Research Topics: Manager Employee Relationship

Impact of Aging Population in the Workforce

Impact of Aging Population in the Workforce Introduction The most common type of strategy that the business leaders apply in their organization is to improve the talent. With the help of the human resource department and the manager, there is a great possibility to achieve this dream. From the point of view of the business leaders, if the organization enables to secure the human capital, they can definitely acquire the competitive advantage against their competitors. Other than that, if the people are suitable for the nature of the business and managed to apply their skills on the procedure or in collaborating with the technical innovation, the continuous development can be achieved. For over the years, the value of the business leaders on the importance of their human capital never ceases. In fact, the continuous consultation on the labor market and professionals to increase the performance and competency of the workforce are suggested. However, same as the medicine that ill people buy in the pharmacy, the people they acquire for almost twenty years or more have to retire. And this implication of the aged employees creates a great impact in the entire workforce. Challenges in the Workforce Aside from the hindrances of the minimum level of competency and knowledge among the members of the workforce, another complicated issue that is in the center of the attention is the advancement of their age. Most of the reliable individuals based their expertise on their years of experience. Because of the different challenges that they endure and resolved for the past years, the respect and reputation is on them. But everyone cannot escape the additional age and according to the labor law, aged individuals should retire (Robson, 2001). In the Philippines, the ideal age for a person retirement is 60. From that time, the benefits that he funded from his past services will be given back to him. Most of the successful organizations valued the importance of the seniors for they believe that their experience in handling the department is an advantage. But same as the concept of accounting, there is depreciation of human capital. The health care factor is the most influential factor that is on the workforce environment in the United States. Based on the different views of labor market, the aging population affects the nature of the skills and services in their work settings. The intensified requirement on their nature of work and the most common result is their failure to satisfy the increasing competitiveness on their profession. Problems among Aged People Seemingly, the most problem among the advanced member of workforce can be seen on their health. They sometimes notice their slow movement and back problems. In the area where there is a need of an intense approach for their job requirement, the aged people often felt different complications that lead to illness such as diabetes and/or heart ailments (CHWS, 2006). These health problems affect the performance of their work and it is very complicated when it reached to the point where there is no one available to take the responsibility. This area of processes will suffer from abandonment and might trigger to the losses of the organization. Another problem that might exist is the lack of knowledge of the aged people on the new technologies. These changes within the workforce are delivered to the awareness of the organizational leaders wherein they must do a strategy to prevent the deterioration of their process and prevent too many losses (Davidson, Lepeak, & Newman, 2007). Strategic Solution An ideal human management is the application of the Japanese Management Technique. Basically, this strategy is only popular among the organizations in Japan but it was identified as an effective strategy for the human management. Clearly, this is different among the managerial styles that are popular in the West culture (Tippu, 2006). The focus of the management technique is to nurture the competency of an individual right before he hired. Meaning, the organization is looking for the promising individuals in the universities then after the graduation; they hire that individual and enhance his ability. If the organization used this type of managerial approach or gained too much luck in finding the right people, any business leader will not let the good fortune pass. As an approach of the leaders to the aging people in their workforce, they often hire them as a board member or shareholders, wherein their expertise in leading stays within the organization. Conclusion Every organization is concern in establishing a good employer-employee relationship. Through that relationship, the business leaders can suggest on the need for training and development and in return, the workforce can perform well according to their leaders’ expectancy. But because of the advancement in age, the new employees face a great challenge wherein they must equal the expertise of their senior members. References: CHWS, 2006. The Impact of the Aging Population on the Health Workforce in the United States [Online] Available at: http://www.albany.edu/news/pdf_files/impact_of_aging_full.pdf [Accessed 10 March 2010]. Davidson, G., Lepeak, S., and Newman, E., 2007. The Impact of the Aging Workforce on Public Sector Organizations and Mission, International Public Management Association for Human Resources [Online] Available at: http://www.ipma-hr.org/pdf/AgingWorkforce.pdf [Accessed 10 March 2010]. Robson, 2001. Aging Populations and the Workforce – Challenges for Employers, British-North American Committee [Online] Available at: http://www.cdhowe.org/pdf/BNAC_Aging_Populations.pdf [Accessed 10 March 2010]. Tippu, S., 2006. Time to Learn Japanese Management Techniques [Online] Available at: http://www.nihongobashi.com/about_us/announcements/iTWire.pdf [Accessed 10 March 2010].   Credit:ivythesis.typepad.com

Impact of Aging Population in the Workforce

Impact of Aging Population in the Workforce Introduction The most common type of strategy that the business leaders apply in their organ...

