Analysis of Staff Motivation Levels

Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their Analysis of Staff Motivation Levels Analysis of Staff Motivation Levels Abstract The objective of this project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. This research study presents the methods of employee motivation and the rewarding system adopted by WILO company. This project is a result of a theoretical study of available literature as well as empirical research conducted at the company in order to analyse the effectiveness of the implemented methods and system. The analysis has also provided background for defining the role of managers and the required skills in the process of motivating employees. In addition, salary and benefits, good atmosphere, interesting job, professional development and job security have been tested and proved to be key motivating factors for both Polish and Hungary WILO employees. Nowadays in the increasingly competitive global economy it seems to be of great significance that motivated employees might turn into the source of the companys competitive advantage, especially in such areas as: quality, service and costs. Therefore, there seems to be a necessity to create a committed workforce, which is an investment for the future resulting in boosted efficiency, creativity, increased turnover, and subsequently a strong position of the company on the competitive market. PREFACE The current competitive business world is focused on fast development and sustainability of strong position on the market, therefore companies search for various ways of ensuring their success. The success of the business seems to be an outcome of the interaction between employees vs. customers, product and the organisation. Therefore, to create a business oriented company these three elements have to work out together to generate a profit for the organisation and financial benefits for employees. Hence, it is significant for an organisation to create a culture where employees would feel appreciated. This might be reached by providing rewards and incentives or benefits in return for their effective work. As a result of this, employees are expected to make efforts to accomplish objectives of an organisation. Background Employee motivation is a key factor in the success or failure of any organisation. In hard economic times, which require companies to face the need to increase both budget cuts and productivity, it appears crucial to maintain workers loyalty and motivate them continuously. Should an organisation omit to motivate its staff, less productivity may occur, morale is not high as well as products and services are of a lower standard. I have selected the topic of motivating and rewarding of employees as my interests are focused on motivation programmes and I wish to gain an improved understanding of the area of building employee engagement. Moreover, my choice was dictated by my willingness to develop a better understanding of what precisely could motivate employees in different subsidiaries at WILO company. Furthermore, I wish to concentrate on factors which could potentially encourage employees to be committed to work and develop a better atmosphere at a workplace. The objective of the study The main objective of the project is to investigate whether employees at WILO company are well motivated and if there is a need for improvement of the level of employee satisfaction in WILO subsidiaries in Poland and Hungary. Moreover, the goal of the research is to conduct a theoretical study of selected literature as well as empirical data collection by means of a survey, questionnaires and interviews at WILO company. I will also attempt to analyse the data to be aware of the current level of motivation as well as classify significant motivators for the Polish and Hungarian employees at WILO company. Finally I wish to draw a conclusion to improve the level of satisfaction and to build a better committed workforce. Summary The project has been divided into six chapters: Introduction to the study, literature review, WILO company motivation and compensation system, methodology, results of the survey, and conclusion. The literature of the field presents all manner of findings concerning solutions to the problem of motivating and rewarding employees. For the purpose of formulating the main concepts of my thesis, I reviewed a wide variety of relevant literature, which serves to provide a theoretical background to my study. First part of the literature review covers the definition of motivation as well as various theories of motivation. Moreover, I explore Maslows hierarchy of needs theory, in comparison with Herzbergs theory, Alderfer as well as McClelland theory and McGregor theory (Schermerhorn, 2005). Furthermore, I focus on personalities and behaviour of employees and cover various issues regarding motivation and compensation systems, techniques and tools, and, in addition, I wish to explore the role of a manager. The following part focuses on a motivation and compensation system at WILO company. I will attempt to present the way of motivating and rewarding employees at WILO company as well as the benefits and perks received by WILO employees. Furthermore, I introduce the training system which is applied at WILO to boost productivity. The thesis will consist of two parts, that is a theoretical and a practical one. In the theoretical part of my thesis, I intend to examine selected literature of the field in order to present possible ways of motivating and rewarding. In the practical part of my thesis, I will conduct a research whose purpose is to analyse empirical data extracted by means of questionnaires carried out in the Polish and Hungarian subsidiaries of WILO company. My study will explore the role of leadership in the process of motivation and methods of improving working conditions, by means of bonuses provided by the company. Finally, I draw a conclusion and discover crucial