Outsourcing as a strategic tool Lab Report Example | Topics and Well Written Essays - 1500 words

Outsourcing as a strategic tool - Lab Report Example Past organizations still hire service providers to handle diverse business functions. But now many organizations prefer to outsource whole operations to another company or firm. These outsourcing companies are most commonly known as Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO)†. BPO includes outsourcinng of human resource, call center, finance and accounting and even processing activities. Payroll administration, recruitment, training and selection of employees etc are the major human resource jobs outsourced. The countries mostly involvd in outsourcing are the US, Europe and Japan while the countries that fulfill these outsourcing jobs are mainly developing countries like India and China. The jobs that any organization generally outsources are data entry jobs, technical support staff, customer service jobs, accounting or financial jobs and writing jobs which usually consist of proofreading and copywriting. To identify jobs or functions that are outsourced, three organizations in three different sectors are taken into consideration- Bank of America from the financial industry, Microsoft from the IT industry and Ford Motor from the automobile industry. Bank of America: The Bank of America, which is one of the largest banks in the country, is a public company in the financial sector. The Bank of America has adopted outsourcing as a method or tool to meet its strategic goals. This bank first outsourced its IT department and gave its network operation to EDS in India in order to reduce its cost of labour because â€Å"a recent study found employees in the U.S. and Europe cost $150,000 a year in salary, benefits and other costs such as real estate. The same jobs can be done in India or somewhere else for $50,000† (Smith 2007, para. 4). Later, the Bank of America outsourced its BPO services to Accenture. The BPO services outsourced by the Bank of America mainly include human resource jobs, which are mainly carried out in the states of Hyderabad, Gurgaon and Mumbai in India. â€Å"Bank of America signed a 10-year contract with Exult Inc. to manage much of the bank’s HR function† (Noe et al. 2007, p. 46). The Bank of America had open ed two outsourcing centres in India, the first being located at Hyderabad, was established in mid 2004. It has become a grand success for them than they opened the other one in Mumbai. The bank also deals with the method of offshore insourcing for which it had opened a center as a wholly owned subsidiary in another country. One such example is its subsidiary in Hyderabad, India which was set up in 1960 with a strategy of expanding its business. Due to the success of the Hyderabad branch, three more branches were opened in India. The bank of America also signed a collaborative outsourcing agreement with JLL and TCC with respect to providing real estate services to the bank which is an instance of domestic outsourcing. â€Å"The new contract with JLL and TCC consolidates Bank of America's real estate service providers from five to two† (Lyne 2001, para. 3). Microsoft: Microsoft, a public multinational corporation in America, is the most prominent business in the IT industry. Mi crosoft leads the industry by introducing new technologies and providing a wide range of services. Outsourcing is a major technique adopted by Microsoft in its development. Microsoft has adopted outsourcing techniques in various fields. An example of such an activity is the outsourcing

Electrolytes disorders, hyperkalemia, hypercalcemia, and Research Paper

Electrolytes disorders, hyperkalemia, hypercalcemia, and hpyernatremia, and how they effect our body system - Research Paper Example But any changes in the ECF can have an indirect impact on the composition of intracellular fluid. Electrolyte can be defined as substances that acquire an electrical charge when dissolved in water (Mehtheny 2000). Majority of the body electrolytes include sodium, potassium, calcium chloride and bicarbonate. Each of these electrolytes exhibit different chemical properties. Some of these electrolytes such as sodium, potassium and calcium attain positive charge whereas the latter two electrolytes have a negative charge on them. This is crucial in identifying their properties and calculating anion gaps discussed later. Each of these electrolytes has their unique functions and any changes in their normal concentration in the body fluids can have a significant effect on the functions of different organs of the body. There is some difference in the concentration of different electrolytes in ECF and ICF. The major electrolytes present in the ECF include sodium and chloride. ICF on the other side has potassium as its major electrolyte. Hyperkalemia: Hyperkalemia is a state where plasma concentration of potassium ions exceeds the normal upper limit of 5.0 mmol/L. As mentioned earlier potassium is a major cation of the intra cellular fluid. The normal range of extracellular concentration of potassium is about 3.5-5.0 mmol/L whereas the intracellular concentration may rise upto150mmol/L (Braunwald et al 2008). Potassium is mostly contained within the cells so that it does not have any effect on the outside fluids. But any pathological conditions whereby cell destruction causes the leakage of potassium ions into the ECF may cause hyperkalemia (Schrier 2003). This phenomenon is known as cellular redistribution. Disease conditions such as rhabdomyolysis, trauma and hypothermia are few examples that compromise the ability of the cell to withhold potassium within its membranes. Other causes of hyperkalemia include drug induced hyperkalemia and renal failure. Succinylcholine and Thalidomide are more common drugs that are known to cause hyperkalemia. Decrease renal excretion of potassium as a result of renal failure is also known to raise the potassium levels in the blood. Excess dietary intake of potassium is rarely a cause for hyperkalemia due to body’s adaptive mechanism known as potassium adaptation whereby excess is efficiently excreted by the kidneys and other mechanisms. This increase in the potassium levels clinically manifest in the excitable tissues. Therefore, paresthesias and muscular fasciculation of both limbs are the earlier manifestation of hyperkalemia. It is due to increase duration of polarization as a result of excessive potassium ions partially depolarizing the cell membranes. Heart is arguably the most important organ affected by the disturbance in potassium concentration. Cardiac toxicity of potassium can be evident on the ECG in the form of elevated or peaked T wave (Schrier 2003). Other important impact of hyperkalemia is on the kidneys where it inhibits the reabsorption of NH4+ contributing to metabolic acidosis which further exacerbates hyperkalemia by redistributing the potassium ions out of the cells (Braunwald 2008). Hypercalcemia: Calcium is an important electrolyte that is required in many signaling pathways of neurons. It is also an important constituent of bones and is essential for their strength. There are many other crucial roles that are played by calcium so it is

The Portrait Of Christ Essay Example | Topics and Well Written Essays - 2000 words

The Portrait Of Christ - Essay Example They want a straight message that is verifiable by evidence and testimonials. America is a complex society, with many educated and globally-aware citizens suffering just as much stress as those who are struggling on welfare or homeless, single parents or factory workers. Therefore, any message, in order to be relevant in such a complex society, will need to make people feel like there is a way out of stress, that there is hope. Americans are concerned about nuclear threat, terrorism, discrimination, financial stability, safety, pollution, cholesterol, the ozone layer, global warming, therapeutic issues, and a whole variety of threats. Consequently, Americans are a bit on the defensive side, meaning that they need to be approached gently, not further threatened. A fifth element that characterizes Americans is their friendliness, their outgoing style and willingness to help others, to share resources, so long as they are not taken undue advantage of. These five characteristics shape my argument for why the Gospel of John has such a compelling message and delivery style for Americans at the beginning of the 21st century. Mark’s portrait of Christ emphasizes his suffering and how believers share in his suffering. This is a portrait that Americans can relate to at times because, like everyone else, Americans are subject to the death and loss of friends and family members, housing foreclosures, cancer and other health problems, parenting issues, incidents with traumatic consequences.