Chapter V :COMPARISON OF LEADERSHIP STYLES OF UNITED STATES AND JAPAN

CHAPTER V SUMMARY AND CONCLUSION               This chapter presents the summary and conclusions of the researcher in relation to the comparative study of leadership styles of the United States and Japan. After conducting an extensive period of doing research and probing, the researcher accomplished the results of the study through qualitative research approach guided by descriptive and analytical skills. The researcher came up with the following summary and conclusions. Leadership is a complex area of empirical probation because it is deemed to be studied in various terms and application. Leadership extends beyond the performance of organisational management functions. The globalisation of the world necessitates the evaluation of leadership styles as it is an important component of organisational success. It is said that good leadership style includes establishing rapport with subordinates, identifying with their needs and concerns, setting good example, and others. The value of leadership is more than managing people for an organisation to work effectively. Aside from the personality of the leader, leadership style exists and makes difference. Such styles reflect relatively stable patterns of response to situations especially within given setting.  In this research, leadership styles of the United States and Japan are compared using secondary data obtained from previously published studies.             In summary, the United States is highly masculine-oriented and individualistic country while Japan is also masculine-oriented but values the practice of collectivism. These cultural attributes is a persuasive indicator of the leadership styles employed by both American and Japanese leaders. Individualist leaders, like the Americans, emphasise on individual action and self-interest while collectivist leaders, like the Japanese, recognise collective action and view themselves more as group members. Both American and Japanese leaders use the participative leadership style. However, Japanese participative leadership style is more charismatic and directly incorporated with dominant Japanese cultural values and traditions. Both leaders support and work to perform within the working environment where staff participation is encourage. The involvement of members of the staff is crucial mainly in significant organisational functions such as decision-making processes, communication, and performance. Also, Japanese leaders are admired for their functions extend beyond social setting. They are both result-oriented, where organisational objectives are completely achieved. Japanese leaders call attention to results predominantly on innovations; however, perform not on the expense of staff members.             In motivation, American leaders also use directive leadership style aside from participative approach. This is because of the presence of standardised rules for behaviour and rewards achievement that affects individual advancement. They include contingency reward and punishment as form of motivation. Japanese leaders, on the other hand, use participative approach alone and focus on commitment and loyalty as form of motivation. In relationship management, the process of communication on both leaders is given significant priority. Specifically, American leaders are less relationship-oriented while Japanese leaders are more relationship-oriented as they show outstanding concern on personal lives of their staff members. Employee relationships on American leaders are directed to maximum achievement of goals and disregard personal attributes of employees. For American leaders, results should benefit the whole organisation while Japanese leaders, results should benefit both the organisation and the individual. Trust is extremely dominant among Japanese leaders. Since relationship is governed by respect, guidance and consultation, Japanese leaders value equality and group harmony.             Both American and Japanese organisational designs are structured and ordered according to hierarchical positions. A set of governing organisational rules and policies affects the execution of leadership styles. American leaders strictly adhere to all established organisational rules and policies while Japanese are less in organisational rules and policies. On personal characteristics, American leaders possess the tendency to focus on self-interest and acquisition of wealth. This is attributed to the individualistic cultural orientation. Self-enhancement is prioritised over self-criticism. They avoid criticisms about themselves. American leaders have higher indication for extraversion, agreeableness, and emotional stability. They are more conscientious and open to experience than Japanese managers. For Japanese leaders, they are group-oriented. They do not have more analytical tools to analyse the workplace situations and functions. They value self-criticism and explore many fields of expertise rather than restricting themselves to single area of specialisation. Japanese leaders have a consistent overturned causation explanation of personality mainly influenced by culture. On this study, both countries were chosen because of its identified cultural differences to Hofstede’s four dimension model. Aside from cultural differences, both countries are identified similar, or do not differ significantly on most cases. For example, communication process and skills, goal setting and achievement, performance and productivity feedback, follower’s or subordinates feedback, and overall leadership behaviours are most likely identical. Significant differences in their leadership styles is seen in the application of management functions including motivation, employee relationships, and some aspects of decision-making, supervising, forecasting ability, and training progression. For American leaders, focus on result is outstanding. Japanese leaders, on the other hand, are remarkable on work-process. It is known that with the differing nature and characteristics of work, more effective and productive leadership styles are needed. The participative leadership styles of the United States and Japan is highly effective given that it is applied in specific areas with and maximum carefulness. The investigation of the consequences of this leadership style is important for leaders to have underlying knowledge on how to lead and motivate the members of the organisation.             In this research study, it was noted that a given leadership style effectively applicable in one country (e.g. the US) may not be easily transferable or even applicable to another (e.g. Japan). Looking on the entire analysis and discussion, the leadership styles of both countries are somewhat similar and different in their own given rights. Because leadership styles are largely complex and designed to cater a specific area of management and practice, their specific relevance in various counties is uncertain. This uncertainty is a potential subject for further empirical exploration. It could be concluded that leadership styles are conceptually different and independently constructed because various styles can be displayed contemporaneously while empirically associated. The emphasis of leadership theory is centred on its essential contribution towards the unity and productivity of the entire organisation.             The research implications adhere to the dynamics of business management and managerial leadership in all industries and parts of the world. By providing this evaluative research effort, the leadership styles of both Japan and the United States is further illuminated particularly its relevance and application to the current environment. This study is also directed to providing additional literatures that focus on the examination of Japanese and American management practices. It similarly signifies the importance of looking on the leadership dimensions of Japan and the U.S. Moreover, it applies definite answer to the varying differences in leadership styles as commonly identified in past leadership publications. Finally, this research emphasises the interrelatedness of conventional and contemporary leadership paradigms. Overall, the findings obtained in this study acknowledge the role of change and culture in terms of leadership and leadership styles employed by leaders and managers alike.             In the case of American and Japanese participative leadership style, it has been pointed out that concern and consideration is bounded on different ways in different cultures. It is argued that for a specific leadership style to be successful in serving the needs of today’s contemporary workplace, it will call for retreat from hierarchical position-based authority to a more knowledge-based control. Leadership styles used at any given workplace settings or countries must adjust to existing changes in the global workplace and for the purpose of meeting the budding demands and aspirations of different generations of knowledge workers. Therefore, due to the dynamic condition and nature of the international workplace as well as the job/task itself, leadership styles have also had to undergo transformation. Leadership styles must be created to address the demands of the current environment, adapt to these changes, and meet the organisational goals for productivity and success. In light of above findings, it seems likely that a leader’s style is directly influenced by culture and other considerations yet leadership styles work well in one environment may not be effective in different cultural background.         Credit:ivythesis.typepad.com

Chapter V :COMPARISON OF LEADERSHIP STYLES OF UNITED STATES AND JAPAN

CHAPTER V SUMMARY AND CONCLUSION This chapter presents the summary and conclusions of the researcher in relation to the ...

Human Resources

Under the National Labor Relations Board (NLRB), an employee has the right to: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Form or attempt to form, a union among themselves</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Join a union whether it is recognized or not by the employer</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Assist a union in organizing his or her coworkers</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Engage in protected concerted activities, which are group activities that aim to modify wages or working conditions</li> </ul>   Analyzing the case study, I can say that the organization has violated a number of NLRB’s provisions. In general, the provisions of the National Labor Relations Board forbid employers from committing unfair labor practices which interfere, restrain, or coerce employees in exercising their rights to organize, form, join or assist any labor organization for the purpose of collective bargaining, or engage in activities that seek to improve wages or working circumstances. The unfair labor practices that the company committed are as follows:             Due to the murder of a sales assistant while on duty, several employees contacted the union in order to represent all the employees. The company was quick to notify the union that there is an order that prohibits solicitation on company property. This act was followed by a series of acts that seemed to hinder the organization of a union in the said company.   1. The company also made use of benefits in order to discourage employees from supporting the union.             The company officials met with 200 sales assistants reminding them of the no solicitation policy. These assistants were paid for attending the meeting. During the meeting, the company officials were keen on convincing the employees that a union will do them no good and forming a union would be useless.             The employees voiced out their complaints about the company rules. The company was very quick in responding to these complaints. The next day, there were big changes regarding work. Sales assistants are now working a 40-hour workweek, the security of the stores was also improved. In addition, the company also directed its directors that no one would be required to work alone at night and that overtime must be paid.             The company also made changes in terms of the benefits that employees are entitled to. The company sent memo informing everyone in the organization regarding the additional improvements in life, major medical, and accident insurance plans in addition to death and family benefits. The disciplinary appeal system was also revised.   2. The company threatened to close a number of its stores should the employees pursue to establish a union that will represent them.             The union filed a representation petition with the NLRB in order to organize a union. The company president threatened to close the stores should the employees join the union.                These actions taken by the company are considered unfair labor practices as they seek to hinder or to prevent the employees to exercise their rights to join a union. The company made use of threats and benefits in order to discourage employees from joining the union. We can say that all these benefits and changes are deliberately timed in order to discourage employees from joining a union.    Evaluating Employee Relations             Employee relations is an HRM activity that covers communications, employee participation, conflict and grievance resolution, trade unions and collective bargaining. In evaluating the employee relations of the company, I must first determine the rules, regulations and government policies that is applicable to every area and measure if the organization is complying. In addition, the effectiveness of the procedures in areas such as grievance handling, performance evaluations and policy administration must be assessed.   The Ten Priority Employment Relation Areas are: 1. Recruitment and Selection – the recruitment and selection is an area that must be continuously reviewed in order to ensure that the company is complying with government regulations especially the EEO policies. 2. Human Resources Development – it is imperative that the human resources development activities of the organization comply with government regulations. 3. Job Description – the employees must understand the scope of their jobs in order to avoid legal complaints against the company. 4. Performance Management/Appraisal – the performance management ensures that the employees understand what is expected of them. The organization must develop a performance management system that is clear, timely and fair. 5. Employee Rewards, Compensation and Incentives – it is important to review the rewards, compensation and incentive packages of the company to avoid lawsuits and to make sure that they follow the government policies. 6. Employee Safety and Health – the company must continuously review its employee safety and health policies and ensure that they comply with government regulations. 7. Career Development – the career development process is an important area of employee relations as it helps the employee to progress in the organization. 8. Grievance Procedure – the grievance procedure is one of the vital areas that must be reviewed. 9. Management/Worker Relationships – the organization must maintain an effective employer-employee relationship. 10. Labor Relations – the employees must be actively involved in the decision-making process especially in issues regarding their work conditions. Credit:ivythesis.typepad.com

