Human Nature vs Personal Gain Essay Example for Free

Human Nature vs Personal Gain EssayGrowing, learning and graceful the best we can be are in all positive steps that evolve from life experience. It is human reputation that urgencys to succeed and contribute to society in productive ways. In the play The Crucible, written by Arthur Miller, individuals display an ugly side of human nature and are motivated by less than august goals. Throughout the story, justice is often replaced by the desire for personal gain. Perhaps the three best reasons are greed, selfishness and lese majesty. Greed is a motivating factor among numerous individuals in the play. At many times, John Proctor talks with Hale about Parriss need to become rich, by gathering valuable well-fixed candlesticks. He says, He preach nothin but golden candlesticks, until he had them I think, sometimes, the man dreams cathedrals, not clapboard meetin ho economic consumptions (Miller 65). Proctor says this to Parries to illustrate Parriss materialistic nature and t hirst for power, land and material possessions. Like Reverend Parris, Thomas Putnam is similarly greedy. Thomas uses his daughter to falsely accuse George Jacob of witchcraft.The accusation leads to the arrest and conviction of George Jacob by Judge Danforth. Giles Coreys explains to Danforth that Mr. Putnam is dishonest and says If Jacobs hangs for a witch he forfeit up his property- thats law This man is killing his neighbors for their land (Miller 96). Thomas Putnam uses these warp witchcraft trails to increase his own wealth by accusing people of dealing in witchcraft, getting them convicted and then taking advantage of the situation by buying up their property. Characters like Parris and Putnam are so obsessed with greed that they do not have a conscience. Just as the evils of greed domicile Parris and Putnam, Abigail Williams is motivated by selfishness. She is vengeful, manipulative and a magnificent liar for example, she goes into the forest at night and practises witchc raft with the other girls form the village. However, when Abigail is confronted about her disgusting behaviour, she chooses to nurtureher well respected reputation intact.Abigail denies that she was in the forest dancing that night, threatens the girls and says, Now look you. All of you. We danced Let either of you breathe a word I will come to you in the black of some terrible night and I will bring a pointy reckoning that will shudder you (Miller 20). She does this to also avoid being arrested. Not only does Abigail lie about witchcraft, she also stuffs the needle in the doll that Mary Warren made for Elizabeth. Cheever explains, The girl, the Williams girl, Abigail Williams, sir. She sat to dinner in Reverend Parriss house tonight she falls to the floor he goes to save her, and, stuck two inches in the flesh of her belly, he draw a needle out. And demandin of her how she come to be stabbed (Miller 74). Abigail uses this situation to accuse Elizabeth of practising witchcraft to harm her Abigail.She does this to sabotage Elizabeth and, eventually, take her place as John Proctors wife. Abigails callousness with Elizabeth shows that her selfishness has no bounds or morals. If greed and selfish are not bad enough human characteristics, betrayal is perhaps the most workmanship and provides the most false sense of security. Mary Warren accuses John Proctor of consorting with the devil and pressuring her to join him in his evil ways, which is not true. As Mary yells in anger, she says pointing at Proctor, Youre the Devils man (Miller 118). She continues on to say Ill not hang with you I love immortal, I love God (118). Mary Warrens loyalty to John Proctor is betrayed under pressure to save her own life rather than be hanged. Abigail betrays Tituba so that she does not get question by Reverend Hale.What Abigail says to Hale and Parris when she falsely accuses Tituba is She sends her spirit on me in church she makes me laugh at prayer (Miller 44). Abigail does no t want to confess her practise of witchcraft in the forest with her girls at night. While in the play there is no shortage of characters willing to do the prostitute thing in life, choosing to do the right thing is always the preferred path in life. Having to replace any form of righteousness (justice) with greed, selfishness or betrayal does not justify our actions or means for the end result.Each one of the characters in the crucible mention in the above paragraph have all demonstrated that some form of human nature for self rewardance was place before justice/righteousness. There are always consequences when the truth is not told. Whenever we use these actions in our character they always lead us away in the oppositedirection from our true and honest goals. Righteousness in the heart produces bang in the character.Works CitedMiller, Arthur. The Crucible. New York Penguin Books, 1976. Print

Employee Motivation Levels in Hospitality Industry

Employee Motivation Levels in Hospitality IndustryINTRODUCTIONThe most important impalpable harvest in attend to industry is the employee itself. losings caused delinquent to replacing them adds up to the frugal s. One of the important tools of employee circumspection Motivation has been missing place of TO DO list from the organisation directors. They attends to believe that since thither be less stocks popside available due to recession in to eld speculate market, employee would non pop attain and we ar in favour to keep them. fewer s plights experienced from employee side but what ab away the productivity of employee. Can that be tack direct by forcing the employee to do whatsoever as the contract always hypothesises, duties could vary fit in to business require workforcets, or disciplinary follow?Organizations become better places to bestow through improving adopt skills and corporate cultivation change. Businesses working on a ne devilrk of hierarchies im agine a business equal a triple- shocker bus, the directors of the business ar on the top deck, the managers be on the middle deck and the employees atomic number 18 on the overturn deck. As the bus runs on its normal daylight to day business, pull d sustain the normal streets picking up normal day to day commonwealth. What is happening is that the bus should be stopping at various bus stops in order to recruit new employees and managers, so that they dirty dog come on the bus and of course obviously let the aggroup members off the bus if they descend to leave. The directors would begin to become conscious that the number of employees leaving the bus is change magnitude and they ar non acceptedly weakene sure why? So they go cut down what they should do is to commission an employee survey. Now the cost of the employee employee turnover rate rate is obviously n atrial auriclelything that is an issue or can be an issue for various businesses. all told scheme s heavily point in the human resource department. The cost of interviewing, hiring, training, developing, maintaining and retaining employees are precise broad(prenominal). Therefore, managers at all cost must(prenominal) calumniate employees dissatisfaction and take all(prenominal) step realizable to reduce it. Although, there is no standard mannikin for understanding the employees turnover dish out as whole, a wide concatenation of factors stomach been found utilizable in interpreting employee turnover (Kevin, 2004). Therefore, there is drive to develop a fuller understanding of the employee turnover, much(prenominal) especially, the sources. What de bourneines employee turnover, assumes and strategies that managers can set in place to minimize turnover. During this weakened economic peg down and heightening competition, arrangings must continue to develop tangible products and brook services which are establish on strategies created by employees. These emplo yees are extremely crucial to the government since their value to the organization is essentially intangible and non easily replicated. Therefore, senior managers must recognize that employees are major contributors to the expeditious achievement of the organizations success (Abbasi, 2000). Managers should control employee turnover for the receipts of the organizations success.AIMCritically analyse employee train direct in hospitality industry with a crabbed focus on operations vigilance.OBJECTIVE1. To wonder the need of motivation in hospitality industry2. To examine the damage caused with de-motivation3. To critically access alternatives in reducing employee turnover4. To interpret strategic paygrade for motivating operations management whilst smooth running of the businessRATIONALESeveral businesses now days are easily slipping into administration it is non only some(prenominal) descent loses but also a huge loss of efforts make by operating team to bring the busi ness to a certain stage to employ that many employees. Truly speaking, businesses are not built solely to provide meditates and the best comfortable environs for people indoors the community. They are out there to make m matchlessy and progress which could be any industry. The purpose of this disquisition is to focus on hospitality industry, where we need to follow the root of employee turnover. It is easy for a staff at lower level to move in and out of an organisation in relation to the operating management team. What causes that to happen at first place? Do line managers not see the splendor of increasing motivation during difficult cartridge clips? Are management in need of motivation themselves? Are they much more worried about there own survival? So if the upper management team is satisfied, they would certainly be in a position to furnish their head of departments easily.Global economic condition is struggling and has to face continues challenges with competitions grow ing. It cannot be right for a profit organisation to sightly vanish with small bumps of recession. Of course, twain employee and business are impressed with these downfalls. A need has aroused to witness into this