What are the criteria Postgraduate students use to determine career Dissertation

What are the criteria Postgraduate students use to determine career choice - Dissertation Example y 3.6 Ethical Considerations 3.7 Research Limitations Chapter 4: Findings and Analysis 4.1 Introduction 4.2 Relative Importance of Factors 4.3 Impact of Internal Factors on the External Factors 4.4 Impact of Internal Factors 4.4.1 Impact of Family Factors 4.4.1.1 Parental Influence 4.4.1.2 Parental Guidance 4.4.2 Impact of Socio-Cultural Factors 4.4.2.1 Cultural Factors 4.4.2.2 Social and Gender Sterotypes 4.4.3 Impact of Emotional Factors 4.4.3.1 Impact of Anxiety Levels 4.4.3.2 Impact of Life View 4.4.3.3 Self Concept and Identity 4.4.4 Impact of Self-Efficacy 4.4.5 Impact of Personal Interest 4.4. 6 Impact of Personality Factors 4.5 Impact of External Factors 4.5.1 Impact of Image of the Institute 4.5.2 Impact of Marketing Activities 4.5.3 Impact of Resources and Facities of the Institute 4.5.4 Impact of Culture 4.5.4.1 Impact of Policies and Procedures 4.5.4.2 Impact of Classroom Teaching Methods 4.5.5 Impact of Placement and Campus Recruitment 4.5.6 Impact of Financial Support 4 .5.7 Impact of Research Funding Available to the Institute 4.5.8 Impact of Location of the Institute Chapter 5: Conclusions 5.1 Summary of Research Findings 5.2 Limitations of Research Scope for Future Research List of Figures and Tables Figure 1: Parental Influence Figure 2: Impact of Parental Guidance Figure 3: Impact of Culture Figure 4: Impact of Socal and Gender Sterotypes Figure 5: Impact of Anxiety Levels Figure 6: Impact of Life View Figure 7: Awareness of Life’s Aims Figure 8: Ability to Gather the Information Figure 9: Ability to Analyse the Information Figure 10: Awareness of Interests and Aptitude Figure 11: Impact of Personality Factors Figure12: Impact of Image of Institute Figure 13: Impact of Marketing and Promotional Activities Figure 14: Impact of Resources and... The current research is aimed to assess the important factors which influence the postgraduate students in management to determine their career choices. The research was conducted among 40 management students who were selected in a random manner from the management course in X institute. The research was conducted using quantitative survey questionnaire that was sent and collected using emails. It was found that Promotional Activities of the Institute, Image of the Institute, Placements and Alumni record of the institute and Resources and Facilities of the Institute comprised of the most important factors that were used by the students to assess their career choices. In addition, internal factors like parental influence, awareness of life aims and interests, parental guidance and culture were found to be importance influencers in the career decision-makig process. The research also found that factors like image of the institute is greately influenced by parental guidance, parental in fluence and culture, and importance of placement record as a criteria of career choice is highly correlated with both family and personal interest and self-identity factors. The research analyses the findings with the aim of filling the gaps in the available research and providing further inspiration for future research in the same area.Higher Educational Institutes (HEI) are facing an increased competition in terms of getting governmental or private funding for research and also suffer from a dwindling application numbers from students

Entrepreneurship in the global environment Essay

Entrepreneurship in the global environment - Essay Example The term Entrepreneurship deals with running a business organization from scratch. The person involved in the process is called an Entrepreneur. The term Entrepreneur not only deals with various attributes which can be found in a person which helps in enhancing business but also the threats that a person faces in the process of nurturing those attributes. This person is known as an Entrepreneur and he is continuously engaged in developing new ideas for a startup, innovating ways to ensure growth of a business, strategizing plans to survive in the market and designing tactics to mitigate challenges. There are many Entrepreneurs who start their own business venture and put their best efforts to ensure that their business reaches the initial breakeven point. The viability of the enterprise will be established at this stage. These Entrepreneurs takes all the responsibilities and ensure that all the business operations are carried out smoothly and issues are resolved with innovative solutions. It is their hard work and dedication that helps the business to sustain in the long run. The Entrepreneurs who join large business organizations have a different role. They operate in specialized areas and foster a business climate which would be favorable for innovation of new ideas. Lionel Martin was a British Entrepreneur who co-founded Aston Martin which is a company that deals with luxurious cars. His love and passion for cars helped him to come up with a venture like Aston Martin. This was an important factor for his success as an Entrepreneur.