Human Resources

Under the National Labor Relations Board (NLRB), an employee has the right to: Form or attempt to form, a unio...

PERSONAL GRIEVANCES: PROCEDURES UNDER THE EMPLOYMENT RELATIONS ACT 2000

PERSONAL GRIEVANCES: PROCEDURES UNDER THE EMPLOYMENT RELATIONS ACT 2000   Table of Contents     I.      Introduction.. 3 II.     The Employment Relations Act 2000. 4 III.        Issues of the Case.. 5 IV.       Personal Grievances.. 6 A.    Inadequate Support. 7 B.    Unjustifiable Dismissal. 8 C.    Possible Remedies. 9 V.    The ABC Trust’s Defence.. 10 A.    Substantive Justifications. 10 B.    Procedural Justifications (Procedural Fairness) 11 VI.       Analysis of the Case.. 12 VII.      Conclusion.. 13 VIII.     References.. 14   I.              Introduction An old adage has noted that without rules and laws to follow, we are but savages. There is nothing untruthful in that claim, an environment devoid of any form of established tenets and standards to follow essentially will result to chaos. This is especially true in relationships where there is an inequity in power and position like that between of the employer and the employee. Without laws, it is more likely that every relationship in this regard will end up being an abusive one. In the case of New Zealand, the state has ratified a set of rules governing every facet of the employment environment. Basically, these laws are maintained in the Employment Relations Act 2000 (ERA). The terms and agreements provided in this piece of legislation apply to anyone in New Zealand that works in exchange of payment from another person (employer). More specifically, the law applies to those who receive any form of commission, piece rates, and salary. It must be emphasised that the employment relationship in this area should be covered by “contract of service” and not a “contract for service.” This means that the principles of the said legislation are only applicable to those having an employer-employee relationship and not valid in instances of principal-contractor relationships. In this paper, a discussion on the procedures available for both employers and employees in New Zealand law, particularly in instances of conflict, will be provided.     II.            The Employment Relations Act 2000 As indicated in the introduction above, the law only applies in employment agreements that fall under contract of service. This means that the parties involved in this agreement have a fiduciary relationship. The presence of this connotation was recognised by the state and reinforced it to some extent by instilling the good faith doctrine in the ERA. Section 3 of the ERA even maintained that it is the instilment of good faith in employment relations serves as the general objective of the Act. In the same manner, s4 of the said piece of legislation intimated that the employer and the employee must always act in good faith. In looking at the terms and principles of good faith infused in the ERA, it appears that the law intends the employers and employees in New Zealand to understand the human relationship that exist between them. In placing the term in the ERA, it has then become a basic requirement of the law that these employers and employees should not carry out activities that is tantamount to any misleading or deceptive outcomes. Being the objective of the ERA, it also intimates that deception any for of misleading behaviour is barred from any of the dealings between the employer and employees. These activities range from hiring (s101), collective bargaining (s33-s34), to addressing disputes in the organisation (s129). Generally, the relationships and the consequent conflicts between the employee and the employer are seen in the case of ABC Trust and John. The issues on the said case are presented in the following part of the paper.       III.           Issues of the Case The case involves John and his employer ABC Trust. The dispute between the two parties initiated when John, the herd manager, had an altercation with a co-worker in the farm. The altercation resulted to massive injuries on the part of the co-worker and the initial suspension of John. The trustees gave John a chance to explain his side of the story. However, they eventually dismissed him after they deliberated the case.   The decisions of the trustees prompted John to file a suit against ABC Trust claiming that he has been unjustifiably dismissed. This claim points out instances that date in the early periods of John’s employment in the trust. He claims that he is not being compensated properly given that he is handling uncooperative subordinates, one of which was Bob whom John assaulted after the altercation. On the other hand, the trust views John as an incompetent employee and apparently extremely capable of doing what he did to Bob. They characterised him as “out of his depth” which intimates that they are already contemplating of letting John go even before the altercation took place. In this manner, there are several issues that should be considered in the case. First, was the claim of John pertaining to his unjustifiable dismissal valid? What are the remedies for John if his claim against the Trust was successful? In the same manner, there is an issue whether the Trust complied with the prescribed procedures in dismissing an employee. What are the available defences for the Trust to minimise their losses and even dodge conviction from the relevant authorities? IV.          Personal Grievances Under the ERA, the employee is allowed to file a personal grievance as intimated in s103 of the said legislation. It is possibly the sole recourse of John to challenge the decision of the trustees to dismiss his employment. (s113, ERA)  The personal grievances are to be forwarded to the Employment Relations Authority within ninety days beginning the dismissal or communication of the dismissal.    In 2006, a study was made by the Department of Labour looking to gauge the trend of these grievances whether it goes in favour of the employer or the employee. (Department of Labour 2007) Specifically, claims pertaining to unjustified dismissal, unjustified disadvantage, and sexual harassment were considered. All in all, there were 47% of the cases which were decided in favour of the employees and another 8% cases in favour but with reduced remedies because the conduct of the employees were rather contributory to the dismissal. The remaining 35% are cases which go in favour of the employers. In looking at the trend above, John’s claim against the Trust may find favourable outcomes for him. The following discussions will be looking at the facts pointed out in the case and determine as to John’s claims would have enough weight to find favourable outcomes. The discussions will focus on the alleged claims of unjustified disadvantage and unjustified dismissal. Recent cases will be taken into consideration to analyse the conditions surrounding the personal grievances of John against the Trust.    A.   Inadequate Support The case interjected that John felt that he was being treated badly during his employ in the Trust. In this regard, he could make a personal grievance claim based on s103(1)(b) which indicates that “personal grievance means any grievance that an employee may have against the employee’s employer or former employer because of a claim that the employee’s employment, or 1 or more conditions of the employee’s employment (including any condition that survives termination of the employment), is or are or was (during employment that has since been terminated) affected to the employee’s disadvantage by some unjustifiable action by the employer.”   To succinctly describe it, John is entitled to file a suit pertaining to unjustified disadvantage during his employment. Looking executing the terms of the said Act, the courts considered several elements that should ensue to constitute an unjustified disadvantage. For instance, one is that the employee’s employment, or one or more conditions of employment, must be affected. In the case of John, the hiring of two unconscionable subordinates made him function ineptly as a herd manager. Based on the facts of the case, the altercation between Bob and John started when Bob did not comply with an order from John which the former continued to throw verbal expletives to his superior and eventually shoving him. This is the type of co-worker that John has to contend. This resulted to the trustees view that John is not fit for the job and that his hiring was a big mistake. In the case of Wellington Area Health Board v Wellington Hotel, the courts intimated that this element of unjustified disadvantage should only fall within “on the job” situations. Essentially, this has been satisfied in the conditions surrounding the claim of John.    B.   Unjustifiable Dismissal Based on the terms in s103(a) of the ERA, employers have the responsibility of justifying their acts pertaining to employee dismissals. Specifically, the ERA mentioned that the “employee has been unjustifiably dismissed.” This means that the actions which the trustees have acquired should be akin to what a reasonable employer would carry out. In the case of Air New Zealand Ltd v Hudson, the interpretation of this unjustifiable dismissal is taken into consideration. In the same manner, Food Processing etc IUOW v Unilever New Zealand Ltd indicated several elements that should be provided by the employer prior to the dismissal. These include the notice of the allegation, the opportunity to present his case, and objective deliberation of the case. In the case of John, there were several elements missing in his dismissal proceedings. First, there was indeed a notice of the allegation and an opportunity to present his case however the notice of the allegation was not given in an official manner to John while the opportunity to present his case precluded John from using representation and even a witness of what actually transpired. Lastly, the consideration of John’s case was far from being objective. The trustees had already a preconceived intent to terminate John. Moreover, their regard on John as a bad employee was not communicated in an explicit and fair manner. Specifically, there is some good reason to believe that there was, in fact, no notice given whatsoever on the job appraisal of John.      