findings regarding motivation and compensation of the Polish and Hungarian subsidiaries of WILO company. Motivating and rewarding employees is one of the most significant and the most challenging activities that managers perform. Managers invariably debate on ways of motivating, thus we are in a position to find numerous views and speculations regarding this topic. It appears to be crucial to demonstrate briefly paramount ideas regarding motivation and rewarding of employees, presented by different authors. Moreover, both academic researchers as well as practicing managers have attempted to understand and explain the problem of employee motivation for years (Robbins, Coulter, 2003 p. 425). Furthermore, effective managers who expect from their employees the maximum effort recognise that they are required to be familiar with the way employees are motivated as well as to modify their motivational practices to satisfy their needs. Chapter Two Literature Review Definition of Motivation There is hardly anything more frustrating than working hard, meeting or exceeding expectations and discovering that it doesnt matter to your company. You get nothing special, or you get what everyone else does. People need to get differentiated rewards and recognition to be motivated. (Jack Welch, 2005:107). There seems to be a wide variety of definitions of motivation. It is a term originally descended from the Latin word movere, which means to move (Rue, Byars, 2000). However, it has been extended to include the various factors by which human behaviour is triggered (Campbell Pritchard, 1976). What is interesting, the concept of the motivation was already well-known in ancient times as, for instance, Egyptian pyramids or the Great Wall in China without motivation and determination would not exist. It should be borne in mind that the problem of motivation is not a current development. Research conducted by William James in the late 1800s pointed out the significance of motivation. He assumed that hourly employees might keep their jobs by applying approximately 20 to 30 percent of their ability. Moreover, he found that highly motivated workers will perform at approximately 80 to 90 percent of their ability. Consequently, highly motivated employees are in a position to increase in performance as well as significantly decrease in problems such as turnover, strikes, absenteeism (Rue, Byars, 2000). As expressed by the 34th American president Dwight D. Eisenhower: Motivation is the art of getting people to do what you want them to do because they want to do it. Motivation might be analysed by the following sequence: Consequently, in motivation needs create motives, which lead to the accomplishment of goals. Moreover, a motive is a stimulus which leads to an action that satisfies the need, which means that motives create actions. When employees achieve the goals, they satisfy the needs and simultaneously decrease the motive. Nonetheless, it might occur that other needs may arise. Understanding the motivation sequence provides managers with slight help in determining what motivates employees (Rue, Byars, 2000). Nowadays it is extremely important to have motivated employees in every organisation. While non-motivated employees will not provide good service, they are likely to make mistakes and the reputation of the organisation may suffer as a result. Therefore, all businesses need enthusiastic and committed employees who work to support organisational goals. What is important, motivation occurs within people; therefore work needs to meet their goals as well. Additionally, people have different motivation, consequently a reward that is attractive to one employee might be unimportant to another (Boddy, 2002). Moreover, one of the paramount factors which has an impact on efficiency and effectiveness of employees work as well as how they organise time at work is their motivation (Bruce and Pepitone, 2001). While, as claimed by Forsyth (2001), non-motivated employees tend to spend more time on breaks, surfing the internet or private discussion. Nevertheless, motivation commences with employee engagement, and engagement starts with effective communication skills. As mentioned by Jack Welch, former CEO of General Electric (GE) and current Business Week columnist, no company, large or small, can succeed over the long run without energised employees who believe in the mission and understand how to achieve it. It is also worth mentioning that three main words in this quotation remain the secret to motivating employees: energised, believe, understand (Gallo, 2008). Moreover, according to Carmine Gallo (2008), successful companies have employees who believe in their mission. As emphasised by Scott Cook (INTU), people want more than a paycheck. They want to feel as though they are part of something bigger than themselves. When discussing motivation, not only should we mention a different management style adopted in Europe in comparison to Asia and America, but also the differences between companies in the same country or even differences between workplaces in the same company. To understand better what precisely could motivate employees I will attempt to explore what motivation means in general. As claimed by Dessler (2004), a motive is an incentive that stimulates the person into the action or provides direction as well as hints to action. However, Robbins and Coulter (2003) presented a different view. They claim that motivation is the willingness which brings out high levels of strivings to achieve goals as well as to satisfy individual needs. What is more, studies conducted by Schermerhorn (2005), also provide a valuable input. He argues that motivation is in charge of the standard, direction, as well as tenacity of effort developed at the workplace. Moreover, in order to understand motivation, it is essential to understand human nature as it might be very simple or very complex at the same time. Hence, understanding the human