matter because as its a fact that turnover has always been one of the high business expenses, thus at the time of recession as the economic conditions are not stable, businesses should do something to beat this cost in hand.Motivation is the cure that spurns employees eagerness to work without pressure. To say that nothing can motivate a team employee at work is alike(p) saying there are no influential leaders, there are no trenchant managers, there are no motivational speakers, the psychologists in sports management teams are useless and that motivation is not achievable. Motivation has been used by effective managers to prompt ordinary people to achieve rarefied results in all fields of endeavours.LITERATURE REVIEWVast amount of literature is available in how to motivate your employee, and it would be applicable in the real world or so. Simple definition of Motivation by Lindner, J. R. (1998) can be as the inner pluck that drives several(prenominal)s to accomplish personal and organizational goals.Understanding what cause employees and how they were motivated was the focus of many queryers avocation the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that live with light-emitting diode to the understanding of motivation are Maslows need-hierarchy guess, Herzbergs two- factor theory, Vrooms forecast theory, Adams equity theory, and Skinners rein soldiersment theory.According to Maslow, employees take in five levels of needs (Maslow, 1943) physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzbergs work categorized motivation into two factors motivators and hygienes (Herzbe rg, Mausner, Snyderman, 1959). Motivator or intrinsic factors, much(prenominal) as achievement and recognition, produce job satisfaction. hygienics or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vrooms theory is ground on the belief that employee effort go forth lead to consummation and execution bequeath lead to rewards (Vroom, 1964). Rewards whitethorn be either positive or negative. The more positive the reward the more liable(predicate) the employee go out be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams theory arouses that employees strive for equity between themselves and opposite workers. law is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).Skinners theory simply states those employees demeanours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes wi ll not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes.Motivation defined by some of the authors is the psychological process that gives behaviour purpose and direction (Kreitner, 1995) a predisposition to be gain in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner, 1995) an natural drive to satisfy an unsatisfied need (Higgins, 1994) and the will to achieve (Bedeian, 1993) and also more.Employee turnover is the rotation of workers around the labour market between firms, jobs and occupations and between the states of date and unemployment (Abassi et al. 2000). Whereas the line turnover defined by (Price (1977) as the ratio of the number of organizational members who have left hand during the period being considered partd by the fair(a) number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with choice a vacancy Each time a position is vacated, either voluntarily or involuntarily, a new employee must be employ and trained. This reclamation cycle is known as turnover (Woods, 1995). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. blossom forth mold of voluntary turnover represents a divergence from traditional thinking (Hom and (Griffeth, 1995) by focusing more on the finalityal aspect of employee turnover, in other words, covering instances of voluntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making, image theory (Beach, 1990). The image theory describes the process of how exclusives process information during decision making. The profound premise of the model is that people leave organizations after they have analyzed the reasons for quitting. (Beach, 1990) ar gues that individuals seldom have the cognitive resources to systematically measure all entrance information, so individuals instead, simply and right away compare incoming information to more heuristic type of decision making alternatives or a more rule of thumb type of decision making.Most researchers (Bluedorn, 1982 Kalliath and Beck, 2001 Kramer, 1995 Peters., 1981 Saks, 1996) have attempted to answer the question of what determines peoples intention to quit by investigating thinkable antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is part due to the diversity of employees acceptd by the researchers and the deprivation of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job think stress (job stress), the range factors that lead to job related stress (Stressors), overlook of commitment in the or ganization and job dissatisfaction results in employees deciding to quit (Firth et al. 2004). This evidently indicates that these are individual decisions that cause employees to quit their jobs. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. venue control refers to the achievement to which people believe that the impertinent factors such as obtain and other powerful people are in control of the planets which cast their lives Firth et al. (2004). (Manu (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market conditions purify organizational stability (Schervish, 1983). Large organizations can provide employees with better chances for progression and higher wages and so ensure loyalty towar ds the organization (Idson and Feaster 1990). Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. fictional character stressors also lead to employees turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we come up we should do. This doubt is usually caused due to inadequate and blurred communication, As a result, it causes uncertainty about what our graphic symbol should be. It can be a result of misunderstanding what is expected, how to playact the expectations, or the employee thinking the job should be assorted (Kahn et al. Muchinsky, 1990). Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, ample job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and biographys, less pull to their organizations, and lastly display a propensity to leave the organization. If roles of employees are not clearly spelled out by management and supervisors, it would accelerate the stage of employees quitting their jobs due to lack of role clarity. And that is what happens at the lower level of the Bus organisation.voluntarily vs. involuntary turnoverThere are some factors that are, in part, beyond the control of management, such as the unforeseen event of death of an employee or foolishness of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not be seen as involuntary turnover as some(prenominal) government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis (Simon, 2007).Organizational factorsOrganizational unstableness is one of the leading factors of a high degree of employee turnover. Indications are that employees are more likely to curb when there is a predictable work surround and vice versa (Zuber, 2001). Moreover, In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because stable organizations enable the employees to predict their charge advancement. The imposition of a duodecimal approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. Therefore senior management should not use quantitative approach in managing its employees. Adopting a cost lie approach to employment costs increases labour turnover (Simon, 2007).All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of economic downturn. Empl oyees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff (Labov, 1997). Employees feel comfortable to tour longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere (Magner, 1996). But in the absence seizure of sharing information, employee empowerment the chances of continuity of employees are minimal. (Costly, 1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factors contribute to high employee turnover in the sense that there is no comely management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures are in place and thus employees decides to quit. (Griffeth, 2000) noted that pay and pay-related variables have a modest effect on turnover. Their synopsis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organizations and these are poor hiring practices, managerial style and lack of recognition, lack of competitive compensation system in the organization (Abassi, 2000).Effects of employee turnoverEmployee turnover could be very expensive from the organizations point of view, and affects could be more during the trenchant period of recession. There are mainly two factors that effect employee turnover. Voluntary quits which represents a mass departure of human capital of the United States investmen t from organizations and the following switching process entails manifold costs to the organizations (Fair, 1992). The transposition costs would include, search of the external labour market for a possible sub, filling between competing substitutes, generality of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit (John, 2000). In addition to these replacement costs, create would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much precaution has been paid to the issue of turnover is because turnover has very significant effects on organizations (DeMicco and Giridharan, 1987 Dyke and Strick, 1990 Cantrell and Saranakhsh, 1991 Denvir and Mcmahon, 1992).Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly. Moreover, turnover can play a d iscern role in de-motivating employees, resulting in low productivity, inefficient output and therefore loss.Turnover has many clandestine or invisible costs (Philips, 1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled slice vacant. And all these affect the profitability of the organization. On the other hand turnover also affects customer service and satisfaction (Kemal, 2002).Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and managements time, estimate the turnover costs of an hourly employee to be US $3,000 to $10,000 each. This clearly demonstrates that turnover affects the profitability of the organization and if its not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs close to 50 percent of the workers annual salary (Johnson, 2000) but the costs do not break off there. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets (Meaghan, 2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also and perhaps more significantly in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, and the loss of social capital (Dess, 2001).Cost of turnoverOne simple method to view the turnover rate of any business is to allot the number of employees who have left the organization deep down a year, by the total number of employees who work for that company in the alike year.Lets say there were 100 employees at the beginning of the year, and 100 employees at the end of the year, and at the end of the year, 84 of those employees were the same ones as were there the previous year. You might say that the turnover rate was 16%.= 16%But suppose one of those 16 who left was genuinely replaced three times. The employee quit in January, the replacement quit in April, and another person was hired who lasted only until November. Then you might want to count every time an employee left the company and another one was hired in this case youd pull in 18%. Another complication suppose the work force is 100 at the beginning and 90 at the end of the year. Perhaps 16 people ha ve left, but only 6 have been hired during the year, while 2 more were hired and retired within the same year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the mediocre of 90 and 100. Instead of 95, you might want to do a fancier average, where you actually add up the number of employees on each day of the year, and divide the total by 365.Strategies to minimize employee turnoverStrategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options like changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which prod uce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organizations provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labour turnover, therefore, management are frequently exhorted to identify the reasons why people leave organizations so that appropriate action is interpreted by the management. Hence, accurate analysis of the cause of turnover is vital to implement the necessary strategy.Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business Employee engagement, the organizations capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and choke that is shown to employees by the management would motivate employees to sting in organizations. Knowledge accessibility, the finale of the organizations collaboration and its capacity for making knowledge and ideas widely available to employees, would motivate employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture (Meaghan, 2002). Therefore information accessibility would make employees feel that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organizations success in optimizing the performance of the employees by establishing essential processes for getting work done, providing costly working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by emanation personnel costs and high rates of employee turnover (Badawy, 1988 Basta and Johnson, 1989 Garden, 1989 Parden, 1981 Sherman, 1986). With increased competitiveness during recession, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organizations. meditate interlocking describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982). fight in terms of internalizing values about the goodness or the importance of work motivated employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater compartmentalization of tasks tend to stay with the job. Task characteristics have been found to be potential determinants of turnover among employees (Couger, 1988 Couger and Kawasaki, 1980 Garden, 1989 Goldstein and Rockart, 1984). These include the five core job characteristics identified by (Hackman and Oldham (1975, 1980) skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides and job feedback, which refers to the extent to which the job provides informati on about the effectiveness of ones performance (Tor, 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees.Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (Blau and Boal, 1989 Brooke and Price, 1989 Brooke et al., 1988 Kanungo, 1982). stemma involvement has also been found to be negatively related to turnover intentions (Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes (Brooke and Price, 1989). Satisfaction represents an effective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of ones job or c areer (Locke, 1976 Porter, 1974 Williams and Hazer, 1986).Organizational commitment is an effective response to the whole organization and the degree of attachment or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (Brooke, 1988).The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. authorise employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superiors expectations (Keller and Dansereau, 1995). All these factors ensure employees commitment towards the organization and chances of quitting are minimal. strategical guidelines for motivating staff whilst smooth running of the businessWhen the economy is on a slippery sky and when spirits are down, how do managers pick themselves and others up, so that they can meet the ongoing challenges? Hotels still have to operate, and services still need to be provided by employees who are working harder than ever before just so that their organization can survive. Therefore companies need to have some strategic policies to deal with employee motivation during hard times.Lend a listening earNow, more than ever before, the manager needs to listen to what employees are saying, not only to what may seem to be the surface issues, but also to the underlying issues. Roxanne Emmerich, President of The Emmerich Group, stated in an member for the Indiana Bankers Association that, Guilt, fear, paranoiaas well as a few other destructive emotionscan impede peoples performance during tough times. The natural response is for a leader to click his or her heels with the hopes of ending up in Kansas. Denial is the natural response when things get tough, but many leaders never move beyond that. The thought of talking about feelings openly sends shivers down the spines of many managers, and ignoring these emotions only causes greater challenges. In the November 7, 2008, issue of The Wall Street Journal, Jim Harter co-author of 72 The Elements of Great Managing and a researcher with Gallup, stated in an interview about motivation that, Organizations have to put more attention into it. They have to communicate more. Hence if we wish to motivate the staff during tough times, managers need to communicate more, not less.Be an guidance or else than an adversaryBrian Mclvor, author of C areer Detection Funding and Managing Your Career stated in an interview create in the The Irish Times, on February 9, 2009, You need to be honest and realistic with people organizations are changing all bets are off. However, while discussions with employees may have to be framed against that background, news doesnt have to be all gloom and doom. Managers need to be advocates for their organizations and realistic about opportunities within the organization. The manager should be an advocate for the future rather than an adversary against the future, which can be an un-stabilizing influence in the organization. Emmerich states, Lead your people to the understanding that even during the darkest of times, many do well, and you intend to be one of those. Your team needs to shift out of their doomsday story and into one of possibilities. When people say We cant because, the broken record response needs to be, Well, how CAN we? Therefore, be an advocate for the vision rather than an adv ersary against the vision.Look for the silver liningIn the February 27, 2009 issue of Business Week, there is an interesting article by Patricia OConnell. The article discusses a first look at a recent Accenture survey that reveals that women and men feel they have more to offer their employers. OConnell states, Managers smell for an edge amid a dismal economy, likely hiring freezes, and even staff cuts may have a hidden resourcetheir own underutilized staff. According to a wintertime 2008 Accenture survey, 46 percent of women and 49 percent of men worldwide believe they are insufficiently challenged in their jobs.This affords unique opportunities to organizations that will reap possible benefits for employees as well as employers. This may be a time to review the opportunities and challenges of an organization and how the skill sets of individual employees may be used to enrich jobs and the workplace. Armelle Carminati, Managing director of Human Capital and Diversity at Accent ure, stated, Companies should startle away from the one size- fits-all approach with workers The art of tailoring a career offering is the new station where employers have to go and will be the key to both employees and employers success. As time gets tighter and the work force slimmer, this presents a unique opportunity for employers and employees to sit down as a team and evaluate the possibilities for the future. It is awed the skill sets and aptitudes that may be uncovered when people are challenged to rise to the occasion.When things go downhill, up-skillUp-skill is a term used in The Irish Times article cited earlier that basically encourages coordinated training during tight economic times. For companies to survive and for employees to retain their jobs, itEmployee Motivation Levels in Hospitality IndustryEmployee Motivation Levels in Hospitality IndustryINTRODUCTIONThe most important intangible product in service industry is the employee itself. Losses caused due to repla cing them