C.   Possible Remedies Essentially, the Act indicates that the primary remedy on which John could acquire would be the reinstatement in his position in the Trust. However, looking at the events that took place in the Trust, one can assume that returning to work would be the last thing that John would want. Fortunately, s123-128 pointed out several alternatives available for the claimant. These alternatives include reimbursement of lost wages and compensation; payment for humiliation, loss of dignity, injury to feelings; and for any other loss amounted from the case.   The case of Housham v Juken New Zealand Ltd shows considerable resemblance on the case of John. The case also involved an altercation and consequent assault. The claimant mentioned that he punched the co-worker as a means of self-defence. After deliberations, the courts sided on the claimant maintaining that he was unjustly dismissed. The court awarded the claimant twenty thousand dollars worth of compensation for economic loss aside from the recovery of lost remuneration and superannuation subsidies that the company owed him. The case above indicates that there are several other ways of finding remedies for John. However, this could only be possible if he is able to build a case against the Trust presenting a clear and present breach of their contract of service and infringement of the existing laws of New Zealand.    V.           The ABC Trust’s Defence Relevant legislation and existing judicial interpretations have established a reputable attempt to make the employment policies fair for both the employer and employees. In the case of ABC Trust, there are several defences available at their disposal. The following discussions will be focusing on the substantive and procedural justifications of their dismissal of John. Moreover, a close consideration on the ERA and past cases will be provided to support the arguments in this part of the paper.   A.   Substantive Justifications The Trust is open to certain defences based on the substance of the case. For instance, they could show that they have indeed carried out a reasonable investigation pertaining to the incident involving John and Bob. As indicated in the Housham case, the action of John was not in any form a type of self-defence but an actual retaliation on the verbal expletives and shove coming from Bob. Following the principles intimated in the Air New Zealand Ltd case, the consequent dismissal of John is basically tantamount to what a reasonable employer would do. John overreacted in a really violent manner and it seemed that he was a threat to the rest of the personnel, including one of the trustees Bill, who works in the farm. In a sense, they were merely carrying out their job to secure a safe workplace for the rest of their employees. As indicated in the case of Williams v Napier Motors ltd t/a Dunedin City Ford, the employers have the legal responsibility to make the workplace free from avoidable harm. In the case of ABC Trust, there are no facts indicating whether Bill or Peter witnessed the incident. Both of which were said to be in the farm at the moment of the altercation. However, based on the actions of the trustees, it would appear that the John was caught red handed in assaulting Bob. In the case of W & H Newspapers Ltd v Oram, the courts indicated that the firing of an employee would be deemed reasonable if the employee was caught red handed. Basically, there was a clear and unambiguous misconduct on the part of John as much as there is one on the part of Bob. In any case, it would have been appropriate to terminate both the said employees. B.   Procedural Justifications (Procedural Fairness) Based the case of Food Processing etc IUOW v Unilever New Zealand Ltd, the employer should provide the employee ample notice on the allegations that could cause him/her his/her job. In the same manner, the chance to justify his/her actions is also required as a part of the procedures in dismissal. The third requirement as intimated in the case was whether the investigation carried out was unbiased.    Based claims of the Trust, there was enough procedures for John to justify the allegation. He was informed of the hearing of his case by the trustees and was given notice about the allegation. However, it would be difficult to prove on the part of John that the procedure carried out was far from being objective. Nonetheless, as maintained in the Air New Zealand Ltd case, one could surmise that actions provided by the trust to John were reasonable.   VI.          Analysis of the Case The discussions above have presented the possible courses of action of both employer and employee in an instance where personal grievances are present. In considering the facts of the case, it appears that both parties are at fault. On the part of the employer, they have failed to follow the prescribed procedure pertaining to the termination and dismissal of employees. If they have given this much effort, then the claim of John would be essentially rejected after the deliberations of the courts. However, there are certainly some lapses in the execution of the law on their part. On the part of John, physically assaulting Bob, despite the level of uncouthness that the said co-worker displayed is an overreaction. Bob was hospitalised because of his response. Being a supposed “manager” he should have taken steps to avert any form of violence in the workplace. This then exacerbated the view of the trustees not only his performance as an employee but also his behaviour as an individual. In any case, the thrown punches were not in any way tantamount to an act of self-defence. To the very least, it is an act of retaliation on the part of John. All in all, the courts will more likely to take on the side of John intimating that he was unjustly dismissed. However, the full remedies will not be provided given that both parties are at fault. John did not report the attitude of the two subordinates to the trustees towards him which gave them no idea on whether the act done by John is a culmination of all the abuses and disobliging nature of the farm workers. In fairness to ABC Trust, they have done their share in terms of duties and responsibilities as employers. However, they have failed to carry out certain key elements on the dismissal of John. In the same regard, satisfying the standards of procedural fairness as maintained in the law was never met during the deliberation of the employers on John’s case.   VII.         Conclusion In any employment relationship, there is always the possibility of conflict taking place.  The discussions above have maintained that fact. Employers will always want more from their employees in terms of services while employees will always want more compensation for their work. The problem in this regard is that both will not get what they whether they like it or not. To boot, this will happen almost all of the time. Too often, this issue trigger certain conflicts between employers and employees. Nonetheless, the presence of the Employment Relations Act 2000 will make sure that the just procedure is conducted and the appropriate individuals compensated. The case of John and ABC trustees is a prime example the existing employment conditions in New Zealand. In the same manner, the consequent discussions provide for the relevant protections of the state on both the employers’ and the employees’ welfare and rights. Moreover, the presence of these legislations as well as the state bodies that implement it allows the labour sector and the industries to focus on realising their organisational goals and essentially doing the job that they are expected to perform. In any case, the presence of the Employment Relations Authority and the Employment Court gives both the employer and employee the appropriate avenue to iron out the uneven surfaces of their relationship. It always bears positive outcomes when these private entities have some recourse in instances where they could make everything right without severely aggrieving the other party. The ERA provides security for both the employer and employee that no amount of riches could match. VIII.       References Air New Zealand Ltd v Hudson [2006] ERNZ 415 Department of Labour. (2007) “Personal Grievance Determinations in the Employment Relations Authority.” Available at: www.ers.govt.nz/publications/reports/authoritystatistics07/authoritystatistics07_02.html [Accessed 19 April 2008] Employment Relations Act 2000. Available at: http://gpacts.knowledge-basket.co.nz/gpacts/public/text/2000/se/024se103.html [Accessed 19 April 2008] Food Processing etc IUOW v Unilever New Zealand Ltd[1990] 1 NZILR Housham v Juken New Zealand Ltd [2007] ERNZ 183 Trotter v Telecom NZ [1993]  2 ERNZ 351 W & H Newspapers Ltd v Oram [2000] 2 ERNZ 448, 457. Wellington Area Health Board v Wellington Hotel, Hospital, Restaurant & Related Trades IUOW [1992] 2 ERNZ 466 Williams v Napier Motors ltd t/a Dunedin City Ford 20 Dec 2007, J Crichton, CA 106A/07, Credit:ivythesis.typepad.com