Electrolytes disorders, hyperkalemia, hypercalcemia, and Research Paper

Electrolytes disorders, hyperkalemia, hypercalcemia, and hpyernatremia, and how they effect our body system - Research Paper Example But any changes in the ECF can have an indirect impact on the composition of intracellular fluid. Electrolyte can be defined as substances that acquire an electrical charge when dissolved in water (Mehtheny 2000). Majority of the body electrolytes include sodium, potassium, calcium chloride and bicarbonate. Each of these electrolytes exhibit different chemical properties. Some of these electrolytes such as sodium, potassium and calcium attain positive charge whereas the latter two electrolytes have a negative charge on them. This is crucial in identifying their properties and calculating anion gaps discussed later. Each of these electrolytes has their unique functions and any changes in their normal concentration in the body fluids can have a significant effect on the functions of different organs of the body. There is some difference in the concentration of different electrolytes in ECF and ICF. The major electrolytes present in the ECF include sodium and chloride. ICF on the other side has potassium as its major electrolyte. Hyperkalemia: Hyperkalemia is a state where plasma concentration of potassium ions exceeds the normal upper limit of 5.0 mmol/L. As mentioned earlier potassium is a major cation of the intra cellular fluid. The normal range of extracellular concentration of potassium is about 3.5-5.0 mmol/L whereas the intracellular concentration may rise upto150mmol/L (Braunwald et al 2008). Potassium is mostly contained within the cells so that it does not have any effect on the outside fluids. But any pathological conditions whereby cell destruction causes the leakage of potassium ions into the ECF may cause hyperkalemia (Schrier 2003). This phenomenon is known as cellular redistribution. Disease conditions such as rhabdomyolysis, trauma and hypothermia are few examples that compromise the ability of the cell to withhold potassium within its membranes. Other causes of hyperkalemia include drug induced hyperkalemia and renal failure. Succinylcholine and Thalidomide are more common drugs that are known to cause hyperkalemia. Decrease renal excretion of potassium as a result of renal failure is also known to raise the potassium levels in the blood. Excess dietary intake of potassium is rarely a cause for hyperkalemia due to body’s adaptive mechanism known as potassium adaptation whereby excess is efficiently excreted by the kidneys and other mechanisms. This increase in the potassium levels clinically manifest in the excitable tissues. Therefore, paresthesias and muscular fasciculation of both limbs are the earlier manifestation of hyperkalemia. It is due to increase duration of polarization as a result of excessive potassium ions partially depolarizing the cell membranes. Heart is arguably the most important organ affected by the disturbance in potassium concentration. Cardiac toxicity of potassium can be evident on the ECG in the form of elevated or peaked T wave (Schrier 2003). Other important impact of hyperkalemia is on the kidneys where it inhibits the reabsorption of NH4+ contributing to metabolic acidosis which further exacerbates hyperkalemia by redistributing the potassium ions out of the cells (Braunwald 2008). Hypercalcemia: Calcium is an important electrolyte that is required in many signaling pathways of neurons. It is also an important constituent of bones and is essential for their strength. There are many other crucial roles that are played by calcium so it is

The Muslim women are in the western world Essay

The Muslim women are in the western world - Essay Example This essay is based on my own cultural background. It will explore the reasons for honour killing. There are female artists in the West who have used the idea honour killing in their works. Artist, Hayv Kahraman’s work becomes significant because it represents the state of women who are exploited and abused. Women’s position is such that they are caught between what Islam preaches and what the cultural dictates. This is because, Asian families expose their daughters to the western culture; daughters are not given the same life chances and opportunities as sons. The Muslim children are left perplexed and confused and left to cope with this form of sexism. First generation Muslim women were forced to marry at a younger age: a time when they did not realize the need for emotional, physical or economical dependence, they were married off. It is a disturbing notion that women from several so-called Islamic households are only seen as somebody’s possession, who are giv en away at the time of marriage. While sons carry on the family name, hence they are given more importance in a family structure. A prevalent backward custom practiced by most parents is to keep daughters at home who may or may not dishonor the family’s name; they are not proponent to invest in their daughters’ well-being and instead consider it a waste of money eventually women are not encouraged to pursue their aspirations. They are believed to have only three roles - to be a dutiful wife, bear children, and serve her family. Times have changed; education is making a difference for the generation of today, letting women decide their own good. However, the education system propagates the western culture which is in direct contradiction with the ways of the East. Parents are not willing to accept that their daughters and sons have equal rights according to Islam. As a result, women feel the need to abandon their own Islamic beliefs and adopt those of the west. A Muslim woman’s position is such that she is helpless and cannot escape subjugation. Honor killings are committed if a woman is seen associating with the opposite sex she is assumed to put the family name to disgrace and is sentenced to death at the hands of her own family. The height of this injustice is such that women are the only ones who bear the burn of the honor killing. This essay will explore Hayv Kahraman’s works, which is rooted in the social context of Iraq’s Islamic society. She has managed to experiment with the ide a of honor killings and incorporate it into her work. Her work shows the reality of the honor killings in a subtle way, and also questions the justification of such acts from the world outside. The isolated and hidden nature of honor killings and other such injustices against women are perpetual