Nationalism And Sectionalism Essay Example for Free

Nationalism And Sectionalism Essay The Era of Good Feeling: The Effects and Consequences of Nationalism and Sectionalism In 1815, shortly before the start of James Monroe’s presidency and after the War of 1812, a historical period known as the â€Å"Era of Good Feeling† commenced in America. However, though the name of this age alone insinuated a time of unity and prosperity within the nation, sectionalism became an unequivocal dilemma that seeped through the government’s attempts in promoting nationalism, and ultimately divided the country. The Era of Good Feeling was a time where only one political party reigned, sense of unity prevailed, and national pride was evident within the citizens. This post ­war nationalism fueled the country to work towards a common goal, and even encouraged creation of traditions that would be passed down generations. The McCulloch v. Maryland case in 1819 exhibits government’s attempt in putting up a unified front to further promote nationalism. In this case, the Congress’ power is questioned when the ruling prevented states from outlawing or taxing the national bank, as Maryland tried to do. The document states, â€Å"The power of the general government, it has been said, are delegated by the states, who alone are truly sovereign† (Document 4). However, the outcome of the case only came to show that the federal government had more power compared to the state government, and thus portrayed a stronger, unified system. In Document 3, people are portrayed to be celebrating Independence Day on the fourth of July within the same year of the case. This depicts the effect that national pride had, bringing together multiple races, genders, social classes, and age groups to celebrate the country’s independence. Furthermore, this era also brought forth a fundamental period in Am erica known as the Industrial Revolution. This introduced market economy to the population and transitioned America to manufacturing processes that brought economic benefits to the north. Market economy not only changed the way people worked, but also the way they lived, as it divided labor, based work in factories, and opened new markets like the American Fur Company. Due to the prior Embargo Act, merchants also invested in national local manufacturing, and thus allowed for the rapid development of urban districts and increase in population. It brought wealth to the North’s market ­based economy but contradicted with the South’s focus on an agricultural economy that depended on slaves. One of the most significant developments within the country was introduced shortly after the War of 1812, by politician Henry Clay, as the American System. The plan promoted a system in which the South was seen to be the producer of raw goods, North for the manufacturing, while the West as the breadbasket of the country. It consisted of three parts: the development of canals, road systems and railroads, creation of a protective tariff, and the reinstating of the Bank of U.S.. The North prospered from the creation of the tariff as it helped develop the manufacturing economy. The West, on the other hand, benefitted from the creation of road and canal system, a plan supported by John C. Calhoun, in order to prevent disunion within the rapidly growing country, (Document 2). These developments in transportation allowed for easier distribution of goods, thus benefitting them as well. However, the protective tariff prevented the South’s economy from growing, thus leading to an evident economic gap between the North and the South, as the former’s economy started to boom due to the increase in manufacturing.