nature is significant for effective motivation of employees at the workplace. Gary Dessler (2004) argues that motivation is the intensity of an employee desire to engage in some actions. However, Buford, Bedeian Lindner (1995) stated that motivation is a tendency to behave in an intentional manner to fulfil particular and insatiable needs. Nevertheless, Kreitner (1995) presented a different view. According to his statement, motivation is a psychological process that provides behaviour aim and direction. Furthermore, as defined by John Schermerhorn (2005) and subsequently supported by Stephen Robbins and Mary Coulter (2003), motivation is the willingness which presents the level, direction, and perseverance of effort expanded at work to satisfy some individual needs. As claimed by Kondo (1995), motivating the employees is one of the numerous conditions and policies recognised to achieve the objectives of each company. Moreover, people involved in a task have to be sufficiently motivated to overcome all difficulties. Therefore, by saying, a company is its people it is meant that () people are our most important assets (Schermerhorn, 2005). This statement demonstrates that a proper approach to people in an organisation is extremely important, that is, if managers treat employees appropriately, they will be repaid with effective work. What is important, even if we create an outstanding organisation, it will not be effective and even counter-productive if the employees lack motivation (Kondo, 1995). To conclude, highly motivated employees seem to be the most important assets for owners, chairmen, managers. Otherwise the productivity of the employees and the costs of the production will dramatically deteriorate. Personality and behaviour of employees It is commonly known that people differ in characters, abilities, values, behaviour, and needs. Moreover, different actions cause various reactions on people. One employee might jump whenever the boss wishes, while the other would not execute this order (Dessler, 2004). For a manager it is significant to be familiar with how to manage different personalities as ineffective management of a team with different personalities as well as working styles might lead to a failure of a particular project. As stated by Schermerhorn (2005) personality is the mixture or overall profile of characteristics that causes one person to stand out from all others. personality As claimed by Carl Jung, the Myers-Briggs Type Indicator (MBTI) is a popular tool for measuring personality. This system is helpful for organisations to be familiar with the working styles of employees, balance teams and avoid conflicts. According to Myers-Briggs, assessment characteristics of personality are classified as: Introvert/Extrovert; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. The MBTI questionnaires categorised people into 16 personality types along four scales (Mutchler, 1998). Employees who possess the introvert personality tend to be introspective, they are often an analytical and scrupulous team member. However, extroverts are active as well as easy-going and comfortable with expressing their ideas openly. The sensing/intuition personalities tend to measure process of information. A sensing person seems to be visual and fact-oriented, whereas an intuitive person has a tendency to be more open and creative. The thinking/feeling type of personalities refers to the decisions making. Thinkers draw conclusions based on external standards and regulations, however, feelers are more focused on protecting feelings and values. As team members, feelers might consolidate people, while thinkers are successful in expressing logical reasons behind decisions. Finally, judging/perceiving concerns the approach people have to their life. People with judging personality tend to be well organised and they know what to do about their daily activities, while people with perceiving personalities are more flexible and spontaneous. It is note-worthy that every team is enriched by diversity, therefore, a range of personalities might create a stronger team. Moreover, the diversity of the team might bring into a project different ideas, which is bound to increase performance and creativity of the team (Boddy, 2002). On the other hand, as claimed by Gary Dessler (2004) and illustrated in Figure 4. psychologists, nowadays emphasise the big five personality traits as they apply to such behaviour at work as extroversion, emotional stability, agreeableness, conscientiousness and openness to experience. Extroversion is personality where a person is outgoing, assertive and friendly. While emotional stability names someone who is relaxed, calm and secure. Moreover, this person is emotionally stable and confident. Agreeableness, in turn, is someone who is good-natured, cooperative and trusting. Furthermore, a person who possesses an agreeable personality is also in good relationships with others, and a disagreeable person generates conflicts and discomfort for others. The following personality is called conscientiousness. An employee with this character trait is responsible, trustworthy and careful. On the other hand, a person who lacks conscientiousness is careless and often doing little. Finally, openn ess is the degree, to which someone is curious, open to new idea and creative. What is more, an open person is tolerant, open to change and receptive to new things. Moreover a person who lacks openness is resistant to change, narrow-minded and has limited sources of interests (Schermerhorn, 2005). Many studies conclude that these five traits signify the essential structure of personality, and therefore influence how the person behaves (Beck, 2000). In addition, personality traits are not the only one factor which is responsible for persons behaviour at work. Therefore, individual differences in abilities also influence workers behaviour and performance (McCormick and Tiffin, 1974). To perform the work