in patriarchal society. It is an important investigation since it helps highlight the idea of such crimes with formal and aesthetic concerns. Main Body In a traditional society, men are thought to believe that women are an â€Å"object owned by the man who assumes responsibility for her behavior and her life† [Mirza, 2005]. Women are expected to meet the demands of their father, brother or husband and should be forcefully domesticated. Since Islam gives importance to husband and their well-being, women are made to believe that their sole purpose is to fulfil the wishes of her husband or she will not enter paradise. However, the same men who live by this rule of thumb forget that the v ery same religion has given women far more important rights to remember and practice. For example, â€Å"the role of mother is given a higher status in Islam, the Prophet said that Paradise lies under a mother’s feet† [Unknown, 2007]. In Islam women have property rights and the rights to own wealth, to work, to get an education, to run a business and have the freedom to choose who to marry. However, at home, parents make justifications for the way they treat their daughters. Sons are seen as the

Reward systems at heritage le telfair

Reward systems at heritage le telfair Tourism industry is a heavy dependent of human interaction, including employees (Baum, 1993; Davidson, 2003). Go et al., (1996) argue that the of products or experiences quality relies on competent, committed, and satisfied hospitality staff. Subsequently, numerous studies have demonstrated a positive correlation between employee satisfaction and customer satisfaction (Schmitt and Allscheid, 1995; Schneider et al., 1998; Ulrich, et al., 1991; Wiley, 1991) cited in Jing and Avery (2008). Hence, to ensure job satisfaction the appropriate reward mechanism needs to be adopted (Danish and Usman, 2010; Bai et al., 2006). Rewards play an important role in organizations today: they influence a variety of work-related behaviour (Eastaugh, 2002; Helmer et al., 1988) and as well as the motivation of employees (Nayeri et al, 2005). Reward can be defined as the benefit derived from performing a task, rendering a service or discharging a responsibility (Pitts, 1995; Silbert, 2005). Thus, this conceptual analysis aims at reviewing clear definitions of reward systems (Lawler, 1993; Herzberg, 1966) and its structure (Bartol and Srivastava, 2002). Light will also be shed on the development of reward systems by Zhou et al., (2009), its objectives by Lawler (1993), and the total reward system (Armstrong, 2006). Furthermore, the literature sets out the prominent reward practices of the hospitality industry argued by a myriad of authors, lists the tools to determine reward effectiveness (e-reward, 2009) and finally analyse the perceptions of managers and employees on rewards by Nelson, 2003; Perkins, 2007, among oth ers. 2.1 REWARD SYSTEMS Reward Systems are a critical part of any organisations design. The way in which they fit with its other systems will determine the latters effectiveness and the quality of life of its employees (Lawler 1993, p.2). Reward systems refer to the intrinsic and extrinsic benefits that workers receive from their jobs (Herzberg 1966; Katz and Van Mannan, 1977). Moreover, Byars and Rue (1997) define reward systems as being all the returns employees receive as a result of the employment by their organization, monetary as well as non-monetary. In contrast, Armstrong, (2006) incorporates the element of effective reward management in order to benefit both people and organisation in his definition. 2.1.1 STRUCTURE AND COMPONENTS OF REWARD SYSTEMS According to Bartol and Srivastava, (2002) and Grawitch et al., (2007, p.3), rewards could range from: Monetary and; Non-monetary incentives In addition further research by De Cenzo et al. (1996) has been agreed by Bartol and Srivastava, (2002) on the categorisation of rewards as being intrinsic and extrinsic (depicted in figure 2.1.1). Figure 2.1.1: Reward Structure-Source: De Cenzo et al., 1996 2.2 DEVELOPMENT OF REWARD SYSTEMS Attesting that reward development has experienced five phases, Zhou et al (2009) summed up the relevant records in table 2.2a. Table 2.2a: The Five Phases of Reward-Source: Zhou et al, 2009 To provide a historical glimpse, another version on the development of reward systems-figure 2.2b-has been compiled from Shermon, 2004; World at work, 2007; AWLP, 2006. Figure 2.2b: Brief Overview the Evolution of Reward Systems Source: Adapted from Shermon, 2004, World at work, 2007, and AWLP, 2006 2.3 OBJECTIVES OF REWARD SYSTEMS Every hospitality industry employer wants to recoup back investment on its employees (Glenn, 2006). Traditionally, the purpose of reward systems is to monetarily reward desirable behaviour (Bartol and Srivastava 2002; Rajagopalan and Finkelstein 1992). But, further research suggests that there are other objectives which potentially can impact organization effectiveness (Lawler, 1993). 1. Attraction and Retention Enz (2009) affirms that attraction and retention are among the main HR areas of concern in the hospitality industry. A firms reward system can influence employees desire to stay in the company-as demonstrated by Bamberger and Meshoulam, 2000 and MacDuffie, 1995. Similarly, Gerhart and Milkovich, (1992) are convinced that organisations which give the most rewards tend to attract and retain most people. However, owing to its poor image in terms of remuneration and working conditions (Baum, 2007; Kusluvan and Kusluvan, 2000), the hospitality sector has lost its ability to attract and retain skilled staff compared to other sectors (Christensen Hughes, 2002; Lucas and Jeffries, 1991; Barron, 2008). On a serious note Terry and Lam (2000) cited in Chellen and Nunkoo (2010) warns that if hotels want to survive in todays highly competitive arena, they earnestly need to attract and retain quality employees. Though not being a panacea, to facilitate organisational commitment to employees has be en the idea proposed by Dawson and Abbott (2009) with the aim of a positive relationship with attraction and retention of these employees 2. Motivation of Performance Wagner (1990) claims that a primary concern in the design of reward systems is how well the plan will work in motivating employees. Responding to this, the works of Gerhart and Milkovich, 1992; Lawler, 1971, 1990; Bamberger and Meshoulam, 2000, MacDuffie, 1995 have proved that reward systems have been demonstrated to motivate performance