PERSONAL GRIEVANCES: PROCEDURES UNDER THE EMPLOYMENT RELATIONS ACT 2000

PERSONAL GRIEVANCES: PROCEDURES UNDER THE EMPLOYMENT RELATIONS ACT 2000 Table of Contents I. Introduction .. 3 II. ...

HR management analysis

HR management analysis   Introduction The Human Resources Management is a part of the industry assigned with the task of managing its manpower. A weak manpower simply indicates less productivity and progress, while a strong manpower means more. Obviously, the task of the HR manager is to make the manpower of the organisation strong by making sure that they are talented, skilled, and bounded by effective regulations and organisation policies. Nonetheless, that was the traditional human resource management approach. Primarily, the goal of this paper is to analyse and compare the HR management in US and Europe, through the Hard Rock Café.   Overview of the Organisation             Hard Rock Cafe is one of the recognised brands in the entertainment world. The company provides different collection of music memorabilia which has been displayed in each location all over the global market. Hard Rock is also considered for its collectible music related merchandises and fashion and also the Live performance venues for all famous artists.  The company owns 110 restaurants in over 40 nations which starts their operation since 1971.  Accordingly, in terms of human resources, the management believes that their human resources are the conscious of the organisation. In this regard, they give support to their employees through their support centre providing training and development programmes and giving them the opportunity to have career development. The employees of Hard Rock have a high passion in music.   Since the company is operating worldwide, it can be said that each management among the branch are considering their own human resource management approach.   Comparison HRM Approach, In the United             States of American, most scholars have been able to define the context of management by determining the function of human resource management in a organisation and classifying management into various styles. For instance, American scholar, describe management as the course of influencing the followers to agree and understand the things that must be accomplished and how these activities can be accomplished efficiently. It is also noted as the process of assisting the subordinates and facilitating cumulative efforts to achieve a common goal. In the US, the management style that has been commonly described by most scholars is the participative type of management. Accordingly, the American human resource management are able to use this style, specifically in making decisions (Stewart et al, 1986).  In America, Seibold and Shea (2001) emphasise 5 types of participation approaches, including the so-called quality circle, self-directed work teams, quality of work life program, sharing plans and quality circle. These classifications have provided American organisations a model to encourage workforce participation. Hence, it can be noted that human resource management in the US hard rock cafe branch are providing more opportunities for their employees to participate in all operations and decision making process to make the service even better. European has been noted for being an innovative leader and participative management. In Europe, most firms adhere to the transformational type of human resource management. Transformational management motivate others to do more than they originally intended and often even more than they thought possible. Such management set more challenging expectations as well as typically achieve higher performances. H herein, human resource management emphasizes the transaction or exchange that takes place among management, colleagues, and followers (Leithwood, 1992). This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfil the requirements. Accordingly, the human resource management style used in European is noted to be effective. This is because European human resource management style has enable the organisation to achieve higher levels of employee motivation, commitment, delegation in terms of decision making and intrinsic job satisfaction. In addition, authors and scholars also agreed that Europeans is known to be a collectivistic culture which means that industries would highlights collective decision making as well as accumulative obligation. In addition, some utilised a communicative concept to given meaning to European human resource management style. Herein, European management have been able to act as efficient communicators in their respective firms. In addition, European management make efforts in maintaining harmony in their firms.   Conclusion By and large, it can be said that the even though there is a difference between European and American HRM approach, it can still be said that both approach aims to have a better and productive employees with good employee relationship for the entire Hard Rock cafe industry. Reference Reference   Leithwood, K.A.  (1992). The Move Toward Transformational Leadership.  Educational Leadership, vol. 49, no.5, pp. 8-12. Seibold, D. R., & Shea, B. C. (2001). Participation and decision making. In F. M. Jablin, L. L. Putman (Eds.). The new handbook of organizational communication: Advances in theory, research, and methods (pp. 664-703). Thousand Oaks, CA: Sage.         Credit:ivythesis.typepad.com

HR management analysis

HR management analysis Introduction The Human Resources Management is a part of the industry assigned with the task of managing its ...

