem to be something from another country, however stories like these make it clear that it commonly practiced in modern-day New York.† (Fox) This implies that trafficking takes different forms in different parts of the United States, like in New York or in California. In 2000, a Berkeley landlord was charged with smuggling minors and keeping them as sex slaves and was sentenced to more than eight years in prison with a restitution payment of $2 million. One of his sex slaves suffered an accident that resulted in her death and leaving behind her younger sister, however, it had not been for a malfunctioning heater, none of those sex slaves would escape and live in state of misery. (Bergman) On December 4th, 2007, researchersShow MoreRelatedThe Trafficking Of Human Trafficking1061 Words   |  5 Pagesare approximately twenty to thirty million slaves in the world today. Unfortunately due to trafficking being a fast growing crime it is very difficult to identify and locate these organizations and victims. Although there are many groups created to support victims, not enough awareness is being made and not enough action is being applied to stop human trafficking. Sex trafficking is a form of human trafficking that has been a worldwide issue since ancient times, but regularly forgotten, due to it beingRead MoreThe Trafficking Of Human Trafficking886 Words   |  4 Pages(Attention catcher)What if somebody came into your life and guaranteed a better lifestyle, but instead you were enslaved into human trafficking? Human trafficking is when a person is abducted from their current situation and mostly likely used for sex slavery. Furthermore, did you know human trafficking increased over the years? (Listener relevance) Although you may not be as aware in your comfortable surroundings, you should always be aware of suspicious vehicles and people. Even though we enjoyRead MoreThe Trafficking Of Human Trafficking930 Words   |  4 Pagesman. Regardless of the reasons, there are nearly 30 million victims of human trafficking globally. There are more slaves now than ever before. Trafficking of persons is not a subject that should be ignored or tak en lightly. In order to fully understand the enormity of this crisis, we will examine the root causes, facts, and the impact of human trafficking throughout the world. There are several factors to why human trafficking exists: poverty, governmental instability, natural disasters, addictionRead MoreThe Trafficking Of Human Trafficking3494 Words   |  14 Pagesended, never to return, they go back and sneak into our communities in severe forms by human trafficking crimes. When humanity eliminated the phenomenon of human slavery, it returned in different pictures and forms, combining them enslaving people, through the recruitment, transportation, transfer of people by force and threat, and using and exploiting them in different ways. Among the victims of human trafficking crimes, there are those who are subjected to sexual exploitation, labor exploitationRead MoreHuman Trafficking And The Trafficking901 Words   |  4 PagesHuman Smuggling and trafficking continues to be a worldwide plague that has been, thus far been largely ignored by the international community. The paramount reason human trafficking and smuggling has festered and grown roots and spread globally. It started as a grassroots effort on the local level where women and girls (it affects boys as well) would be used and sold for sex. Eventually, greed and corruption tagged along for the ride and at that point the crimes became an organized enterprise. AtRead MoreThe Human Of Human Trafficking Essay1235 Words   |  5 Pagesin 1865, the practice of it is still very alive today. Human trafficking, a form of modern slavery, is the buying and selling of people, whether it s for forced labor or commercial sex. Every year, thousands of adults and childre n, especially girls, are forced into the endless trafficking ring. â€Å"The International Labour Organization estimates that there are 20.9 million victims of human trafficking globally† (â€Å"The Facts†). The human trafficking industry is a worldwide network that is worth an estimatedRead MoreThe Trafficking Of Human Trafficking Essay1752 Words   |  8 PagesIn this essay, the history of human trafficking will be examined, followed by who is affected by trafficking. Next the scope and types of exploitation will be discussed. Human trafficking is an issue that affects countries all over the world. Governments have made an effort to curb trafficking, however these efforts have been very narrowly focused. American ignorance has led to poor handling of the issues by policy makers. Finally the essay will discuss a proposed solution and set some goals forRead MoreHuman Trafficking1355 Words   |  6 PagesRigdon November 16, 2014 Human Trafficking and its Dire Effects. Human Trafficking in the United States is something not a lot of people discuss. Most think it is only something that happens in third world countries, but in fact could be happening in their hometown. According to Protocol to Prevent, Subdue and Punish Trafficking in Persons, human trafficking in the modern world entails transfer of persons by use of applied force. Other methods used to enforce the trafficking include use of deceptionRead MoreHuman Trafficking And Human Sex Trafficking1850 Words   |  8 Pagesof human sex trafficking come to one s mind. The United States of America is not immune to this type of horrific behavior. America is the land of the free and yet something as awful as human sex trafficking occurs in our very own backyard each and everyday. According to the Department of Homeland Security the definition of human trafficking is â€Å"modern day slavery that involves the use of force, fraud, or coercion to obtain some type of labor or commercial sex act† (â€Å"What Is Human Trafficking?