under certain specifiable conditions. Simons and Enz (1995) research translated that hotel employees viewed bonuses associated to guest-satisfaction scores as an opportunity for motivation. Affirmatively, Torrington et al, (2009, p. 162) and Rabey (2000) allege that expectancy theorys advocates and behavioural sciences believe that employees will work harder if rewards are attached. Nonetheless, (Luthans and stajkovik, 1999) contest that there are a few who challenges the above perspectives. Such a scholar is Kohn, (1993), who concur that any incentive system makes people less enthusiastic, hence, less committed to excellence to their work. Notwithst anding with the above views, Chopin et al., (1995) have found that compensation depends on firm size and performance 3. Skills and Knowledge Just as reward systems can motivate performance they can motivate skill development by tying rewards to it (Lawler, 1996b). Jamison and OMara, 1991 and Pfeffer, 1998 explain that healthy work programmes are those which provide employees with the opportunity to increase and apply their knowledge and skills to different situations. Indeed, Kilik and Okumus (2005) ascertained that education and training were associated with productivity in hotels. Also, there has proved to be a positive relationship between training and employee retention, as reported by Dearden et al. (1996); Umiker (1994); and Blundell et al., (1996). However, being reputed for its high labour turnover culture (Denvir and McMahon, 1992; Deery, 1999; Tracey and Hinkin, 2006; Pizam and Thornburg, 2000; Rowley and Purcell, 2001; Lo and Lamm, 2005), the hospitality industry faces a lot of educational investment loss when training was provided to those leaving employees (Kang and Gould, 2002, Iverson and Deery, 1997; Rowle y and Purcell, 2001; Jenkins, 2001). 4. Culture Kerr and Slocum (2005) are among the advocates of the approach that the reward system can be a powerful means for influencing an organisations corporate culture. This is because of their important influence on communication, motivation, satisfaction, and membership (Lawler, 1998). Going a step further and in accordance with Brewster (1995); Bellenger et al, (1984); MilikiĆ¡ (2007); and Nacinovic et al., (2010), Lawler (1998) suggests that pay systems can help to change culture. As a deduction, Bauer and Erdogan (2009) admit that which behaviours are rewarded and punished determine the progression of a companys culture. Tracey and Hinkin (2000); and Davies et al., (2001) propose that increased wages and improved management practices such as increase staff motivation, commitment, flexibility and the quality of employees within an organisation could be efficient tools to remedy for the labour turnover culture in the hotel industry. However, Buultjens et al., (2007) emphasise o n the fact that hospitality businesses should adopt a more strategic approach to reward and monitor its effectiveness. 2.4 THE TOTAL REWARD SYSTEM The time when reward was only about cash and when people worked only for money, has nearly reached, if not yet, its extinction (Thompson, 2002; Phonsanam, 2010; Silverman, 2003; Schuster and Zingheim, 2000). Gao (2009) states that hoteliers have shifted from traditional to total reward systems. Simply defined, Total Rewards are the monetary and non-monetary return provided to employees in exchange for their time, efforts and results (Worldatwork, 2007). Alternatively, Zingheim and Schuster (2000) suggest that the new concept of total rewards comprise four total reward components as depicted in figure 2.4a. Figure 2.4a: Total Rewards-Source: Zingheim and Schuster, 2000 For the purpose of this study, the below model has been derived from the extensive list of total rewards provided by Worldatwork (2007) (Find in Appendix) which will be used to categorise Heritage Le Telfair Golf and Spa Resorts reward model. Figure 2.4b: TOTAL REWARD MODEL Source: Adapted from: Total Rewards: Different things to different employers Worldatwork (2007) A summary of the components found in the TR system with specific reference to the hospitality industry brought the classification of some points (Refer to Appendix B) The justification to adopt a total reward approach might be because it improves job satisfaction, work efficiencies, job performances, psychological contract and organizational citizenship behaviours (Zhou et al., 2009). Pessimistically, Kantor and Kao (2004) attributes to HR professionals of feeling confused or sensing chaos regarding TR thus contributing to the poor, complex and risky development and execution of TR (Thompson, 2002) leading to counter productivity and resource wastage (Albertson, 2000). Ergo, an advice would be that all pay components should be aligned complementarily and that the TR strategy should be derived from business strategy and, most importantly, be communicated to all employees, (Lyons and Ben-Ora, 2002; Gilbert and Cornish, 2005). 2.5 REWARD PRACTICES IN THE HOSPITALITY SECTOR 2.5.1. MYTH OR REALITY? Stereotype thinking has been revealed to be that the tourism and hospitality sector offers low pay, very little training and career prospects, limited scope for promotion, and unsociable working hours (WTTC, 2002a; HTF, 2000; Walmsley, 2004). Nickson (2007) also narrates the same facts but he associates this situation to the endemicity of unskilled or semi-skilled employees in the hospitality sector. 2.5.1.1 Low Pay Recurring evidence shows that that the compensation of regular employees of the hospitality is averagely lower comparatively to other sectors (Deery and Shaw, 1999; Hoel and Einarsen 2003; ABS, 2006a; Baum, 2007; Lucas and Jeffries, 1991; Tracey and Hinkin, 2000;; Worcester, 1999). However, hotels and restaurant recruiters are reporting that subject to the growth of the industry employers are increasingly offering attractive recruitment packages to attract the right staff (Wilson, 1999; HCIMA, 2010). Furthermore, wages in hospitality is on a rising trend owing to an increase in minimum wage (Clarke and Chen, 2007; McManus et al., 2011). Yet, Baram (2008) reports that minimum wage raise is not enough to survive in a high cost of living economy. 