The Success of the First Crusade

The Success of the First Crusade The first crusade was a military expedition by European Christians to regain the holy lands and occurred in 1095. It was viewed as an unprecedented success by historians of the day and by contemporary historians. The reasons for this great success, if it can be named great at all, are numerous. From Pope Urban IIs fiery call to arms at the Council of Clermont, to the lack of preparation from the Turks, there are many reasons for this success. Indeed the extreme faith displayed by the crusaders, the quality of their leaders, and the allies which they gained during their extensive journey were further factors which contributed to their success. After receiving the call for military aid from Alexius I, the Byzantine Emperor in 1095, Pope Urban II seized upon this opportunity for him to renew Papal control and influence in the east and to reunite the churches of Rome and Constantinople. Through his highly charismatic sermon given on 27th November 1095 at the Council of Clermont, Urban was able to arouse enthusiasm from the clergy and nobles present for a Holy War on the Muslims in the east. They then went out to their diocese and spread the command of a call to arms from God. This call to arms created a huge influx of people from all works of life and they were all keen to embark on this pilgrimage to the holy land. This was a good thing as more people would mean a larger army for which to defeat the Muslims with. However a lot of people who showed enthusiasm for this pilgrimage were not knights or trained soldiers but were ordinary men, women and children, and so they can be seen as more of a hindrance than of help. On the o ther hand, by there being women, usually wives, on the journey they would have undoubtedly helped the men on this hazardous journey by providing them with the necessary motivation needed to complete this pilgrimage. However the crusaders did not answer the call for arms from Pope Urban likely; they knew that it would be an arduous journey. But for most it was their undoubted faith which made them embark on this journey and it was faith which was a key factor that carried them to Jerusalem. Until recently it has been thought that one of the main motives for people embarking on the crusade was power and profit which could be gained in the supposedly lucrative east. But contemporary historians now believe that a lot of the crusaders were just devout Christians and wished to secure their place in heaven which the Pope had stated would happen if they liberated Jerusalem from the infidel. Faith is a powerful tool; it can make people push beyond their limits and to achieve unattainable goals, as is stated by Setton and Baldwin ‘without zeal and a burning faith it could never have been achieved and hence it was definitely a positive factor in helping the success of the crusaders. The crusaders wer e from all different parts of Europe and spoke many different languages. It was their belief in achieving the one aim of capturing Jerusalem that made them work effectively together as a fighting force. This can be seen when the crusaders captured Antioch. As soon as they captured Antioch, after a gruelling siege of seven months, the crusaders themselves were besieged by an army of Kerbogha of Mosuls. The crusaders were hungry and tired. Furthermore their morale was dangerously low, they were fighting night and day to keep the besiegers out, and just when they thought that all was lost a minor monk called Peter Bartholomew claimed to have discovered the holy lance in the city. This was enough of a sign to give the crusaders faith that they would win and made them fight on. On June 28th they defeated Kerboghas forces. This is a prime example to prove that it was their faith which encouraged the Crusaders to go forth and to face the enemy head on instead of giving up. The first crusaders were indeed many but they were in foreign lands, far away from home and without a reliable source of supplies and so it was important for them to make allies within the region. Though there were some troubles between the crusaders and the Byzantines, the Byzantine Emperor Alexius I was very willing to help the crusaders with supplies, a small military force and engineers. The engineers were extremely useful and necessary for the building of siege engines from which they made the capture of towns much easier. Hence the alliance with Alexius was a necessity for the success of the crusade. A further asset to the crusaders was the help from the Armenians. With their help some of the crusaders were able to conquer Edessa and hence form the first of the crusader states called the County of Edessa of which Baldwin was their ruler. Also it was an Armenian guard who Bohemond bribed at Antioch to open the cities gates. Furthermore, it was also an Armenian commander who help ed the crusaders capture Jerusalem by surrendering his tower on the main walls to them. Otherwise the crusaders quite possibly would have had to have gone through a lengthy siege in which many of them would have died. Baldwin of Boulogne also had an Armenian called Pakrad on his staff whom he relied on for advice on the area and the diplomatic stance between states and rulers. Another main ally who the crusaders had but were not as prominent was the Christian people who were already there. They tried their best to help the crusaders by giving them what provisions they could spare and by trying to help overthrow the garrisons of towns of which the crusaders were trying to capture. But there is evidence that a lot of Christians within these Muslim states were quite content with their Muslim overlords and so were not keen in helping a foreign army even if it was a Christian one. Another key factor which can be seen during the first crusade is that of the competency of the crusaders leadership. The crusaders were in the hands of experienced princes whom had seen combat in various wars. This can be seen through the tactics which they employed, such as them used on June 30th 1097 when Bohemonds army was surrounded by a Turkish army. The papal legate