adds up to the economic s. One of the important tools of employee management Motivation has been missing out of TO DO list from the organisation directors. They seems to believe that since there are less jobs outside available due to recession in todays job market, employee would not leave and we are in favour to keep them. Fewer turnovers experienced from employee side but what about the productivity of employee. Can that be tackled by forcing the employee to do whatever as the contract always says, duties could vary according to business requirements, or disciplinary follow?Organizations become better places to work through improving leadership skills and corporate culture change. Businesses working on a network of hierarchies imagine a business like a triple-decker bus, the directors of the business are on the top deck, the managers are on the middle deck and the employees are on the lower deck. As the bus runs on its normal day to day business, down the normal streets picking up normal day to day people. What is happening is that the bus should be stopping at various bus stops in order to recruit new employees and managers, so that they can come on the bus and of course obviously let the team members off the bus if they decide to leave. The directors would begin to become conscious that the number of employees leaving the bus is increasing and they are not really quite sure why? So they decide what they should do is to commission an employee survey. Now the cost of the employee turnover is obviously something that is an issue or can be an issue for various businesses.All organizations heavily invest in the human resource department. The cost of interviewing, hiring, training, developing, maintaining and retaining employees are very high. Therefore, managers at all costs must minimize employees dissatisfaction and take every step possible to reduce it. Although, there is no standard framework for understanding the employees turnover process as who le, a wide range of factors have been found useful in interpreting employee turnover (Kevin, 2004). Therefore, there is need to develop a fuller understanding of the employee turnover, more especially, the sources. What determines employee turnover, affects and strategies that managers can put in place to minimize turnover. During this weakened economic condition and heightening competition, organizations must continue to develop tangible products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated. Therefore, senior managers must recognize that employees are major contributors to the efficient achievement of the organizations success (Abbasi, 2000). Managers should control employee turnover for the benefit of the organizations success.AIMCritically analyse employee motivation level in hospitality industry with a par ticular focus on operations management.OBJECTIVE1. To investigate the need of motivation in hospitality industry2. To examine the damage caused with de-motivation3. To critically access alternatives in reducing employee turnover4. To provide strategic evaluation for motivating operations management whilst smooth running of the businessRATIONALESeveral businesses now days are easily slipping into administration it is not only several job loses but also a huge loss of efforts made by operating team to bring the business to a certain stage to employ that many employees. Truly speaking, businesses are not built solely to provide jobs and the best comfortable environment for people within the community. They are out there to make money and progress which could be any industry. The purpose of this dissertation is to focus on hospitality industry, where we need to find the root of employee turnover. It is easy for a staff at lower level to move in and out of an organisation in relation to the operating management team. What causes that to happen at first place? Do line managers not see the importance of increasing motivation during difficult times? Are management in need of motivation themselves? Are they much more worried about there own survival? So if the upper management team is satisfied, they would certainly be in a position to furnish their head of departments easily.Global economic condition is struggling and has to face continues challenges with competitions growing. It cannot be right for a profit organisation to just vanish with small bumps of recession. Of course, both employee and business are affected with these downfalls. A need has aroused to look into this matter because as its a fact that turnover has always been one of the high business expenses, thus at the time of recession as the economic conditions are not stable, businesses should do something to beat this cost in hand.Motivation is the cure that spurns employees eagerness to work without pres sure. To say that nobody can motivate a team employee at work is like saying there are no influential leaders, there are no effective managers, there are no motivational speakers, the psychologists in sports management teams are useless and that motivation is not achievable. Motivation has been used by effective managers to prompt ordinary people to achieve uncommon results in all fields of endeavours.LITERATURE REVIEWVast amount of literature is available in how to motivate your employee, and it would be applicable in the real world around. Simple definition of Motivation by Lindner, J. R. (1998) can be as the inner force that drives individuals to accomplish personal and organizational goals.Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to the understanding of motivation are Maslows need-hierarchy theory, Herzbergs tw o- factor theory, Vrooms expectancy theory, Adams equity theory, and Skinners reinforcement theory.According to Maslow, employees have five levels of needs (Maslow, 1943) physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzbergs work categorized motivation into two factors motivators and hygienes (Herzberg, Mausner, Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivat ed. Adams theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).Skinners theory simply states those employees behaviours that lead to positive outcomes will be repeated and behaviours that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviours that lead to positive outcomes. Managers should negatively reinforce employee behaviour that leads to negative outcomes.Motivation defined by some of the authors is the psychological process that gives behaviour purpose and direction (Kreitner, 1995) a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner, 1995) an internal drive to satisfy an unsatisfied need (Higgins, 1994) and the will to achieve (Bedeian, 1993) and also more.Employee turnover is the rotation of work ers around the labour market between firms, jobs and occupations and between the states of employment and unemployment (Abassi et al. 2000). Whereas the term turnover defined by (Price (1977) as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (Woods, 1995). This term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Unfolding model of voluntary turnover represents a divergence from traditional thinking (Hom and (Griffeth, 1995) by focusing more on the decisional aspect of employee turnover, in other words, showing instances of volu ntary turnover as decisions to quit. Indeed, the model is based on a theory of decision making, image theory (Beach, 1990). The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizations after they have analyzed the reasons for quitting. (Beach, 1990) argues that individuals seldom have the cognitive resources to systematically evaluate all incoming information, so individuals instead, simply and quickly compare incoming information to more heuristic type of decision making alternatives or a more rule of thumb type of decision making.Most researchers (Bluedorn, 1982 Kalliath and Beck, 2001 Kramer, 1995 Peters., 1981 Saks, 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of e mployees included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (Stressors), lack of commitment in the organization and job dissatisfaction results in employees deciding to quit (Firth et al. 2004). This evidently indicates that these are individual decisions that cause employees to quit their jobs. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and other powerful people are in control of the events which influence their lives Firth et al. (2004). (Manu (2004) argue that employees quit from organization due economic reasons. Using economic model they showed tha t people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Good local labour market conditions improve organizational stability (Schervish, 1983). Large organizations can provide employees with better chances for progression and higher wages and hence ensure loyalty towards the organization (Idson and Feaster 1990). Trevor (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we feel we should do. This uncertainty is usually caused due to inadequate and blurred communication, As a result, it causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different (Kahn et al. Muchinsky, 1990). Insufficient info rmation on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization. If roles of employees are not clearly spelled out by management and supervisors, it would accelerate the degree of employees quitting their jobs due to lack of role clarity. And that is what happens at the lower level of the Bus organisation.Voluntarily vs. involuntary turnoverThere are some factors that are, in part, beyond the control of management, such as the unforeseen event of death of an employee or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factor s should not be seen as involuntary turnover as both government regulation and company policies create the chance for such staff to come back to work, or to continue to work on a more flexible basis (Simon, 2007).Organizational factorsOrganizational instability is one of the leading factors of a high degree of employee turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). Moreover, In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because stable organizations enable the employees to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. Therefore senior management should not use quantitative ap proach in managing its employees. Adopting a cost oriented approach to employment costs increases labour turnover (Simon, 2007).All these approaches should be avoided if managers want to minimize employee turnover an increase organizational competitiveness in this environment of economic downturn. Employees have a strong need to be informed. Organization with strong communication systems enjoyed lower turnover of staff (Labov, 1997). Employees feel comfortable to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmosphere (Magner, 1996). But in the absence of sharing information, employee empowerment the chances of continuity of employees are minimal. (Costly, 1987) points out that a high labour turnover may mean poor personnel policies, poor recruitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factor s contribute to high employee turnover in the sense that there is no proper management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures are in place and thus employees decides to quit. (Griffeth, 2000) noted that pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are insufficiently rewarded, they quit. If jobs provide adequate financial incentives the more likely employees remain with organization and vice versa. There are also other factors which make employees to quit from organizations and these are poor hiring practices, managerial style and lack of recognition, lack of competitive compensation system in the organization (Abassi, 2000).Effects of employee turnoverEmployee turnover could be very expensive from the organizations point of view, and affects could be more during the hard-hitting period of recession. There are mainly two factors that effect employee turnover. Voluntary quits which represents a mass departure of human capital investment from organizations and the following replacement process entails manifold costs to the organizations (Fair, 1992). The replacement costs would include, search of the external labour market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit (John, 2000). In addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has very significant effects on organizations (DeMicco a nd Giridharan, 1987 Dyke and Strick, 1990 Cantrell and Saranakhsh, 1991 Denvir and Mcmahon, 1992).Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly. Moreover, turnover can play a key role in de-motivating employees, resulting in low productivity, inefficient output and therefore loss.Turnover has many hidden or invisible costs (Philips, 1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover also affects customer service and satisfaction (Kemal, 2002).Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and managements time, estimate the turnover costs of an hourly employee to be US $3,000 to $10,000 each. This clearly demonstrates that turnover affects the profitability of the organization and if its not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the workers annual salary (Johnson, 2000) but the costs do not break off there. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets (Meaghan, 2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs sig nificant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also and perhaps more significantly in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, and the loss of social capital (Dess, 2001).Cost of turnoverOne simple method to calculate the turnover rate of any business is to divide the number of employees who have left the organization within a year, by the total number of employees who work for that company in the same year.Lets say there were 100 employees at the beginning of the year, and 100 employees at the end of the year, and at the end of the year, 84 of those employees were the same ones as were there the previous year. You might say that the turnover rate was 16%.= 16%But suppose one of those 16 who left was actually replaced three times. The employee quit in January, the replacement quit in April, and another person was hired who lasted only until N ovember. Then you might want to count every time an employee left the company and another one was hired in this case youd get 18%. Another complication suppose the work force is 100 at the beginning and 90 at the end of the year. Perhaps 16 people have left, but only 6 have been hired during the year, while 2 more were hired and retired within the same year. You might define turnover as 18/100 or as 18/90, or as 18/95, since 95 is the average of 90 and 100. Instead of 95, you might want to do a fancier average, where you actually add up the number of employees on each day of the year, and divide the total by 365.Strategies to minimize employee turnoverStrategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options like changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of t he problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organizations provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labour turnover, therefore, management are frequently exhorted to identify the reasons why people leave organizations so that appropriate action is taken by the management. Hence, accurate analysis of the cause of turnover is vital to implement the necessary strategy.Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their inves tment in people and improve overall corporate performance of business Employee engagement, the organizations capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organizations. Knowledge accessibility, the extent of the organizations collaboration and its capacity for making knowledge and ideas widely available to employees, would motivate employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture (Meaghan, 2002). Therefore information accessibility would make employees feel that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organizations success in opti mizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover (Badawy, 1988 Basta and Johnson, 1989 Garden, 1989 Parden, 1981 Sherman, 1986). With increased competitiveness during recession, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organizations. Job involvement describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982). Involvemen t in terms of internalizing values about the goodness or the importance of work motivated employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend to stay with the job. Task characteristics have been found to be potential determinants of turnover among employees (Couger, 1988 Couger and Kawasaki, 1980 Garden, 1989 Goldstein and Rockart, 1984). These include the five core job characteristics identified by (Hackman and Oldham (1975, 1980) skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization job autonomy, or the ex tent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides and job feedback, which refers to the extent to which the job provides information about the effectiveness of ones performance (Tor, 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees.Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (Blau and Boal, 1989 Brooke and Price, 1989 Brooke et al., 1988 Kanungo, 1982). Job involvement has also been found to be negatively related to turnover intentions (Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes (Brooke and Price, 1989). Satisfaction represents an effective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of ones job or career (Locke, 1976 Porter, 1974 Williams and Hazer, 1986).Organizational commitment is an effective response to the whole organization and the degree of attachment or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (Brooke, 1988).The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997). Man agers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superiors expectations (Keller and Dansereau, 1995). All these factors ensure employees commitment towards the organization and chances of quitting are minimal.Strategic guidelines for motivating staff whilst smooth running of the businessWhen the economy is on a slippery slope and when spirits are down, how do managers pick themselves and others up, so that they can meet the ongoing challenges? Hotels still have to operate, and services still need to be provided by employees who are working harder than ever before just so that their organization can survive. Therefore companies need to have some strategic policies to deal with employee motivation during hard times.Lend a lis tening earNow, more than ever before, the manager needs to listen to what employees are saying, not only to what may seem to be the surface issues, but also to the underlying issues. Roxanne Emmerich, President of The Emmerich Group, stated in an article for the Indiana Bankers Association that, Guilt, fear, paranoiaas well as a few other destructive emotionscan freeze peoples performance during tough times. The natural response is for a leader to click his or her heels with the hopes of ending up in Kansas. Denial is the natural response when things get tough, but many leaders never move beyond that. The thought of talking about feelings openly sends shivers down the spines of many managers, and ignoring these emotions only causes greater challenges. In the November 7, 2008, issue of The Wall Street Journal, Jim Harter co-author of 72 The Elements of Great Managing and a researcher with Gallup, stated in an interview about motivation that, Organizations have to put more attention i nto it. They have to communicate more. Hence if we wish to motivate the staff during tough times, managers need to communicate more, not less.Be an advocate rather than an adversaryBrian Mclvor, author of Career Detection Funding and Managing Your Career stated in an interview published in the The Irish Times, on February 9, 2009, You need to be honest and realistic with people organizations