successfully every employee needs to possess appropriate abilities. However, even the most competent employee will not perform the task successfully without motivation. Therefore, Performance = Ability x Motivation (Dessler, 2004). As claimed by Richard Field (2002) the main goal of attitudes is information of how to act with regard to other person. Moreover, attitudes are significant in organisations as they affect behaviour. Additionally, we may distinguish three parts of work attitudes that are the affective, such as what the employee feels about work, as well as the cognitive attitude- what the employee thinks about the work and the international- what actions is the employee planning to perform at work. Moreover, the job satisfaction is influenced by both the work environment and by the employees personal traits. It has been assessed that the individuals personality constitute between 10% and 30% of employees job satisfaction, however, 40% to 60% of the discrepancy in job satisfaction is motivated by situational factors. Furthermore, the interaction between personality and the situation constituted between 10% and 20% (Field, 2002). Theories of Motivation There are numerous motivation theories, however, the universal theory of motivation, which can explain all its aspects does not exist as each person is unique and has different needs and expectations. Managers have for ages attempted to understand why for one person work is enthusiastic and challenging, and means a possibility to improve the ability, while for other person work is something which you have to perform, as compulsion to survive and for living in a good condition. Theories of motivation focused on how managers might motivate their subordinates. However, they also have to motivate other people such as colleagues, consumers, or other managers. Psychologists created three main approaches when studied what motivates employees such as the need-based, process based and learning/reinforcement-based approaches. Need-based Approaches to Motivation Need-based approaches to motivation concentrate on how needs trigger people to act the way they act as well as which needs are the most significant for each person. The most common theories of motivation are: Maslows Hierarchy of Needs Theory, Herzbergs theory, McClelland theory and McGregor theory. Scientists generally commence most discussions concerning motivation by explaining individual needs; therefore, as claimed by Schermerhorn (2005), a need is an unmet desire. An extremely significant and generally known theory of motivation is Maslows needs-hierarchy theory. Abraham Maslow a hierarchy of needs Abraham Maslow was an American clinical psychologist, who formed a theory of human motivation to understand the needs of his patients. This model suggests that people have different types of needs. He also found it useful to investigate data and observations of Douglas McGregor theory. He proved that the lower-order needs are leading until they are at least partly satisfied (Maslow, 1970). On the basis of this theory, an unsatisfied need can change a persons behaviour while a satisfied one can be a motivator of immediate action. As illustrated in Figure 5, Maslow argued that there is a hierarchy of five levels of needs. Starting from the lowest one, we may distinguish needs such as physiological, security, social, self-esteem and self-actualisation. Physiological needs are the needs essential for survival, such as: food, water, shelter and clothing. These needs may be satisfied in an organisation by monetary compensation. Maslow proved that if these basic needs are unsatisfied, people will focus on activities that allow them to obtain the necessity of life. If they do not fulfil these basic needs, they will not strive to reach the higher needs (Boddy, 2002). However, if the physiological needs are gratified, new needs would appear which he called security needs. These needs provide such values as: security, protection, stability, dependency (Maslow, 1970). They protect from fears, anxiety and chaos. In the event of this need being paramount for a person, a stable and regular job with secure working conditions may satisfy them. A company may meet these needs by medical or retirement benefits. The following need is belongingness which may be reached by assuring a place in the group or family. This need triggers affection and love and also requires closeness and cooperation with other people. This is the desire for acceptance and approval by friends and co-workers (Boddy, 2002). Maslow discovered that a wide variety of people possess self- esteem needs, which means self-respect and the respect of others. Self-respect is gratified when people have a sense of achievement, confidence, adequacy and competence. Moreover, people search for the respect of others, a desire for reputation in the eyes of other people such as prestige, status, attention and recognition. They wish to be noticed by others. In most cases they take challenging or difficult tasks just to demonstrate that they are good at their job. This behaviour gives them respect and status. To motivate employees through satisfying those needs, management may offer them recognition awards. Finally, Maslow named the paramount range of needs as self-actualisation, which provides the desire for self-fulfilment as well as potential. Maslows pointed out that this need only begins to dominate when the all lower-level needs have been relatively satisfied. People who wish to gratify self-actualisation needs will search for personal relevance in their work. They are more willing to value new responsibilities to realise their potential and also develop new talents, skills or horizons (Boddy, 2002). Unfortunately, on this level it is almost impossible to satisfy a person completely as this refers to the feeling of self-fulfilment and the realisation of ones potential, which become higher and higher during persons development. This need may