†)Read MoreSex Trafficking And Human Trafficking Essay1243 Words   |  5 Pages Human trafficking brings in billions of dollars into the U.S and all around the world. â€Å"The prime motive for such outrageous abuse is simple: money. In this $12 billion global business just one woman trafficked into the industrialized world can net her captors an average $67,000 a year† (Baird 2007). The laws around human trafficking are not strict and vary depending on what country it is happening in. Human trafficking is not something that is strictly foreign, it

Child centered educstion Free Essays

The concept of child-centred education implies that the child occupies the central place in the educational process. The old concept of education emphasised the importance of the teacher who always remained at the giving end. The modern concept of education gives the pride of place to the child and places him at the centre-stage. We will write a custom essay sample on Child centered educstion or any similar topic only for you Order Now Capacities, Needs and Interests of Child: As noted above, in child-centred education, the child is the centre of activity. This means, all programmes are geared to his requirements. In the Dictionary of Education, Prof. P. M. Lohithakshan elaborates the concept of child-centred education by saying that in this type of education â€Å"educational activities are designed and implemented on the basis of the capacities, needs and interests of children. Curricula, teaching methods, evaluation, co-curricular activities, etc. are all planned accordingly. † In the words of Prof. G. L. Arora, â€Å"Child-centred education means that for the rganisation of different processes of education, child’s point of view-his needs, interests and aptitudes should get precedence over the teacher’s, curriculum developer’s or evaluator’s point of view. † Educational programmes meaningful to Children. In child-centred education, educational programmes make learning more interesting and meaningful to children. Children-active participants In child-centred education, children become active participants in the teaching- learning process. They receive ample opportunities for active learning, social nteraction, problem solving and creative work in the classroom†, says Prof. Lohithakshan. Caters for individual differences Child-centred education caters for individual differences. Psychology and experience tells us that children differ in their innate capacities. So, child-centred education compels the teacher to plan his educational methods to su it individual differences. This means, a teacher cannot employ a particular method without taking into consideration the n s and requirements ot children. Child’s balanced development Child-centred education leads to balanced development of the child’s potentialities and his personality. This results from satisfaction of basic needs of children. Summing up: To sum up, the concept of child-centred education is â€Å"based on the assumption that individual’s life is self-contained and self- sufficient . That the individual is the end and not the means. According to this view, social institutions exist only to make the individual life better, richer and happier. † Child-centred education fulfils this mission. How to cite Child centered educstion, Papers

Eating to Live Longer free essay sample

Eating to Live Longer We have heard the saying we are what we eat. Researchers believe that eating certain foods will boost our immune system, foods such as garlic, and oranges. To help reduce the chances of a heart attack, we should eat less fat, sodium, cholesterol, fewer calories, and more fiber. Making better food choices for a healthy body does not mean that we have to exclude all our favorite foods. Healthy foods create energy in our body and provide minerals and vitamins to keep us healthy. There are many fruits and vegetables that are high in antioxidants that prevent heart disease, cancer, Alzheimers, and Parkinsons. Many researchers believe that eating a calorie restricted diet will extend our life span. Eating a healthy diet of foods that boost our immune system will increase our blood flow and decrease the risk of cancer and heart disease. Eating the proper types of foods to boost our immune system will increase the number of white blood cells. Vitamin C is at