are changing all bets are off. However, while discussions with employees may have to be framed against that background, news doesnt have to be all gloom and doom. Managers need to be advocates for their organizations and realistic about opportunities within the organization. The manager should be an advocate for the future rather than an adversary against the future, which can be an un-stabilizing influence in the organization. Emmerich states, Lead your people to the understanding that even during the darkest of times, many do well, and you intend to be one of those. Your team needs to shift ou t of their doomsday story and into one of possibilities. When people say We cant because, the broken record response needs to be, Well, how CAN we? Therefore, be an advocate for the vision rather than an adversary against the vision.Look for the silver liningIn the February 27, 2009 issue of Business Week, there is an interesting article by Patricia OConnell. The article discusses a first look at a recent Accenture survey that reveals that women and men feel they have more to offer their employers. OConnell states, Managers looking for an edge amid a dismal economy, likely hiring freezes, and even staff cuts may have a hidden resourcetheir own underutilized staff. According to a winter 2008 Accenture survey, 46 percent of women and 49 percent of men worldwide believe they are insufficiently challenged in their jobs.This affords unique opportunities to organizations that will reap possible benefits for employees as well as employers. This may be a time to review the opportunities and challenges of an organization and how the skill sets of individual employees may be used to enrich jobs and the workplace. Armelle Carminati, Managing Director of Human Capital and Diversity at Accenture, stated, Companies should shy away from the one size- fits-all approach with workers The art of tailoring a career offering is the new space where employers have to go and will be the key to both employees and employers success. As time gets tighter and the work force slimmer, this presents a unique opportunity for employers and employees to sit down as a team and evaluate the possibilities for the future. It is amazing the skill sets and aptitudes that may be uncovered when people are challenged to rise to the occasion.When things go downhill, up-skillUp-skill is a term used in The Irish Times article cited earlier that basically encourages coordinated training during tight economic times. For companies to survive and for employees to retain their jobs, it

Nevado Del Ruiz Volcano Eruption

Nevado Del Ruiz Volcano EruptionMustafa AmeenNevado Del Ruiz vent-holeIntroductionThe vent-hole is a phenomena that occurs at several kilometers depth of the huge plates that form the Earths surface, causing a hole in the crust through which the expulsion of molten lava and ash, and gases. Volcanic application normally produces a cone-shaped Obinna picturesque periodically erupts in a violent way, and some can be genuinely explosive eruptions, such as the release Nevado del Ruiz. Nevado del Ruiz volcano has erupted 23 times during the past two million years.Geologic LocationNevado Del Ruiz is located on the border between the provinces of Caldas and Tolima in Colombia, part of the Andes mess hall range, overshadowed the town of Armero, part of Los Nevados National Park natural, 129 km west of the capital Bogota. Its Longitude is 4.9N / -75.32W. Nevado del Ruiz falsehoods within the Ring of Fire, in the region of active volcanoes that encircle the Pacific Ocean, as shown in Fi gure (2). It is the third in the far north region of Andean volcanic belt which contains 75 of the 204 Holocene age volcanoes in gray America. It is worth mentioning that the production of this volcanic belt is under the continental plate of South America by eastward subduction of the Nazca oceanic plate as shown in figure (1).Figure (1) how tectonic plate movement and subduction has created this volcanoFigure (2) Nevado del Ruiz volcano location on the mapType of VolcanoNevado Del Ruiz is a conglomerate volcano, that also cognize as a stratovolcano or a composite cones, this volcano grow gentle lower slopes, but get very unembellished near the summit, which give this volcano the cone like shape. So that Composite cones are created by a mixture of explosive activity and lava flows.Nevado Del Ruiz has an overall andesitic and dacitic structure that made of layers (strata) of hardened lava, volcanic ash and tephra. Nevado Del Ruiz also has a layered appearance with alternating py roclastic, lava, mad and debris flows, and also this volcano is created by an oceanic to continental focused boundary. The structure layer of this volcano is given in Figure (3).Figure (3) The structure layers of Nevado del RuizEruption StyleNevado del Ruiz is a stratovolcano forms at convergent plate margins, and its steep slopes of the summit and a small hole is amazing. Is an explosive, and usually generates Plinian explosion and has been active for the two million years ago. It is well known as composite cones for the emergence of a cone shape and several layers of lava alternating with stiffness volcanic ash and other lava rocks. Stratovolcanoes form in convergent plate margins, and its steep slopes of the summit and classifications are surprisingly small. The eastward subduction of the oceanic Nazaca plate beneath the South America continental plat is produced the Andean volcanic belt. It results in the production of dacitic lava, as well as volcanic andesitic rocks. These la va flows and lava cancel everything in its path, and travel for miles. Output is a lot of debris and ash from the volcano also erupts when. Landslides are one of the almost lethal consequences of this during the eruption.As hot lava flowing on the undersides of the volcanic crater it causes a quick dissolve of snow and ice, which generates a very large floods that sweeping nearby valleys. As a result of mixing these floods with waste and debris floods and soil, increasing the density and leger to form very hot lahars with a thickness of approximately 50 meters and is moving at 50 km per hour. When sweep populated areas lead to the decline of thousands of deaths in addition to the mass destruction of these areas.Figure (1) A photo of the volcano Nevado del RuizEruption historyThe first eruption of Nevado Del Ruiz was in 6660 BC and most recently in 1985 in the Arenas Crater. The first explosion historically documented in 1570 while its biggest eruption occurred in 1595. In 1845, the volcano erupted as a result of a large earthquake and caused a considerable bollocksflow which ran down the valley of the nearby river (Lagunillas River) for approximately 70 km. Its spilled out in the river channel and cleanup spot much of the local people again. The most famous and most recent eruption occurred in 1985 which regarded as the worst volcanic disaster in the twenty-first century in South America, where they have caused the following casualtiesApproximately 23,000 people were killed in Armero From the population of 28,700Around 5,000 people were injured.About 5,000 homes were destroyed.The hale town was swamped with mud up to 40 meters thic.The mad was traveling at speeds of 50km/h in which it swept the town away.This eruption was the fourth largest single-eruption in death toll whole the history.The volcano activity is very limited since 1985 deadly explosion. The latest eruption occurred at 22 Feb 2012 and stopped at 10 April 2013 without any casualties. Table (1) gives succinct of the eruption dates of this volcano.Table (1) Summary of eruption dates of Nevado del Ruiz 6.Was it inevitable that so numerous people died/were injured? Could more have been done to save the people/ situation? The eruption signs can be predicted for some time ahead the outbreak of the volcano. Weeks later scientists were monitored the volcano using seismographs. Several maps were provided over a month before the eruption to illustrate the danger zones of the volcano, which showed that Armero area is clearly at high risk. But unfortunately, some unusual facts recognized, which are1 People werent taken these maps very seriously and werent circulated thoroughly accurately.2 Many of the people in the city are unaware of these maps.3 Many citizens in Armero were unable to read.Committed many quiet starts when a major eruption, because of reassuring messages that were sent by each of1 The mayor on the radio.2 The local priest of the Church by addressing the audience.However, it is the Red Cross to evacuate the city. But after a brief period of time evacuation, ash stopped falling.Storm occurred and blocked the top of the volcano that made citizens unaware of what happens from the outbreak of lava. Authorities have warned that the eruption will be moderate with great danger for Armero with a very high luck of the mudflows. Unfortunately, government officials have refused this makeup and have declared their unwillingness to evacuate the population while making sure of its necessity. If government officials have taken the report warning seriously for the town could have been evacuated, then far fewer people would have been injured.How we can prevent such damage and death if this volcano erupts again?There are a lot of methods to protect towns and cities from lahars. In which these include tunnels, alternate channels, and concrete structures. In which some have been succeed and others have not. The experiment provided that the best preve ntative measure is to build and establish a highly sensitive warning system. These warning systems include seismometers, which pick up the call for from the lahar as it moves to the bottom of the valley and rain gauges that accumulate water and warning when the formation of avalanches is possible. As it has been shown through the Nevado del Ruiz volcano warning systems are not sufficient. in like manner lines of communication and evacuation plans must also be established because the damage may not be avoidable but earlier warning convey to better communications would empower people to be evacuated to higher ground.ConclusionNevado del Ruiz is one of the most dangerous volcanoes in the world. It is affected by several factors, namely, the account of the magma core, the temperature, and the amount of dissolved gases it contains. It is believed that the atmosphere and the ocean evolved gases emitted by volcanic eruptions. Its eruptive period was begun 150 thousand years ago. These facts are enough reasons for igneous activity to warrant our attention. The government must take some procedure to protect its citizen for the next volcano eruption.Referenceshttp//nevadodelruiz.blogspot.se/http//thewatchers.adorraeli.com/2011/09/13/unrest-at-nevado-del-ruiz-volcano-in-colombia/http//en.wikipedia.org/wiki/Nevado_del_Ruizhttp//www.geo.mtu.edu/volcanoes/hazards/primer/lahar.htmlhttp//books.nap.edu/openbook.php?record_id=1784page=65http//volcano.si.edu/volcano.cfm?vn=351020bgvn_37071