Adhemar of Le Puy performed an ingenious diversion of crossing the mountains to flank the enemy and come up on their rear, ‘which caused them to flee in panic and confusion'[1]. But even though the crusaders leaders were highly skilled at leading they were not always a unifying force. There was a growing tension between Raymond and Bohemond. But other than that there was not much quarrelling within the army itself. Some of the main leaders were driven to a degree by their own ambition and this sometimes led to atrocities occurring. An example of this is the massacre of 300 Norman troops who Baldwin of Boulogne had forced to camp outside the walls of his newly captured town of Tarsus because he did not trust them and hence they were slaughtered by the towns former garrison under nightfall. But through all of the bad decisions, most of the time when they were needed to unify and attack together they did just that. They worked as one army, even if they disagreed on tactics when they assaulted and besieged major cities such as Antioch and Jerusalem. Indeed the assault on Jerusalem was impeded time wise by the arguing between the leaders over who should be given Antioch, but when they eventually got there the remaining princes worked together to gain success. But the fact that most of the princes true ambitions lay in their own personal gain is shown by Bohemond who selfishly never took any further part in the crusade after becoming Prince of Antioch. He never even went to Jerusalem. This was a major reason in why it took so long for the crusaders to take Antioch, because Raymond had wanted t o storm the city but Bohemond refused and wanted to besiege it even though there wasnt enough troops to encircle the city. Bohemonds decision to siege was due to his own greed; he wanted Antioch for himself and so wanted it intact. The siege was perhaps harder on the crusaders than the defenders as they quickly ran out of food which led to desertion and cannibalism. Even though these blasphemous events were occurring, Bohemond still held the siege which shows that he didnt care much about the religious side to the crusade but by taking Antioch he did succeed in completing his own agenda and furthered the crusaders cause. One of the most important reasons for the success of the first crusade was the disunity within the Muslim nations in and around the holy land and their underestimation of the threat to which the crusaders posed. During the time of the first crusade, Anatolia, Syria, Palestine, and Egypt were all under Muslim control. But they were politically and, to some extent, culturally fragmented and hence this would have certainly contributed to the success of the first crusade. These differences can be seen through the internal rivalry which had been going on between competing territories. Anatolia and Syria were controlled by the Sunni Seljuks, and used to be unified in one big empire but in 1092 Malik-Shah, the Seljuk sultan, died and his sons quarrelled over who would succeed him. So the sultans once large empire was split between the competing sons. Hence when the crusaders came marching through, these states were on the whole more concerned with consolidating their own territories and gai ning control of their neighbours, than with cooperating against the crusaders. There was also a failure to react quickly enough to the crusading threat by the Turks and the rest of the Muslim states. During the Peoples crusade The Turkish king Kilij Arslans capital, Nicaea was situated close to where the crusaders were based. He was happy enough to watch them ravage the countryside but as soon as they threatened his city he easily defeated them. This easy defeat of the Christian forces lulled him into a false sense of security. When he heard that another Christian force had amassed at Constantinople he assumed that it would be of the same type of incompetent soldiers as before and so took the majority of his army to attack a rival state, ‘he had not foreseen that the crusading army would be so strong'[2]. This same sort of misconception of the crusading forces was common among many of the Muslim leaders, and hence played a major part in the success of the first crusade. This can be proven by the failure of the second crusade. It contained around the same amount of people as the first crusade but by this time the Muslim leaders were more prepared and swiftly defeated the crusaders in two battles[3]. Even though the main reason for the success of the first crusade was the disunity between the Muslim states, all of the factors mentioned contributed to the crusades success. The crusaders allies played their part in helping the crusaders to succeed in their goals. Also the faith of the people played a major part. Their faith cannot be underestimated, it kept them going and forced them onwards to Jerusalem; it was their faith which stopped them from turning back even when they were dying from starvation and disease. It was ultimately their faith which drove them to succeed. Bibliography Asbridge, T. S. , The First Crusade: A New History,(London, 2004). Baldwin, M. W. ed. , A History of the Crusades Volume I: The First Hundred Years, (Philadelphia, 1958), pp. 177 343. Phillips, J. P. , The First Crusade: Origins and Impact, (Manchester, 1997). Phillips, J. P. , ‘Who Were the First Crusaders?, History Today 47:5 (Manchester, 1997), pp. 16-22. Riley-Smith J. , The Crusades: Idea and Reality 1095-1274, (London, 1981). Riley-Smith, J. , The First Crusade and the idea of crusading, (London, 1986). Rochester, R. W. , Military Operations in the First Crusade 1097-1099 A.D.,(Liverpool, 1955). Runciman, S. , The First Crusade, (Cambridge, 1980). Wolf, K. B. , ‘Crusade and Narrative: Bohemond and the Gesta Francorum, Journal of Medieval History 17 (Oxford, 1991), pp. 207-16. [1] M. W. Baldwin, ed. , A History of the Crusades Volume I: The First Hundred Years, (Philadelphia, 1958), p. 293. [2] M. W. Baldwin, ed. , A History of the Crusades Volume I: The First Hundred Years, (Philadelphia, 1958), p. 289. [3] J. Riley-Smith , The Crusades: Idea and Reality 1095-1274, (London, 1981), p. 14.