WITHDRAWAL IN NEGOTIATION: AN ANECDOTAL ANALYSIS

WITHDRAWAL IN NEGOTIATION: AN ANECDOTAL ANALYSIS

RESEARCH PROPOSAL ON THE IMPACT OF PSYCHOLOGICAL CONTRACT ON EMPLOYEE MOTIVATION IN THE SERVICES SECTOR

THE IMPACT OF PSYCHOLOGICAL CONTRACT ON EMPLOYEE MOTIVATION IN THE SERVICES SECTOR                                          A Research Proposal submitted in partial fulfilment of the requirements for the award of MSc Degree in Human Resource Management     ABSTRACT   The following report outlines research which intends to examine the Impact of psychological contract on employee motivation in the service sector using Carlisle Cleaning and Support Services as a case study. It also seeks to evaluate the nature of the psychological contract and the impact of breach or violation of psychological contract on employee and organisation at large. In achieving this aim, the research will first undertake a background research into the formation of psychological contract as well as factors that influence employee motivation. The research is also intended to expand further on previous write ups by past researchers in this field by assessing secondary data. As such a comprehensive literature review will be undertaken.   The methodology to be used in conducting this research will involve use of quantitative and qualitative research method. The data will be collected using survey questionnaire and structural interview. These approaches will enable the researcher to obtain all the relevant information that is required for this study.       TABLE OF CONTENTS Statement of research………………………………………………………………..4 Introduction …………………………………………………………………………….….4                                                                             Research Question……………………………………………………………………..5 Research aim……………………………………………………………………….……..6                                 Research objectives ………………………………………………………….……… 6                  Literature review…………………………………………………………………..….…7                Concepts of psychological contract…………………………………….……..7                                                      Transactional and relational………………………………………………….……9 Expectations and breach…………………………..………………………….….. 9                                         Methodology………………………………………………………………………….…..10                               Framework…………………………………………………………………………….…..10 Research Design ………………………………………………………….……….…..10                                                                         Data collection……………………………………………………….…………………..11 Questionnaire design…………………………………………………………………12 Sample……………………………………………………………………………………….12 Data Analysis……………………………………………………………………………..13 Limitation…………………………………………………………………………….……..13 Ethical considerations………………………………………………………..……..13 Time Plan……………………………………………………………………….……….….14                                                                                References……………………………………………………………………….….…….15                           1.0 THE STATEMENT OF RESEARCH   1.1 Introduction Carlisle Cleaning and Support Services is a trading name of Carlisle Cleaning Services Limited, which is a company registered in England. It is one of the top 10 providers of cleaning and support services in the UK, and employs more than 3,000 staff across Britain. Its aim is to offer an innovative and personalised service that focuses on your company’s objectives.   It reduces the total cost to its clients of maintaining clean, hygienic and pleasant environments in the public service, retail and transport sectors. It strives to be innovative in its approach, and benchmark itself against its competitors as well as ‘best in class’ companies in other sectors (www.carlislecleaning.co.uk)     There is abundant research on psychological contract but not much has been done on its impact on employee motivation. Analysis of the relationship between employers and employees has been a preoccupation of social scientists and other commentators for decades. The post-war period discussion in this area, within different academic disciplines and at various points in time, has focused on concepts of employee motivation, exchange, trust and the employment relationship (Davidson, 2001). The changing terminology reflects alterations in the dominant perspectives adopted by writers, as well as shifting fashions in academia. The renewed interest in the concept of the psychological contract is an example of these shifts. However, raising motivation levels and ensuring commitment are two of the key success factors when managing people at work. Increasingly managers, whether consciously or not, are turning to the psychological contract as a way to retain and motivate key staff (Hayesj, 2008). In a recent CIPD survey, 9 out of 10 HR managers agreed it was a useful tool when managing and recruiting staff, while over one third said they used the concept of the psychological contract in their everyday work.   Psychological contract is a series of mutual expectations of which the parties to the relationship may not themselves be even dimly aware but which nonetheless govern their relationship to each other. (Levinson et al., 1962-quoted in Gammie, 2006)   Argyris (1960) originally developed the concept as a means of analysing employer and employee expectations. More recently, this analytical tool has been used by Handy (1993), Herriot and Pemberton (1995), Guest and Conway (1999), Sparrow (1996) and many others as quoted in Gammie (2006) to explain changes in the nature of employment within organisations in the UK and elsewhere.   A key theme in these analyses has been the suggestion that what employers and employees offer to motivate one another at work has changed in fundamental and consistent ways over the years. It is this proposition that this research focuses on. Using information gathered from questionnaires and interview with employees of Carlisle Cleaning and support services, this paper will outline the nature of the psychological contract and its impact on employee motivation.   1.3 RESEARCH QUESTIONS In this study, the following are some of the research questions that will be designed to guide the research; <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="line-height: 150%; text-autospace: none"> What are employee’s expectations from his manager/employer? </li> <li class="MsoNormal" style="line-height: 150%; text-autospace: none"> What do employees think will give them the greatest sense of meaning in their role? </li> <li class="MsoNormal" style="line-height: 150%; text-autospace: none"> Do the employees understand the culture and how does this fit with their values? </li> <li class="MsoNormal" style="line-height: 150%; text-autospace: none"> What would it take for an employee to walk the extra mile for the employer? </li> <li class="MsoNormal" style="color: black; line-height: 150%"> What elements of work give the employee greatest satisfaction? </li> <li class="MsoNormal" style="color: black; line-height: 150%"> How did employees respond to perceived breach and violation of </li> </ul> their psychological contracts.     1.4 AIM AND OBJECTIVES OF RESEARCH Research Aim The aim of this research is to examine the impact of psychological contract on employee motivation in the service sector, using Carlisle Cleaning and support services as a case study.   Research Objectives To achieve this aim, the following objectives will be addressed; 1. To assess the existing psychological contract between the employees      and managers of Carlisle. 2. To review relevant literatures on psychological contract as it relates to      employee motivation. 3. To assess the perception of employer and employee on issues of      motivation to work in relation to psychological contract. 4. To evaluate the effects of breach and violation of psychological      contract. 5. To draw a conclusion and make appropriate recommendation to the     management.       2.0 LITERATURE REVIEW 2.1 Concept of Psychological Contracts One significant aspect of organisational behaviour and the relationship between the individual and the organisation is the concept of the psychological contract (Mullins, 2005). The concept of a psychological contract was introduced in 1960 by Argyris. Argyris (1960) created the term psychological work contract to encapsulate the unwritten expectations that were held by factory employees and their line managers in respect to each other (Gammie, 2006, Anderson and schalk, 2000, CIPD, 2008).   Over the years the concept has got much attention from various researches but the changes in its nature was as a result of the economic downturn which led to the restructuring, downsizing, mergers and takeovers in many organisations. That was accompanied by changes in how personnel felt and acted towards their employers. The psychological contract helped explain those changes and, therefore regained attention (Van den Brande, 1999, 2003).   