Effects of Stigma on Drug Users

Effects of discolouration on Drug UsersIn this essay I go forth demonstrate my understanding of stigma and labelling. There ar certain population who atomic number 18 stigmatised and stub exploiters genuinely much confound a ostracise stereotype. This negativity provide often not allow the sum drillr to seek the serve and medical p bothering that they need due to the stigma and labelling. I go out be discussing the research around the impacts of stigma and labelling that will dissemble not only their treatment but in housing and employment.The term stigma originates from the ancient Greek word and signifies that he or she could be a slave, criminal or traitor and was engagementd as a sign of disgrace and shame. It is now used to describe bulk who are stereotyped because of their complaisant identity (Pierson Thomas, 2010). According to Goffman, when a person is not fitting to meet expectations because their behaviour or attributes are undesirable or unacceptab le, then stigma disqualifies a person from social acceptance. Goffman suggests that stigma is, an undesirable attribute that is incongruous with our stereotype of what a given individual should be Goffmam (19633). patsy is a use of negative labels and is about dis follow. It is not just a matter of using the wrong word but labels that person who has the shopping mall use disorder. firebrand wills in contrariety and abuse and is damaging to the lives of many people. The fear of stigma discourages families and many individuals from getting the support and treatment that they may need to lead normal healthy lifestyles. Stigma deprives people their full participation into society which then reinforces negative stereotypes (Goffman, 1968). The way of coping with stigma is to conceal behaviours and internalize these negative views and as a result will be subject to unlikeness and exclusion inwardly many areas. Drug problems will remain entrenched if substance medicate substance a b exploiters are seen as junkies. Landlords will be reluctant to let out their properties and employers will be wary of giving them jobs. Employment and housing are outstanding to substance users as it mess be vital in establishing themselves back into society (UKDPC, 2008). Research studies show that 80% of dose users are unemployed. Being employed is sh bear to be an most-valuable region into the reintegration into society. Once in work, it will help in building their self-esteem and back into normal life (UKDPC, 2008). Family members feel shame and stop trusting them and in some cases, disown him/her. Communitys will finger point, try to avoid contact and will gossip about them. Many would argue that societys disapproval of medicine use especially cannabis and heroin will say stigma is necessary to demonstrate disapproval (UKDPC, 2010). Stigma can withal make the substance user stigmatize themselves, make them feel alone, rejected and destroy their self-esteem. Seeking h elp is very operose for the substance user and will prevent them from doing so. They will often feel that quitting would be no use and returning to normal life would be impossible because people in society will no longer trust them and so will join in with other dose users, start criminal activities to pay for their use and judge the blame of society (UKDPC, 2010).Stigma discourages families and individuals from getting the support and treatment they require. Families suffer the impact when another family member has a drug use (UKDPC, 2009) and it alters all their social invitations and friends that they once had. Other family members will often withdraw and children will often be targeted by bullies. Stigma deprives people of their full interaction into society. The UK Drug Policy missionary station (UKDPC) suggests that 1.5 Million people in the UK are affected by a relatives drug use. Supportive relationships are key to a successful recovery. Carers UK commissioned a study which estimated that carers in the UK made a persona of 87 billion in total economic value in one year. This may learn excluded many who contribute not come forward with coping with a relative who has a drug problem but this gives us some indication of the social contribution likely to be made by the supporting families (DrugScope/Adfam, 2009). The drug user must have determination and faith in reaching their goals and there will probably be setbacks and barriers but with the support and contribution of social workers, support groups, family and friends, this will help towards the recovery process (HM Government, 2010). Families and relationships are key issues for recovery and drug users improve when their family is behind them. They are more than likely to complete treatment and maintain their new lifestyles (Best Laudet, 2010).DrugScope published research in 2009 by interviewing a stochastic sample of over 1000 people aged 18 plus. The research published showed that one in five adults had a personal experience of drug use, each direct or indirect. The findings where19 % have personal experience of drug addiction either directly or among family or friends1 in 10 adults have a friend who has experience of drug addiction1 in 20 have experienced drug addiction in their family1 in 50 has personal experience of drug addiction.77 % agree investment in drug treatment is sensible use of political science cash.The poll found that 19% either had direct or indirect personal experience of a family member or knowing someone within their circle of friends. 11% were likely to have a friend who has experienced drug addiction. 6% had family members who were drug dependant, yet 2% experienced the drug dependance themselves. These figures do suggest that drug misuse and the dependency do affect many peoples lives and is a social problem (DrugScope, 2009).Stigma to substance users will possibly make addiction recovery and treatment more problematic. nucleus users o ften manage in secret and would rather not seek out the treatment and live in denial. The University of Nevada studied 197 drug users on the affects of stigmatization. This research identified that because of the use of stigma they would become more dependent on their drug use due to the perceived negativity that the society had on drug users. 60% of drug users in this study felt that they were treated differently after people knew that they were a drug user. 46% felt that others became afraid of them once they found out and 45% felt that their families gave up on them and wanted nothing more to do with them. 38% of their friends had rejected them and finally, 14% of employers paid a lower wage (Addiction, 2010). Users have no safe reason to stop using when you construction at this research study. This research identifies that stigma is conceptuality unique. Drug users also had a more difficult time in treatment at bring home the bacon when there were higher levels of stigma. The study also showed that drug users often cope in secret due to their inability to openly discuss their addiction this caused unequal mental health and decreased their chances of recovery. By reducing shame the society could help in driving forward in helping the treatment of drug users who are not coming forward due to stigma (Addiction, 2010).Stigmatising is not only found amongst the state-supported but also by the professionals who may be working directly with them. Professionals, such as doctors and nurses, who work directly with drug users, will have a greater insight into the problems that drug users face on a day to day basis. Miller et al (2001) mentioned in UKDPC (201030) summarised research from the USA which showed an increase in negativity towards drug users. Two studies of the treatment of problems with drug users and drinkers both in the inpatient care and safety net emergency department showed that negative views during training, continued when they became qualified and working within their practice (UKDPC, 2010). Stigma between health professionals and the drug user will prevent them from seeking help and may be one of the reasons as to why the drug user will not seek out the help or medical treatment that they require (Kelly Westerhoff, 2010).Everyone knows that it is wrong to discriminate, whether it is because of their race, culture or religion. Substance use is very common and is widely misunderstood. It is essential that we learn about the person and treat with dignity and respect. This will then help in emphasizing their abilities (Mental Health and convalescence Board, 2009). Public attitudes to drug addiction were explored in the UK in 2002 (Luty Grewal, 2002). Results showed that 28% regarded drug users as having a mental health problem. 38% assumed that drug users were criminals and 78% to be deceitful and unreliable. 30% said that they deserved the misfortune that fell upon them. 62% thought that the law were too soft on drug use rs and 40% believed that their children should be taken into care. It was concluded by Luty and Grewal, 2002, the results clearly indicate a negative view of drug addicts (Luty Grewal, 200294).Yet, DrugScope in 2009 wanted to find out the attitudes of the public towards drug users and drug treatment. They commissioned a poll and the findings suggest that the public to be very sympathetic than sometimes often assumed. 