Fears in The Most Dangerous Game :: Most Dangerous Game Essays

Fears in The Most Dangerous Game   [ADM1]  Ã‚      All around it was quiet.   [ADM2]The birds were chirping and the leaves were blowing.   Suddenly, a man fled from the brush, holding only a knife in his right hand.   After the fleeing man had ran some distance, another man came out of the brush holding a revolver.   This man walked calmly after the fleeing man not worried that the he would escape.   The old, erect man stopped, and loaded his revolver.   He then took aim, shot a round and hit the fleeing man just as he turned around.   The man dropped as he died instantly.   The old man then walked over to the game he had just killed, grabbed the body by the shirt, and dragged the body into the brush.   Richard Connell's The Most Dangerous Game is a story based on a man who thrives for hunting humans[ADM3].   The way Connell wrote this short story reveals some characteristics about him.   The Most Dangerous Game is a psychological story about the author facing and overcoming fear. [ADM4] The general's eyes had left the ground and were traveling inch by inch up the tree.   Rainsford froze there, every muscle tensed for a spring.   But the sharp eyes of the hunter stopped before they reached the limb where Rainsford lay; a smile spread over his brown face.   This story is filled with the same type of fear Connell experienced in his life.   Perhaps he felt 'hunted' at one point in his life and decided he had to run away from all the pain and anger.   For instance, his father may have been abusive to him, so he decided to run away from the fear of being emotionally as well as physically hurt[ADM5].   Rainsford slid down the tree and struck off again into the woods...   Following the trail with the sureness of a bloodhound came General Zaroff.   Connell ran and ran and ran, but no matter how far he ran, his fears were always behind him.   Connell would soon figure out what to do. [ADM6]   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Connell also showed the ability to overcome his fears.   At the end of the story, Rainsford confronts Zaroff in Zaroff's own bedroom.   Zaroff offers a truce, but Rainsford does not accept and they fight until the death.   Rainsford had successfully faced Zaroff, his fear.[ADM7]   Connell is showing that he overcame the fears he had in his life by facing them with confidence.

The Quarrel About Historical Explanation :: essays research papers

The Quarrel About Historical Explanation   Ã‚  Ã‚  Ã‚  Ã‚  The discussion of the philosophical question of historical explanation is in reality a disagreement concerning the nature of the philosophic method.   Ã‚  Ã‚  Ã‚  Ã‚  There are primarily two sides taken in this argument, those who agree with Carl Hempel and those that do not.   Ã‚  Ã‚  Ã‚  Ã‚  According to Hempel a historical event is only sufficiently explained when it logically fits a set of confirmed pre-existing conditions along with some universal laws.   Ã‚  Ã‚  Ã‚  Ã‚  Certainly all things cannot easily be assigned to rules and laws. Political coups, assassinations and revolutions are too complex for such a rigid explanation. And who is to say what perquisites there are for situations. Certainly there is no one who can predict every instance of a given event, there are just too many variables.   Ã‚  Ã‚  Ã‚  Ã‚  Hempel then notes that Historians are seldom able to stick to his procedure and at best can only make an explanation sketch. Hempel seems to be saying then, that the majority of explanations surrounding historical events are inadequate and incomplete.   Ã‚  Ã‚  Ã‚  Ã‚  There are three main divisions of anti-Hempelians. There are those that agree with Hempel to the point that there are rules and general laws that can be followed, but a historian's explanation is adequate if all he can provide is a sketch. The second group states that the general laws are not necessary and as long as the explanation provides an understandable narrative, it is complete. The final group believes that only one condition is necessary, and if more information is needed, one only needs to elaborate on that one condition.   Ã‚  Ã‚  Ã‚  Ã‚  The Hempelians and the anti-Hempelians both have common ground. They are both engaged in the philosophy of history, but this is where the agreement stops for even the groups starting points are different.   Ã‚  Ã‚  Ã‚  Ã‚  Hempelians give their explanations to answer the question of why something happened. Their objective is to replace curiosity with understanding. For this to happen both the laws and general rules given must logically agree. In other words you must be able to deduce the answer after given the laws and rules.   Ã‚  Ã‚  Ã‚  Ã‚  It would not be enough for a Hempelian to hear that conditions led up to an event. He must know himself that these conditions are causes, and he'll know this only if the conditions are widely known or confirmed causes of said event. These conditions must not only be confirmed but true or the explanation would merely be an exercise in futility.   Ã‚  Ã‚  Ã‚  Ã‚  An anti-Hempelian's problem with all of this is summarized in that historians do not use such methods to do their explaining, even if they did an explanation may not result, and finally historians are doing a very fine job

Maslow’s Hierarchy of Needs Essay