Psychological contracts is an individual’s belief regarding the terms and conditions of the reciprocal exchange agreement between that focal person and another party. Key issues include the belief that a promise has been made and a consideration offered in exchange for it, binding the parties to some set of reciprocal obligations (Rousseau, 1989, 2001). Similarly, CIPD (2008) stated ‘that psychological contract is the perception of two parties, employee and employer, of what their mutual obligations are towards each other. These obligations will often be informal and imprecise.’   Psychological contracts are based on specific promises made by both parties and on generally accepted promises that are based on general obligations of employers and employees. Even if an employer has not made specific promises in that regard, every employee will appreciate clarity, fairness and good communication. Every employer will appreciate employees dealing properly with confidential information and doing good work. In addition to general obligations, the psychological contract is further augmented with written agreements, such as employment contract (Huiskamp and schalk, 2002).   Employers’ obligations to employees are; to provide safe working environment, job security, good career prospects, opportunity to be involved in decision making, up to date training and development e.t.c. Moreover, employees are expectated to demonstrate loyalty, work extra hours when necessary, look for ways to save cost, accept transfer to different job in the organisation, work diligently in pursuit of organisational goals, and maintain harmonious relationships with work colleagues (Coyle-Shapiro et al, 2004). Psychological contract is influenced by both employers and employees’ expectations. Psychological contract, if properly managed helps organisations achieve their goals through their motivated employees.   However, motivation is an internal state or condition (sometimes described as a need, desire, or want) that serves to activate or energize behaviour and give it direction (Kleinginna and Kleinginna, 1981-quoted in Franken, 2001). Research has shown that it is important for managers to understand what motivates their employees within the context of the roles they perform. This concept was the focus of many researchers following the publication of the Hawthorne Study results. Five major approaches that have led to our understanding of the concept of motivation are Maslow’s need-hierarchy theory, Hertzberg’s two- factor theory, Vroom’s expectancy theory, Adams’ equity theory, and Skinner’s reinforcement theory (lindner, 2000). These theories will be examined in details in the course of this research. Moreover, research has shown that motivating employees is the most complex function of management. This is due to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees’ income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator (lindner, 2000).     2.2 Transactional and Relational Transactional and relational are fundamental components of most employment contracts. Rousseau (1995) proposed a 2×2 model of contemporary psychological contracts which includes the transactional and relational contracts Transactional contract are usually short-term and performance related involving set monetary exchange. A good example of such a contract would be temporary secretarial work; commitment and development of skills are negligible and a specific wage rate and period of employment is agreed on. Relational contracts are based on emotional involvement as well as merely financial reward. They tend to be far more long term and involve significant investment by both the employer and employee. Relational contracts are present in occupations that involve extensive training, such as law (Rousseau, 1995).   2.3 Expectations and Breaches When employees commence a new job, they evaluate many of their experiences in relation to what they expected the job would be like and what they thought the job should provide them. For example, employees may enter an organization with the expectation that they will be provided with opportunities for further education. They may also believe that during their recruitment phase, they were promised advanced computer skills training in exchange for satisfactory progress reports. (Wanous & Collella, 1989, 2001),   However, breach or violations of psychological contract occur when an employee perceives the organisation has failed to fulfil one or more of its obligations comprising the psychological contracts (Rousseau, 2001). The breach of psychological contract leads to the following; job dissatisfaction, emotional exhaustion, high staff turnover, increased absenteeism and lateness. Management should remember that preventing breach in the first place is better than trying to repair the damage afterwards (Coyle-Shapiro and Shore 2007)     3.0 METHODOLOGY This chapter will discuss the research methodology applied to each phases of the study under consideration. This would include a review of the sources and reliability of the data analysis method.   3.1 FRAMEWORK For the purpose of this study, a theoretical framework will be developed by integrating concepts drawn from two theories: psychological contract theory and motivation theory. Given the changing environment in which servicing firms operate, there is a continuing need for organisations to develop progress and embrace change. It is imperative for management to focus attention on improving the employer-employee relationship. This theoretical frame work proposes a need for management to create a balance between the expectations of employees and management.     3.2 RESEARCH DESIGN The aim of this research is to examine the impact of psychological contract on employee motivation in the service sector, using Carlisle Cleaning and support services as a case study.   Basically, there are two different traditional approaches of research inquiries, namely qualitative and quantitative research. The qualitative research method focuses on few variables and, a large number of cases studies for analysis. While the quantitative research focuses on a large number of variables in a few selected case studies (Saunders et al, 2003). The effectiveness and efficiency of the quantitative analysis is driven to an important extent by the quality of the qualitative analysis and the join interpretation of both.   However, the research will involve the use of qualitative and quantitative research methodology in other to maximize the in- depth analysis which such an action offers. Researchers refer to this approach as multi strategy approach (Bryman, 2004, Burns, 2000). According to Bryman, (2004) multi strategy approach is a research that combines research methods that cross the two research strategies. Hamersley (1996) proposed the argument for a multi strategy approach of research process, when he contended that the use of quantitative method to corroborate qualitative research findings or vice versa, would strengthen the confidence derived from data obtained and arguments proffered in a study. Easterby-Smith et al (1995) also contends that a use of both methods allow for a more in-depth analysis of an issue. They advocated that it allow for an imaginative way of maximizing the amount of data collected, and under the short frame of time given for this research, it seems the best practice to allow for a better overview of the research report.   Moreover, structured interview and questionnaires will be designed to assess how psychological contract could be managed to motivate employees. Based on the sensitive nature of the study, that entails collating of information from employees, some of the information might be classified if requested by the organisations or treated as an anonymous.      