2.5.1.2 Unsociable Working Hours The hospitality sector requires employees to work relatively long hours (Pratten, 2003; Baum et al., 1997; Kelley-Patterson and George, 2001; OLeary and Deegan, 2005; Wallace, 2003; Lo and Lamm, 2005; Baum, 2006; Karatepe and Uludog, 2007 and Wong and Ko, 2009; Birdir, 2002) which deter a good work life balance. Further contributing to the black list, this sector is also associated to high-burn out service jobs (Maxwell; Faulkner and Patiar, 1997). Astonishingly, we have not come across any studies which sing the praises of working hours in the hospitality sector. It can thus be deduced that the hospitality workplace will fit only those who love the job environment and working night shifts that Barrons et al., 2007 study concluded. 2.5.1.3 Limited Training The EFILWC (2004) and STB (2002) stress that training is viewed as interesting by both employers and employees but is not the priority due to time and money constraint. Jameson, 2000; Dawson, 2006; Roberts 1995; Pratten, 2003; Lucas, 2002; Maxwell et al., 2004; Choe and Dickson, 2010 and Cairncross and Buultjens, 2007 also ratify the lack of investment in training. Indeed, Sigala et al., (2001) and Lashley and Best (2002) affiliate this with the high labour turnover in the industry. Howbeit, employers who admit that employee training has become preponderant for hotels, gain from improved service quality, decreased labour costs, increased productivity and profitability, high retention (Kim, 2006). Such companies are Ritz Carlton which provides its employees with 200 hours of training each year (Snell and Bohlander, 2010), Choice Hotels International, Coastal Hotel Group, Four Seasons Regent Hotels and Resorts, and Disneys Polynesian Resort (Enz and Siguaw, 2000). 2.5.1.4 Limited scope for promotion and career prospects In accordance with Getz, 1994; Hjalager and Andersen, 2001 and Page et al., 2001, Walmsleys (2004) exact words for tourism jobs are lacking in a clear career structure. Furthermore, various studies have shown that the hospitality sector is not a career option but rather a refuge sector. (Szivas and Riley, 1999; Riley et al., 2002; Wildes, 2007). Wright and Pollert (2006) also talk about an inhibitation of promotion of employees in hotels. Though, Hai-yans and Baums (2006) survey findings revealed that a majority of 68.1% envisage their future within the hotel sector, the other facet of the research is that nearly half of the staff feel uncertain about their hotel career and whine about promotion opportunities. Regardless of the above, Visit Scotland/George Street Research, (2002) and Wilson (1999) found that careers in the industry were in fact considered challenging and interesting. 2.5.2 FINANCIAL REWARDS Financial reward are rewards that enhance directly the financial well-being of the employee Chelladurai, (2006) and consists of base and variable pay, employee benefits and allowances (Armstrong, 2002). In an effort to develop a comprehensive understanding of the remuneration in the hotel sector, Mars and Mitchell (1974, p.27) and Wood (1994, 1997) suggested that payment to hotel employees from the perspective of a total payment system is comprised of basic pay ,subsidized food and lodging, tips, fiddles and knock offs. Base pay Base pay is a crucial component of any individuals total pay, and is used as a tool by many employers to attract talent (Sturman, 2006; Walker and Miller, 2008; Saks et al., 1996). Basic pay is the rate of pay which notionally reflects the market value for a job in an organisation (Heery and Noon, 2001). By far, many studies discerned that wages were preponderant and powerful motivational factors among hospitality employees (Simons and Enz 1995; Griffin and Moorhead, 2009; Blinder, 1990; Lawler, 1991e). Nevertheless, as Milkovich and Newman, 1990 expressed, pay is only one attribute among many others in attracting candidates. Pay for Performance Plans Most hospitality businesses are currently using some form of pay-for-performance compensation (Berman, 2010). Pay for performance has often been viewed as a norm of distributive justice by Campbell et al., (1998). UNISON (2001) highlights that the most common types of performance pay are piecework, payment by result, organisation wide incentives, merit pay, performance- related pay, competence based pay, profit related pay. When pay advancement is based upon an assessment of individual performance, against pre-established objectives, it can be referred to as performance related pay (Egan, 2010; Tanke, 2000). Nonetheless, when employees receive permanent pay increases based upon individual performance assessments, this can be referred to as merit pay (Heneman and Werner, 2005; Park and Sturman, 2009). Indeed, research evidence clearly supports that pay-for-performance plans have been found to help achieve desired results, at both the individual level (Bonner and Sprinkle, 2002; Gerhart and Milkovich, 1990; Heneman and Werner, 2005; Lawler, 1971, 1981; 1992; Schwab and Olson, 1990) and organizational level (Gerhart and Milkovich, 1990; Gomez-Mejia and Welbourne, 1988; Lawler, 1981). In contrast Hayes and Ninemeier (2009) avow that hospitality managers disagree that pay should be linked to individual performance as this has proved unbeneficial to teamwork. Many other counteracting studies divulged that PFP plans do not always affect performance (Heneman and Werner, 2005; Kahn and Sherer, 1990; Kuvaas, 2006; Pearce et al., 1985; Rynes et al., 2004 and Benson and Brown 2000) and does not really lead to motivation (Marsden and Richardson, 1994; Harris, 2001). Furthermore, PFP has been categorised as being subject to favouritism, personal bias, and deliberate distortion (Pfeffer, 1998; Milkovich and Boudreau, 1991; Campbell et al., 1998) and as an anxiety generator among employees (Bassett, 1994). Thus, the minimum requirement for the proper functioning of PFP should be, as Kessler (1994) says agreeable to employees. Tipping Tipping is a common practice in the hotel industry and is a considerable source of revenue for service employees (Lynn, 2003; Azar, 2004). Lynn (2001) defines tipping as an economic payment that occurs in the context of a commercial exchange thereby encouraging many hotel managers to view it as a useful management tool. Ogbonna and Harris (2002) perceive tipping as an effective way to control employee behaviour and wage cost, and a potential path towards organizational profitability, whilst Lynn (2001) distinguishes tipping as a tool to measure customer satisfaction and servers performance. Also, tips represent an opportunity for workers to supplement low pay level (Wood, 1992). It is commonly believed that there is a relationship between service quality and tip size (Lynn and Graves, 1996; Conlin et al., 2003). However, empirical research examining this relationship found it to be insignificant (Lynn and Graves, 1996; Lynn and McCall, 2000; Lynn 2001; Azar, 2003a). As such, tipping is an investment for future good service and deters reduced attention (Pearson, 2010; Bodvarsson and Gibson, 1999; Lynn and Withiam, 2008; Lynn and Thomas-Haysbert, 2003). Azar (2007b) strictly disputes this and notes that future service is not dependent on tipping. Consequently, Casey (2008) warns service managers not to count on tipping to motivate staff to provide good service as researchers have found tipping negatively effects employee commitment. Withal, Wood (1992); Lucas, (1996); and Shamir, (1983) criticise this practice as research has demonstrated that tipping can bring perturbation, increase competition and individualism, and overdependence on customers among workers at the workplace. Williams et al. (2004) identified that the collection and distribution of tips method was also customary by managers. 