1)Explain the motivation problem with the hourly-paid employees in this organization in terms of the content models of motivation. What are the other things that the human resources manager is referring to in speaking of things besides money, conditions, and fringe benefits that are needed to motivate employees? The first theory that is briefly presented is Maslow’s hierarchy of needs. After which, this is linked to the needs of Tom, Rajina, and Harry. Maslow’s Hierarchy of Needs Perhaps, the most famous theory of satisfaction and motivation was developed by Abraham Maslow (1954 in Loop, 1994). Maslow believed that employees would be satisfied with their jobs at any given point in time if certain needs were met. Maslow believed that there are five major types of needs and these needs are hierarchical – that is, lower level needs must be satisfied before an employee will be concerned with the next level of needs. Basic biological needs. Maslow thought that an individual first seeks to satisfy basic biological needs for food, air, water, and shelter. An individual who does not have a job, is homeless, and is on the verge of starvation will be satisfied with any job as long as it provides for these basic needs. When asked how well they enjoy their job, people at this level might reply, â€Å"I can’t complain, it pays the bills. † Safety needs. After the basic biological needs have been met, a job that merely provides food and shelter will no longer be satisfying. Employees then become concerned about meeting their safety needs. That is, they may work in an unsafe coal mine to earn money to ensure their family’s survival, but once their family has food and shelter, they will remain satisfied with their jobs only if their workplace is safe. Safety needs have been explained to include psychological as well as physical safety. Psychological safety – often referred to as job security – can certainly affect job satisfaction. For example, public sector employees often list job security as a main benefit to their jobs – a benefit so strong that they will stay in lower paying public sector jobs rather than take higher paying, yet less secure, jobs in the private sector. Social needs. Once these first two need levels have been met, employees will remain satisfied with their jobs only when their social needs have been met. Social needs involve working with others, developing friendships, and feeling needed. Organizations attempt to satisfy their employees’ social needs in a variety of ways. Company cafeterias provide workers the place and opportunity to socialize and meet other employees, company picnics allow families to meet one another, and company sports programs such as bowling teams and softball games provide opportunities for employees to play together in a neutral environment. Ego needs. When social needs have been satisfied, employees concentrate next on meeting their ego needs. These are needs for recognition and success, and an organization can help to satisfy them through praise, salary increases, and publicity. Ego needs can be satisfied in many ways. For example, many organizations use furniture to help satisfy ego needs. The higher the employee’s position, the better his office furniture. Self-actualization needs. Even when employees have friends, have earned awards, and are making a relatively high salary, they may not be completely satisfied with their jobs because their self-actualization needs may have not been satisfied yet. These needs are the fifth and final level of Maslow’s needs hierarchy. Self-actualization may be best defined by the US Army’s recruiting slogan, â€Å"be the best that you can be. † An employee striving for self-actualization wants to reach her potential in every task. Thus, employees who have worked within the same machine for 20 years may become dissatisfied with their jobs. They have accomplished all that they can with that particular machine and now search for a new challenge. If none is available, they may become dissatisfied (Knoop, 1994). In the case study, it has been pointed out that Tom does not seem to be simply motivated by money alone, suggesting that he has probably gone beyond the basic biological needs. There should be effort on the part of his supervisor to look for esteem or self-actualization needs, perhaps. One option is for his job to be enriched. This is also true in the case of Rajina who does have loyalty to the company, but is not too assertive. She may be asked to engage in activities that will increase her self-esteem. Finally, Tom is easily motivated by monetary rewards, and may be rewarded and motivated by these. Still another theory is the two factor theory of Herzberg. Two-factor Theory Still another needs theory, which reduces the number of needs to two, was developed by Herzberg. He believed that job-related factors can de divided into two categories, motivators and hygiene factors – thus the name two-factor theory. Hygiene factors are those job-related elements that results from but do not involve the job itself. For example, pay and benefits are consequences of work but do not involve the work itself. Similarly, making new friends may result from going to work, but it is also not directly involved with the tasks and duties of the job. Motivators are job elements that do concern actual tasks