the top of the list of immune boosters, because there has been a great deal of research on the effect of Vitamin C than any other nutrient. Production of Vitamin C supplement is inexpensive and is vailable naturally in many fruit and vegetables such as; oranges, lemons, lime, grapefruit, broccoli, brussel sprouts, butternut squash, green peppers, and kale. Vitamin C increases the production of infection fghting white blood cells, antibodies, and increase levels of interferon. Vitamin C also produces the antibodies that coat cell surfaces preventing the entry of viruses (Sears, 2006). Vitamin E is an important antioxidant and stimulates the production of natural killer cells, those that destroy germs and cancer cells and lowers the risk of cardiovascular disease. In the Harvard School of Public Health study 87,000 nurses participated in a study using Vitamin E supplementation, the study showed that it cut the risk of heart attacks by 50 percent. The recommended amount of Vitamin E per day is 100-400 milligrams per day, people who smoke, and consume high amounts of alcohol will need a higher dose. Beta carotene increases infection fighting cells, natural killer cells, and helper T- cells. It is also an antioxidant that mops up excess free radicals that accelerate aging. Studies have shown that it can lower the risk of cardiovascular disease especially strokes and heart attacks. Bio flavenoids helps the body against environmental pollutants, and also reduces the cholesterols ability to form plaque in arteries. A diet containing a wide variety of fruit and vegetables, at least six servings per day will help the immune system work in top form. Zinc helps white blood cells fight off infections; it also increases killer cells that fght against cancer. A word of warning, too much Zinc in the form of a supplement (more than 75 milligrams a day) can inhibit immune function (Sears, 2006). Rich sources of Zinc are oysters, cereals, crab, beef, turkey dark meat, and beans. Garlic is a powerful immune booster that stimulates the multiplication of infection fighting white cells and increases the efficiency of antibody production. Garlic contains sulfur, such as allicin and sulfides; garlic is an antioxidant that reduces the build-up of free radicals in the bloodstream. People who eat a great deal of garlic have a lower incidence of intestinal cancer. yolks increase killer cells and mobilizes cancer fighting cells. Omega-3 fatty acids in flax oil and fatty fish (such as salmon, tuna, and mackerel) increasing the activity of phagocytes, the white blood cells that eat bacteria. Selenium found in tuna, red snapper, lobster, shrimp, whole grains, vegetables, egg yolks increase killer cells and mobilizes cancer fghting cells. Omega-3 fatty acids in flax oil and fatty fish (such as salmon, tuna, and mackerel) increase the activity of phagocytes, the white blood cells that eat up bacteria. Echinacea is a Native American plant that is a natural infection fighter. It is a top selling herbal remedy and one of the oldest. Echinacea works indirectly killing the germs by strengthening our immune system. Echinacea has been used for many years to fght virus, such as the common cold and flu virus. The est research on Echinacea comes from Germany; they use double-blind placebo- controlled studies, the gold standard for scientific research on drugs. The study has shown that Echinacea users experienced less frequent virus infections (colds and flus) by one-third to one-half compared to the group that took dummy pills. Making healthy food choices is one of many changes that can help reduce a chance of a heart attack. Eating the right foods with less fat, sodium, cholesterol, fewer calories, and more fiber will help reduce chances of a heart attack. Making better food choices for your health does not mean giving up our favorite foods. According to Barbra Schneeman PH. D, Director of the Food and Drug Administration Office of Nutrition, Labeling and Dietary Supplement recommends using the food label to determine dietary trade-offs. The FDA requires nutrition information to appear on packaging for most prepared foods. An example of using a food label is when a person is concerned with their high blood pressure and wants to limit how much salt (sodium) they eat. By looking at the label they can compare which product has the least sodium. Here are some tips for healthy eating; choose lean meat and poultry, bake, broil, or grill all food. When you eat out at a restaurant ask for steamed, grilled or baked dishes. Choose foods and beverages low in sugar. Pick food that provides dietary fiber, like fruit, beans, vegetables, and whole grains. In conclusion, research has shown that eating certain foods will boost your immune system. To help reduce the chances of a heart attack, we should eat less fat, sodium, cholesterol, fewer calories, and more fiber. There are many fruits and vegetables that are high in antioxidants that prevent heart disease, cancer, Alzheimers, and Parkinsons. Many researchers believe that eating a calorie restricted diet will extend our life span.