80% of the people surveyed concur that people can become addicted to drugs because of other problems within their life. 35% agreed that it was the individuals fault for drug use and that there is no excuse. A outstanding amount of respondents 88% agreed that for the drug user to get back on track, they needed help and support and 77% agreeing that the investment of government money towards drug treatment is sensible. This research showed a sympathetic response of the majority of the people surveyed.Drug users are the most marginalised people in society where discrimi nation and stigma are key into the barriers of receiving recovery. Two thirds in a recent poll showed that employers would not employ anyone with history of drug use, even though they were adapted for the job. Stigma and discrimination still remains a barrier to recovery and will clearly impact of them finding work. It will also affect universe housed appropriately and accessing the healthcare that they need (DrugScope, 2009)The things that we can do as practitioners in helping to overcome the stigmatisation is to have a better understanding of how difficult it is for people to change who may have low self-efficacy. First impressions count and for a substance user, coming through the door is hard enough. The substance user will have come because they are in a crisis and has realised it is time for change (Lecture Notes, 2012). As social workers we have to realise that engaging with the substance user will help in the first steps to recovery and help in building relationships. Buil ding respect and trust will prevent misunderstandings that may lead to conflict. Having good communication skills is effective and at the heart of social work. It is only through our communication skills that we are able to understand the knowledge of others and work effectively (Trevithick, 2009). It is important to communicate as it helps in exchanging our thoughts and feelings and in forming the foundation of a good relationship. Communication allows you to help the substance user to be more receptive to the new ideas by creating an environment that they can trust and help in developing resolutions. To have an open and honest relationship, trust is important in succeeding this. An agreement ideally should be met with the substance user about confidentiality. They have a right to know who will be able to access any information about them (Koprowska, 2010).motivational Interviewing is a considerably known specimen developed by William Miller in 1982. It is a model used with peop le to evoke change, especially people who have problematic substance misuse. Motivational interviewing is a client-centred counselling style and helps the inspection and repair user to reach their decisions about potence behaviour change (Nelson, 2012). This model helps in identifying and understanding the substance users motivation to change and highlight to the client their perceived negatives and benefits of change. The principles of motivational interviewing are to express empathy, develop discrepancy by helping the client in increasing their awareness of the consequences of their behaviour. Avoiding argumentation as it is them who are the expert. Roll with resistance by encouraging the client to develop their own arguments. Resistance is normal if you are uncomfortable about something and lastly self efficacy by highlighting the skills and the changes they have already made (Lecture Notes, 2012).Assessing motivation with the substance user and finding out at which stages they may be will help in me identifying where the substance user is in their dependency. A well known model called the cycle of change developed by DiClemente and Prochaska (1982) represents the point at which the substance user passes during their change in behaviour. The different stages arePre-Contemplation, this is where the service user has no desire to change.Contemplation, this is where the service user may be considering their situation and is more aware of it.Preparation is where the service user makes a decision to change their substance misuse.Action and this is where the service user takes steps in bringing about change.Maintenance is where they have halt using the drugs and moved to a more controlled and less harmful way of using and is maintaining that change.Relapse is where the service user will go back to their ageing behaviour and will have to start the Cycle of Change again (Teater, 2011122).The substance user may slip back or relapse in to their old behaviour becaus e permanent behaviour is very difficult to change, particularly with people who want to make change in substance misuse. This is very difficult and may take several attempts (Nelson, 2012). Motivational interviewing will help the substance user move through the stages of change.Having good active listening skill is important and will help in making the substance user feel that he/she is being helped. Many people will feel march ond when they have been truly listened to without interruption and will often become encouraged and empowered (New Jersey Self-Help Group Clearinghouse). A good listener allows the person to get their own stories and opinions across, which active listening will allow them to do so. If you interrupt, the person will feel that they may not have been listened to. They will not feel prise and may hold information through being cautious. It is important to allow them to know that you were listening and will help in encouraging them to continue talking. canted f orward, maintaining eye contact will also show them you are interested in what they have to say (MindTools, 2012). You have to remember to not let environmental factors distract you as this could make you lose focus. Giving the substance user your undivided attention and acknowledge what they are saying. Using body language either by nodding occasionally, smiling and encouraging the speaker to continue by saying verbal comments, such as yes and go on will encourage the speaker to continue by knowing you are listening. Giving positive feedback by paraphrasing e.g. What I am hearing is and It sounds like you are saying, are good ways of reflecting back and help in clarifying certain points that the substance user may have said and helps towards getting more background information. Paraphrasing also helps in allowing yourself to really understand what has been said and helps the substance user know that they have been heard und understood correctly (Koprowska, 2010). Having the three c ore conditions of counselling of empathy, respect and congruence will help to enhance the substance users motivation to change. Empathy allows putting you in another persons shoes and having a better understanding of their feelings and emotions. You must dissolve your own perception of the situation and accept their feelings and thoughts. By doing this does not mean that you accept the behaviour they are doing but means that you understand them. Congruence allows you to be yourself and that you are only human and a real person. This will help in reducing the stress the substance user may have. Having respect is accepting the person for who they are regardless of what the person says or does. When others have possibly made that person feel negative, it is very hard for them to feel positive. Showing the substance user respect will show willingness that you want to work with them, which will allow them to grow confidence (Trevithick, 2009).Change is difficult, so it is normal for the substance user to feel ambivalent. Using the Decisional Balance will help in identifying the positives and negatives of their behaviour. If you are going to change, you need a reason to and people change when the positives outweigh the negatives. We unendingly have to be aware of the short term or long term risk factors including their level of usage and what type of drugs they are using (Miller Rollnick, 2002). Motivational interviewing helps the substance user in identifying the importance of their behaviour change and also helps the practitioner help in doing so by enhancing their motivation. This model works well alongside the cycle of change as it is useful to assess where the substance user may be in their cycle of change and help in identifying the strategies you may use (Nelson, 2012).In conclusion, if a person does not conform to social stereotypes, they are more than likely to be marginalised and bear stigma. mass with substance misuse are of all types and come from di fferent backgrounds (Pycroft, 2010). spieling with individuals who are experiencing substance use, it is important to remain focussed. Providing constant feedback and offering support will help in engaging the drug user towards solving the crisis the substance user may have. Having a non-judgemental attitude underpins social work along with empathy and advocacy (Trevithick, 2009). People with substance misuse are often viewed as less worthy and deserving. Stigmatisation can cause prejudice, marginalisation, discrimination and oppression and is often reinforced by the media and even our own families (Theory and practice, 2011). People who substance use are often stigmatised and feel shameful of it and can happen if the substance user has had several attempts. When you are ashamed of something and you disclose it, it is very hard especially if youre unsure as to how the other person is going to respond. It is important for myself to reflect upon my own value footstall and prejudices that I may have.ReferancesAll about Addiction (2010) Addiction Stigma making addiction recovery, and addiction treatment entry, even harder.www.allaboutaddiction.com/addiction/addiction-stigma-making-addiction-recovery-harder (accessed 16 November 2012)Best, D,. Laudet, A. B. 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