3.3 Data Collection: In this study, two sources of data collection will be considered namely, the primary and secondary data collection procedures. The primary data collection will focus on information from employee and management of Carlisle while the secondary data collection will focus on related literatures on the issues of psychological contract and employee motivation. The primary data will be collected through questionnaire and structured interview while the secondary data will be from textbooks, journals, newsletters, magazines and relevant internet sources to support the research work.   3.4 QUESTIONNAIRE DESIGN The questionnaire will be designed in order to gain insight into the impacts of psychological contract on employee motivation within the services industry for the population of respondents selected for the purpose of this research. The design of the questionnaire will ensure avoidance of ambiguous words in order to minimize misinterpretation of key issues and to avoid bias. In addition, the questionnaire should comprise the following features in its design: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="line-height: 150%"> Initial of questions be routine, easy to answer questions designed to ease a respondent into a questionnaire. </li> <li class="MsoNormal" style="line-height: 150%"> Open- ended questions should appear before closed- ended questions on the same topic to avoid influencing respondents with fixed option choices of closed-ended questions. </li> <li class="MsoNormal" style="line-height: 150%"> Where appropriate, open-ended question should be reserved for placement at the 2/3 point of the questionnaire to provide variation that will maintain the respondent’s interest for the reminder of the questionnaire. </li> </ul>     3.5 SAMPLE A purposive sampling technique will be adopted by the researcher in identifying the target individuals within the population selected for study or perhaps to interview the entire individual within the subpopulation that is estimated to be the whole (David 2007). The primary consideration for choosing purposive sampling method is supported by the perception of the researcher as to who could provide relevant information toward achieving the primary objectives of the research work (Kumar, 2005). However, the study will be conducted in Carlisle cleaning and support services with an organisational structure that consists of MD, GM, Supervisor and junior staffs. The inclusion criteria are the managers, team heads and other employees. The target sample is 250 employees.   .     3.6 DATA ANALYSIS In order to empirically investigate the impact of psychological contract on employee motivation, data will be collected using qualitative and quantitative method for the proper analysis. However, the use of questionnaires and structured interview will provide the basis for computation of information for analysis. In order to fully analyse the data generated, the ‘Grounded Theory approach’ of data analysis will be employed. The use of a grounded theory approach for this research allows for a good fit to develop between the social reality of the research participants and the theory which emerges – it will be grounded in that reality (Saunders, et al 2003).  As Strauss and Corbin (1998) stated that the value of the GT approach “lies in its ability not only to generate theory but to ground that theory in data”. For this reason grounded theory appears to be particularly suitable for this study.   4.0 LIMITATION Apart from financial and travel constraints, reluctance may be encountered as some of the respondents might not be willing to reveal vital information which will aid this research.   4.0 ETHICAL CONSIDERATIONS The following ethical issues will be considered carefully during the period of the research and its subsequent publishing. These include. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="line-height: 150%"> Seeking consent- proper authorisation must be obtained from the university in order to proceed on the research and the contents of the questionnaire duly scrutinize in avoid ambiguity. While on the side of the company(s) to use for the research, a formal letter will be sent first in order to secure their consent for the research. </li> <li class="MsoNormal" style="line-height: 150%"> Maintaining confidentiality- information provided by respondent will be reported as anonymous and organisations top secrets will be classified if any. </li> </ul>         5.0 TIME PLAN Planning is quite important to the success of this project. This will ensure a more thorough estimate of the level of work required. Planning will also make it possible to see immediately what should have been achieved at a point in time. The table below shows the targeted dates for each of the chapters of the research work.     TARGETS DATES DATES Relevant Dates Briefing, research methods etc 9th MAY.2008 Background to the Research proposal E.g. selection of topic, overview of research strategy, sources of information, aims and objectives. 22nd MAY.2008 Submission of Research proposal 9th JUNE. 2008 Literature Review 29th JULY. 2008 Methodology 14th AUGUST. 2008 Primary Research 21st  AUGUST.2008 Presentation of Results and Analysis  4th SEPTEMBER. 2008 Conclusions and Recommendations 18th  SEPTEMBER 2008 Final Draft   Ask someone who is impartial to look over the Report. Be critical. Proof Read 25th  SEPTEMBER 2008 Submission of Research Report. Three typed, bound copies 30th SEPTEMBER 2008       REFERENCES AND BIBLIOGRAPHIES Burns, R. (2000) Introduction to research methods, London sage.   Bryman, A. (2004). Social research methods, 2nd edition. Oxford University Press, United State.   Chartered Institute of Personnel and Development (2008). Factsheet on Psychological Contract. London: CIPD. Available at http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm?IsSrchRes=1 Accessed on 21st May, 2008   Davidson, P (2002) The psychological Contract in the IT industry: 1997-2001. Research paper in HRM, Kingston Business School, Kingston University   Franken, R. (2001). Human motivation (5th ed.). Pacific Grove, CA: Brooks/Cole.   Gammie, R (2006), Psychological contract in a Business Context Thesis for the award of Doctor of Education (EdD). University of Stirling.UK   Hammersley, M., (1996) The Relationship between quantitative and qualitative research paradigm loyalty versus methodological eclecticism in Bryman, A., (2004)   Kumar, R. (2005) Research methodology: a step by step guide for beginners 2ed Sage Publications   Huiskemp, R. and Schalk, R (2002), Psychologische contracten in arbeidserlaties:de: de stand van zaken in Nederland In: Van de Ven (2004), The psychological contract: a big deal. Available online at www.emeraldinsight.com . Accessed on 16th April, 2007     Mullins, L.J. (2005), Management and organisational behaviour. 7th edition. Prentice Hall   Neil, J. (2006) Qualitative Research Methods; Information, resources, & links for qualitative research methods Available online at; http://wilderdom.com/qualitative.html Accessed on 18thmarch, 2008.    Rousseau, D.M. (1995) Psychological Contracts in Organisations: Understanding Written and Unwritten Agreements London, Sage.   Saunders et al (1997), Research Methods for Business Students. Financial Times publishers.   JOURNALS Anderson, N. & Schalk, R. (2000), The psychological contract in retrospect and prospect. Journal of Organizational Behaviour, 19, pp. 637-647. Available (online) http://www.emeraldinsight.com/Insight (Accessed May 4th 2008)   Coyle-Shapiro, J. and Shore, L.M. (2007) The employee-organization relationship: where do we go from here? Human Resource Management Review. Vol 17, No 2, June. pp166-179   Coyle-Shapiro et al (2004),The psychological contract and individual differences: the role of exchange and creditor ideologies. Journal of Vocational Behaviour. Vol.64, pp.150-164   Coyle-Shapiro J. A. (2002), A psychological contract perspective on organizational citizenship behaviour. Journal of Organizational Behavior, vol. 23, pp. 18-23. Available (online)  http://www.sciencedirect.com/science (Accessed May 4th 2008).   Radhakrishna, R. B. and Bowen, B. E (1991) Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2), 16-22.   Rousseau, D.M. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational and Organisational Psychology, 74,           511-541.   Starnes B. J. (2007),An Analysis of Psychological Contracts in Volunteerism and the Effect of Contract Breach on Volunteer Contributions to the Organization. The International Journal Of Volunteer Administration. Volume XXIV, Number 3. 31 http://www.emeraldinsight.com/Insight . (Accessed May 6th 2008)   Strauss, A and Corbin, J (1998), Basics of qualitative research: Techniques and procedures for developing Grounded theory. Sage publications. Lindner, J. R. (2000), Understanding Employee Motivation. Journal of extension.volume36 ,no3. Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65.   Implications for Management If Maslow’s theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow: Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security. Social Needs: Create a sense of community via team-based projects and social events. Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential. However, not all people are driven by the same needs – at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee. To motivate an employee, the manager must be able to recognize the needs level at which the employee is operating, and use those needs as levers of motivation.     Credit:ivythesis.typepad.com

RESEARCH PROPOSAL ON THE IMPACT OF PSYCHOLOGICAL CONTRACT ON EMPLOYEE MOTIVATION IN THE SERVICES SECTOR

THE IMPACT OF PSYCHOLOGICAL CONTRACT ON EMPLOYEE MOTIVATION IN THE SERVICES SECTOR A R...