2.6 NON-FINANCIAL REWARDS FOR EMPLOYEES Direct financial rewards albeit play a central role in the attraction of talented employees, it has been proved that they trail only a short-term impact on employees motivational levels (Ellis and Pennington, 2004; Samodien, 2004). This is where non-financial reward programs come in handy. They are in fact tied to the quantity and quality of individual performance to generate greatest impact on improving overall business value (Stolovitch et al., 2002). Non financial rewards, according to De cenzo and Robbins, (1994, p.413), emphasise on making life easier on the job more attractive. According to Armstrong (2002) it includes of recognition, achievement and responsibility. Non-Financial Recognition (NFR) I can live for two months on a good compliment. Mark Twain According to Moody (2008, p. 277), non-financial compensation is defined as satisfaction that a person receives from the job itself or from the psychological and/or physical environment in which the person works. Recognition forms an indispensible part of the total reward system of a company (Dessler, 2009; Human Capital Institute, 2009). Recognition typically relates to formally recognising employees accomplishment to strengthen employee loyalty, intrinsic motivation and productivity (Aamodt 2007; Dessler 2009; Marchington and Wilkinson 2008; Blum and Tremarco, 2008). Liu (2010) expresses that NFR can convey the message on the type of performance that the organisation expects from them to other employees Silverman (2004) and Human Capital Institute (2009) clarify that the NFR schemes may vary from informal to formal structures (See figure 2.6.3 a) Figure 2.6a: A dissection of Non-financial Recognition Schuster and Zingheim (2000) categorise recognition as being verbal, written, work related, social, symbolic, tangible, and financial. According to an employee recognition survey carried out in 2002, 84 percent of the responding 391 companies had the following forms of recognition: Note: Total adds more to 100% because respondents were asked to indicate all that apply. Gift Certificates 63% Other 31% Cash 58% Watches 28% Office accessories 41% Electronics 24% Jewellery 40% Travel 14% Household items 35% Debit cards 6% Table 2.6b: Employee Recognition survey Findings-Source: Compensation and Benefits Report, 2003 Some authors highlight the essential nature of employee recognition as a vector of motivation (Dutton 1998; Appelbaum and Kamal 2000; Saunderson 2004; Grawitch et al., 2006), identity (Dejours, 1993), component of meaningful work (Mow, 1987; Morin, 2001) and company success (Ford and Fina, 2006; Armstrong and Brown 2006; Cilmi 2005; Schuster and Zingheim, 2000). In fact, a lack of recognition embodies the second-largest risk factor for psychical anxiety at work (Brun and Biron et al., 2003) and to high turnover in hospitality industry (Raleigh, 1998). Surprisingly, Nelson (1998) reports that employee recognition might not be beneficial when it becomes annoying to others who have to hear the continuous praises of their colleagues. Moreover, it has been found that traditional forms of recognition such as Achievement Awards, Cash Substitutes, Nominal Gifts or Food, and Public Perks have diminished in importance for most of todays employees (Nelson, 2004). Results from various studies ha ve indicated that indicate that wage increases and cash incentives are important motivational rewards for lower-level employees (Hong et al,. 1995; Arnolds and Venter, 2007). Thus, managers should bear in mind that recognition might not always be appropriate for everybody. Fiddles and Knock-offs Although recruitment, retention, and understaffing issues in hospitality are well documented (Baum, 2002; Brien, 2004; Choi et al., 2000; Gustafson, 2002; Jameson, 2000), there is poor literature dedicated to the issue of fiddles and knock-offs (Jones and Groenenboom, 2002). In addition to tips, some hotel and catering workers might also benefit from Fiddles and Knock-offs (Wood, 1992). Fiddles refers to pilferage that goes on in hotels. Whilst knock-offs is a particular form of fiddle involving the purloining of (usually) small items such as soap and towels, but mostly consisting of stealing food (Mars, 1973; Mars and Nicod 1981). In accordance with Mars and Mitchell (1976) and Nickson (2007) who establish that fiddles and knock-offs are in fact institutionalised in hotels whereby management collude on allowing to a certain extent this practice, Gill et al. (2002) have also stated that small-scale theft of hotel property are tolerated as a form of shrinkage. The reasoning behind mig ht be explained by Hollinger and Clark (1983) who found that employer retraction against theft was inversely related to theft. Despite that, agreement is widespread that theft in the workplace is a serious problem (Greenberg, 2002, Weber et al., 2003) and has proved costly for businesses (McClurg, 2006). Hence, the challenge lies in managements concern in setting parameters beyond which pilferage will not be tolerated (Mars and Mitchell, 1976). Fringe Benefits Heneman and Schwab (1985) defined benefits as indirect pay or payment for time not worked such as health care, retirement account, and insurance. Benefits account for a big portion of the reward package, and employees recognise them as an integral part of their reward package (Gross and Friedman, 2004; Williams et al., 2007). In its simplest forms benefits may include: breakfasts, lunches, dinners and snacks, that the employees and their families can have (Rubis, 2004), free cab rides