and duties. Examples of motivators would be the level of job responsibility, the amount of job control, and the interest that the work holds for the employee. Herzberg believed that hygiene factors are necessary but not sufficient for job satisfaction and motivation. That is, if a hygiene factors is not present at an adequate level (e. g. the pay is too low), the employee will be dissatisfied. But if all hygiene factors are represented adequately, the employee’s level of satisfaction will only be neutral. Only the presence of both motivators and hygiene factors can bring job satisfaction and motivation. Herzberg’s theory is one of those theories that makes sense but has not received strong support from research. In general, researchers have criticized the theory because of the methods used to develop the two factors as well as the fact that few research studies have replicated the findings obtained by Herzberg and his colleagues (Knoop, 1994). McClelland’s Needs Theory The final needs theory was developed by McClelland (1961 in Knoop, 1994) and suggests that differences between individuals stem from the relationship between a job and each employee’s level of job satisfaction or motivation. McClelland believed that employees differ in their needs for achievement, affiliation, and power. Employees who have a strong need for achievement desire jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when jobs involve little challenge and have high probability of success. In contrast, employees who have a strong need for affiliation prefer working with and helping other people. These types of employees are found more often in people-oriented service jobs than in management or administration (Smither & Lindgren, 1978). Finally, employees who have a strong need for power have a desire to influence others rather than simply be successful. Research has shown that employees who have a strong need for power and achievement make the best managers (Stahl, 1983) and that employees who are motivated most by their affiliation needs will probably make the worst managers. It is apparent from both theories that Tom, Rajina and Harry may have need for hygiene factors to increase their productivity. This means that management must offer motivators to retain them or to motivate them to work more. 2)Building on the response to Question 1, explain the motivation of the hourly-paid employees in this company in terms of the process models of motivation. Based on the information provided by the confidential interviews, what would you guess are some of the expectancies, valences, and inequities of the hourly-paid employees of this company? How do these compare to those of Pat (the Director of Manufacturing and Operations)? Based on Vroom’s expectancy theory, Tom, Rajina and Harry have varying valences, expectancies and instrumentality. For example, in the case of Tom, values inspiration and motivation – which are intangibles. However, he is not motivated because he does not receive this from the company. He also does not believe that exerting more effort at work would allow him to receive such inspiration. In the case of Rajina, she has a high need for esteem, which she does not experience because she does not know to advertise her efforts to colleagues. Recognition is what may be given to her to compensate for her efforts and loyalty. There is no direct link from her perspective, of exerting more effort at work, and receiving such recognition as reward. Finally, Tom puts great premium on monetary rewards and benefits. However, based on the perceptions of hourly paid employees in general, there is no significant difference between those who work hard and those who contribute little. A compensation and bonus scheme reflective of relative contribution must be established to motivate employees like him. Based on these information, how can management leverage on the motivation of employees to enable them to attain higher productivity? Individual differences theory postulates that some variability in job satisfaction is due to an individual’s personal tendency across situations to enjoy what she does. Thus, certain types of people will generally be satisfied and motivated regardless of the type of job they hold (Weaver, 1978). The idea also makes intuitive sense. We all know that people who constantly complain and whine about every job they have, and we also know people who are motivated and enthusiastic about every job or task. First, we should be aware of the fact that there are several factors that affect our hourly paid employees’ satisfaction. Apart from money and fringe benefits that motivate employees like Harry, personality is another factor to consider. Whether the consistency in job satisfaction is due to genetic or environmental factors, there appears to be a series of personality variables that are related to job satisfaction. That is, certain types of personalities are associated with the tendency to be satisfied or dissatisfied with one’s job. Judge et al. (1998) have hypothesized that these personality variables are related and involve people’s outlook on life (affectivity), view of their self-worth (self-esteem), ability to master their environment (self-efficacy), and ability to control their environment (external vs. internal locus of control). People prone to be satisfied with