home after certain times (Oldfield and ODonovan, 2001). Namasivayam and Zhao. (2007) apprised that benefits should be offered to all employees as they found out that benefits had greater positive effects on motivation, retention and job satisfaction on non-managerial employees. Considering the lack of academic research in the field of employee benefits in the hospitality industry, information on employee benefits at three international hotels has been gathered from their respective websites in the table 2.6c. Conversely, Hansen (2005) recur that the cost of employee benefits in the united states is killing profitability for whole sectors. Because of such costs, organisations are increasingly implementing cost containment strategies to lower labour expenses (Lucero and Allen, 1994). The same authors continue to argue that negative repercussions can range from mild dissatisfaction to severe outcomes like outrage, resentment, and anger. Table 2.6c: Examples of Employee Benefits in international hotels THE RITZ CARLTON FOUR SEASONS HOTELS AND RESORTS SHERATON HOTELS AND RESORTS Well-tailored Uniforms Medical, Dental, Vision Coverage Life and Accidental Death Dismemberment Insurance Short and Long Term Disability Health Care and Family Care Spending Accounts Domestic Partner Benefits Vacation, Sick/Personal and Holiday Pay Retirement 401(k) Plan Employee Stock Purchase Plan Employee Assistance Program Educational Assistance Program Employee Discounts on hotel rooms, restaurant outlet meals and retail items Complimentary Employee Meals Complimentary stays at Four Seasons properties with discounted meals Paid holidays / vacation Educational assistance Dental and medical   / disability / life insurance Retirement benefits / pension Employee service awards Annual employee party / social and sporting events Complimentary meals in dedicated employee restaurants Comprehensive, low cost health insurance for employee and family Dental and vision insurance coverage Company-sponsored retirement plans (U.S. 401(k) program) Life Insurance and Disability Insurance Flexible Spending Accounts Employee Stock Purchase Plan Employee Assistance Program Adoption Assistance Domestic Partner eligibility SOURCE: Adapted from: http://corporate.ritzcarlton.com/en/careers/benefits.htm, http://jobs.fourseasons.com/workingatfourseasons/benefits/Pages/fsbenefits.aspx, http://www.starwoodhotels.com/sheraton/careers/offer/benefits.html 2.7 MEASURING THE EFFECTIVENESS OF REWARD SYSTEMS You cannot improve what you cannot measure Lord Kelvin Pfeffer (1998) remarked that there was little devotion in measuring the efficacy of rewards although the design of the reward system loomed much management attention. However, Armstrong et al. (2009) rate the importance of such practice even above the design and execution of rewards. The primordial reasons for measuring reward effectiveness are to apperceive the benefits and impediments of a reward strategy Hodgson (2010) and to discern potential areas for improvement (Armstrong et al. (2009). Yet, Heneman (2002) comments that the evaluation of a reward systems effectiveness remains often overlooked. For instance, reward survey conducted by the CIPD in 2009 showed that only 32 percent of respondents had carried out any form of evaluation. In addition, a survey of reward by e-reward in 2009 established that only a low proportion of 12 percent of respondents had evaluated their performance-related pay schemes. Tools used to carry out the evaluation, according to e-reward (2009a) are: External market survey Staff attitude survey Benchmarking Internal data analysis Equal pay reviews Apparently, simpler methods for such practice do exist. For example, a survey carried out by Edenred concluded that reliance on manager observation, feedback and employee surveys were common for measuring reward effectiveness Hodgson (2010). Other criteria that could be used to measure reward effectiveness include improved performance, compliance with laws and regulations, cost reduction, contribution to strategic plans (Bergmann and Scarpello, 2002); Gomez-Mejia, 1992) and employee attitudes (Ram and Prabhakar, 2010). Hence, hospitality businesses could engage in carrying out such assessments in order to investigate the problem of high labour turnover in the industry. The tendency for overlooking the evaluation of rewards as highlighted by Heneman (2002) can be justified by the following reasons provided by Pfeffer and Sutton (2006): Lack of time and resources to evaluate Bewildering sources of information Lack of training and skills in statistics Laziness Constant change in organisations 2.8 THE GAP BETWEEN HOW MANAGERS REWARD EMPLOYEES AND HOW EMPLOYEES WANT TO BE REWARDED Figure 2.8: What Do Employees Want From Their Jobs?-Sources: Foreman Facts, Labor Relations Institute of NY (1946); Lawrence Lindahl, Personnel Magazine (1949) Repeated with similar results: Ken Kovach (1980); Valerie Wilson, Achievers International (1988) Bob Nelson, Blanchard Training Development (1991) Sheryl Don Grimme, GHR Training Solutions (1997-2001) Most managers feel that all employees want is more money (Nelson, 2003). Research shows there is a wide gap between managers and employees on this issue, as shown in the figure 2.8.1. However, other survey findings revealed new elements which have not been found by the original study in 1996. Thus, the below list has been compiled from various authors survey findings on the subject in hand. Fair (competitive) Compensation (Perkins, 2007) Flexible working hours and time-off from work (Nelson,

A Writers Style Essay -- Writing Style Momaday Essays Papers