their jobs have high self-esteem, high self-efficacy, high positive affectivity, and an internal locus of control. Research supporting this view has come from Judge et al. 1998), who found a significant correlation between a combination of these four variables and job satisfaction, and from Garske (1990), who found that employees with high self-esteem are more satisfied with their jobs than are employees low in self-esteem. Results consistent with the core evaluation theory were reported by Dubin and Champoux (1977), who found that some people are happier in their jobs than people without this focus. Moreover, the degree to which they are satisfied with their lives is also another determinant of their motivation on the job. Judge et al. 1998), Judge and Watanabe (1993), and Tait et al. (1989) have theorized not only that job satisfaction is consistent across time but that the extent to which a person is satisfied with all aspects of her life (e. g. marriage, friends, job, family, geographic location) is as well. Furthermore, people who are satisfied with their jobs tend to be satisfied with life. These researchers found support for their theory, as their data indicate that job satisfaction is significantly correlated with life satisfaction. Thus, people happy in life tend to be happy in their jobs and vice versa. Individual differences theories postulate that some employees are more predisposed to being motivated than others. Such things as genetics and affectivity are involved in the extent to which some people tend to always be satisfied with their jobs and others always dissatisfied. However, rather than genetics and affectivity, self-esteem, need for achievement, and intrinsic motivation tendency are the individual differences most related to work motivation. To be able to address hourly employees’ intangible needs, there must be much effort on management’s part to increase employees’ self-esteem. These may not be too applicable for Harry who seems to be more motivated by basic needs, i. e. money and fringe benefits. There are various ways of carrying this out, as follows: Employees who can attend workshops or sensitivity groups in which they are given insights into their strengths. It is thought that these insights raise self-esteem by showing the employee that he has several strengths and is a good person. Management also ought to provide hourly paid employees with experience on success. With this approach, an employee is given a task so easy that he will almost certainly succeed. It is thought that this success increases self-esteem, which should increase performance, then further increase self-esteem, then further increase performance, and so on. This method is based loosely on the principle of self-fulfilling prophecy, which states that an individual will perform as well or as poorly as he expects to perform. In other words, if he believes he is intelligent, he should do well on tests. If he believes he is dumb, he should do poorly. So if an employee believes he will always fail, the only way to break the vicious cycle is to ensure that he performs well on a task (Knoop, 1994). Particularly in the case of Tom, management has to think of ways to motivate him to achieve. Employees who have a strong need for achievement desire and are motivated by jobs that are challenging and over which they have some control, whereas employees who have minimal achievement needs are more satisfied when their work involves little challenge. Employees who have a high need for achievement ate not risk takers and tend to set goals that are challenging enough to be interesting but low enough to be attainable. Employees with a high need for achievement need recognition and want their achievements to be noticed. To increase motivation, goal setting should be used. This is particularly applicable in Tom’s and Rajina’s case who do not seem to perform well without adequate supervision. With goal setting, each employee is given a goal, which might be a particular quality level, a certain quantity of output, or a combination of the two. For goal setting to be most successful, the goals themselves should possess certain qualities. First, they should be concrete and specific. Setting more specific subgoals can also improve performance (Klawsky, 1990). Second, a properly set goal is high but reasonable (Locke & Latham, 1990). To increase the effectiveness of goal setting, feedback should be provided to the employee on his progress in reaching his goal (Locke & Latham, 1990). Feedback can include verbally telling an employee how he is doing, placing a chart on a wall, or displaying a certain color of light when the employee’s work pace will result in goal attainment and a different color of light when the pace is too slow to reach the goal. Feedback increases performance best when it is positive and informational rather than negative and controlling. Another set of theories hypothesizes that workers are motivated when they are rewarded for their behavior. As a result, organizations offer incentives for a wide variety of employee behaviors, including working overtime or on weekends, making suggestions, referring applicants, staying with the company (length of service awards), coming to work (attendance bonuses), not getting into accidents, and performing at a high level (Henderson, 1997).