  Ã‚  Ã‚  Ã‚  Ã‚  The Pulitzer Prize winning writer N. Scott Momaday has become known as a very distinctive writer who depicts the stories of the Native American life in almost poetic ways. He does an excellent job of transporting the reader from the black and white pages of a book, to a world where every detail is pointed out and every emotion felt when reading one of Momaday’s books or other writings. This style of writing that Momaday uses is very evident in his work â€Å"The Way to Rainy Mountain,† and made even more apparent by reading a review of the book House Made of Dawn found on a web site run by HarperCollins Publishers.   Ã‚  Ã‚  Ã‚  Ã‚  Throughout the essay â€Å"The Way to Rainy Mountain†, Momaday uses very descriptive words, which brings the places he is describing to life in the minds eye. The essay begins with his description of the homelands of his Kiowa people, which has been given the name of Rainy Mountain. The picture painted in the readers mind by these beautiful descriptions makes it easily understandable why the Kiowa people came to settle upon this land as their home. For example, part of the description Momaday gives of the land within the first paragraph is, â€Å"There are green belts along the rivers and creeks, linear groves of hickory and pecan, willow and witch hazel. At a distance in July or August the streaming foliage seems almost to writhe in fire.† (Momaday, 95) I can not help but imagine the trees wavering in a gentle early fall breeze as the yellows and reds seem as if the whole land is burning beneath the fading summer sun. Halfway through the essay he de scribes the Black Hills by saying â€Å"A dark mist lay over the Black Hills and the land was like iron.† (97) He then describes Devil’s Tower in the next sentence by writing â€Å"†¦I caught sight of Devil’s Tower upthrust against the gray sky as if in the birth of time the core of the earth had broken through its crust and the motion of the world was begun.† (97) The way that Momaday describes these breathtaking scenes allows the reader to both see and feel the emotion that these great views evoke. This style of writing is backed up through HarperCollins Publishers online review of Momaday’s book, House Made of Dawn, when it states that â€Å"The world of his grandfather, Francisco—and of Francisco’s fathers before him—is a world of seasonal rhythms, a harsh and beautiful place†¦Ã¢â‚¬  This shows that inside the book House ... ...aw the reader in.   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion, upon looking further into N. Scott Momaday’s style of writing, I have found it to be true that he has developed one of the most sound and beautifully descriptive styles of writing. The way he describes each scene with so much feeling brings the reader in through a very emotional avenue. Also, his style is very strong where he covers the changes of the world and how the Native American people adjust to the many new and different challenges they face. Even though there are a few times when Momaday’s writing can seem sidetracking and misleading, he is still able to bring it all together in the end. This makes for very beautifully well written works with some of the most descriptive scenes I have ever read. I would highly recommend any of Momaday’s writings based off of the knowledge I have gained by examining a few short pieces by him. The stories are great, and the descriptions are powerful enough to leave you breathless. Works Cited Momaday, N. Scott. â€Å"The Way to Rainy Mountain.† Fields of Reading. Ed. Nancy Comley, et al. New York: St. Martin’s Press, 1998. 577-580. Perennial Classics. Ed. HarperCollins Publisher. 26 February 2002 A Writers Style Essay -- Writing Style Momaday Essays Papers   Ã‚  Ã‚  Ã‚  Ã‚  The Pulitzer Prize winning writer N. Scott Momaday has become known as a very distinctive writer who depicts the stories of the Native American life in almost poetic ways. He does an excellent job of transporting the reader from the black and white pages of a book, to a world where every detail is pointed out and every emotion felt when reading one of Momaday’s books or other writings. This style of writing that Momaday uses is very evident in his work â€Å"The Way to Rainy Mountain,† and made even more apparent by reading a review of the book House Made of Dawn found on a web site run by HarperCollins Publishers.   Ã‚  Ã‚  Ã‚  Ã‚  Throughout the essay â€Å"The Way to Rainy Mountain†, Momaday uses very descriptive words, which brings the places he is describing to life in the minds eye. The essay begins with his description of the homelands of his Kiowa people, which has been given the name of Rainy Mountain. The picture painted in the readers mind by these beautiful descriptions makes it easily understandable why the Kiowa people came to settle upon this land as their home. For example, part of the description Momaday gives of the land within the first paragraph is, â€Å"There are green belts along the rivers and creeks, linear groves of hickory and pecan, willow and witch hazel. At a distance in July or August the streaming foliage seems almost to writhe in fire.† (Momaday, 95) I can not help but imagine the trees wavering in a gentle early fall breeze as the yellows and reds seem as if the whole land is burning beneath the fading summer sun. Halfway through the essay he de scribes the Black Hills by saying â€Å"A dark mist lay over the Black Hills and the land was like iron.† (97) He then describes Devil’s Tower in the next sentence by writing â€Å"†¦I caught sight of Devil’s Tower upthrust against the gray sky as if in the birth of time the core of the earth had broken through its crust and the motion of the world was begun.† (97) The way that Momaday describes these breathtaking scenes allows the reader to both see and feel the emotion that these great views evoke. This style of writing is backed up through HarperCollins Publishers online review of Momaday’s book, House Made of Dawn, when it states that â€Å"The world of his grandfather, Francisco—and of Francisco’s fathers before him—is a world of seasonal rhythms, a harsh and beautiful place†¦Ã¢â‚¬  This shows that inside the book House ... ...aw the reader in.   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion, upon looking further into N. Scott Momaday’s style of writing, I have found it to be true that he has developed one of the most sound and beautifully descriptive styles of writing. The way he describes each scene with so much feeling brings the reader in through a very emotional avenue. Also, his style is very strong where he covers the changes of the world and how the Native American people adjust to the many new and different challenges they face. Even though there are a few times when Momaday’s writing can seem sidetracking and misleading, he is still able to bring it all together in the end. This makes for very beautifully well written works with some of the most descriptive scenes I have ever read. I would highly recommend any of Momaday’s writings based off of the knowledge I have gained by examining a few short pieces by him. The stories are great, and the descriptions are powerful enough to leave you breathless. Works Cited Momaday, N. Scott. â€Å"The Way to Rainy Mountain.† Fields of Reading. Ed. Nancy Comley, et al. New York: St. Martin’s Press, 1998. 577-580. Perennial Classics. Ed. HarperCollins Publisher. 26 February 2002