be gratified by paying attention to allowing a person to participate in seminars or temporary assignments to special projects. Maslows hierarchy of needs model is referred to as a content theory, it focuses on what will motivate a person without exactly explaining why an individual is motivated. It is not a complete model of human motivation, but it does demonstrate how managers can approach the basic needs of their employees (Alderfer, 1969). Moreover, it suggests that there are significant differences among people in terms of the needs they may wish to satisfy. A manager should always have in mind that motivators may change over time due to environmental influences and the individuals life cycle. It is also note-worthy that, until basic needs are satisfied, people will not concentrate on high-level needs. However, there is little evidence that people must meet their needs in the same sequence of the hierarchy, for instance not all of them must gratify social needs such as affiliation and esteem before moving on to satisfy self-actualisation needs (Dalrymple, 1992). Furthermore, there are people for whom se lf-esteem is often more significant then love, however, for others creativeness is the priority. In this case, they are not searching for self-actualisation once they satisfied their basic needs. Others had such permanently low aspirations that they experienced life at a very basic level (Boddy, 2002). In other words, it is of great significance that human beings always have a variety of needs (Kondo, 1995). Clayton Alderfer- Existence Relatedness Growth (ERG) Theory The following theory provided by Clayton Alderfer (1969) was based on Maslows research and focuses on three needs: existence, relatedness and growth. His work was built on Maslows ideas, however, he presented an alternative to them. He created and researched his theory in questionnaires as well as interview-based studies conducted in five organisations such as: bank, a manufacturing firm, two colleges and a school. His existence needs are similar to Maslows physiological needs and to security needs such as: concern for losing the job and salary. They include physiological desires such as hunger and thirst which symbolise deficiencies in existence needs. Nevertheless, pay and benefits symbolise ways of satisfying material requirements (Dessler, 2004). Relatedness needs focus on relationships with important people such as: family, friends, but also bosses, subordinates, team members or customers. Additionally, they require interpersonal interaction to gratify the needs such as prestige and esteem from others. People gratify these needs by sharing thoughts and feelings. Moreover, acceptance, understanding, and confirmation are significant for satisfying relatedness needs (Boddy, 2002). Growth needs are approximately equal to Maslows needs for self-esteem and self-actualisation. People satisfy these needs if they deal with problems by using their skills or developing new talents (Alderfer, 1969). Maslows and Alderfer models can be distinguished in two major ways. Maslows created five sets of needs, while Alderfer formulated three. Moreover, Maslow claimed that each of the needs should be satisfied before moving to the next level of needs. However, Alderfer argued that existence, relatedness and growth needs are active simultaneously (Dessler, 2004). David McClelland- Need for Affiliation, Power and Achievement David McClelland (1961) examined the way people think in wide variety of situations. Moreover, he claimed that managers should satisfy employees higher-level needs. His research discovered three categories of human needs. They vary in degree in all employees and managers, and characterise style and behaviour. The need for affiliation means to develop and maintain interpersonal relationships. People who have the need for affiliation are motivated to maintain strong relationships with family and friends. In social meetings they attempt to create friendly atmosphere by being agreeable or providing emotional support (Litwin Stringer, 1968). The need for power means to be in a position to influence and control others. People with the need for power wish to influence others directly by providing opinions, making suggestions. They would find themselves as teachers or public speakers as well as leaders. However, the need for power depends on persons other needs. A person with a strong need for power but a low need for good relationships might turn into a dictator. Simultaneously, a person with strong needs for friendship might turn out to be a social worker or a cleric. McClelland assumed that a good manager is motivated by a regimented and regulated concern for influencing others (McClelland, 1995). It means that a good manager should have the need for power; however it always has to be under control. The need for achievement means taking personal responsibility and demonstrating successful results. People who have a strong need for achievement have a predisposition to reach a success, and they are searching for advancement at work. They possess the strong need to achieve satisfaction from challenging goal or task. These people prefer tasks in which success is reasonably achievable, consequently avoiding tasks which are too easy or too difficult (McClelland, 1961). To sum up, it is note-worthy that what is valuable to one person might mean nothing to another. One manager may aspire for promotion, while other is searching for stability and is more satisfied with a slower track. For some managers independence and autonomy are of great significance as they wish to work on their own, while others are more concerned with long-run career job security and also they wish to have stable future (Dessler, 2004). Frederick Herzberg Hygiene-Motivator (two-factor) Theory The following theory provided by Frederick Herzberg (1959) is Hygiene Motivation Theory. He split Maslows theory into lower-level (physiological, security, social) and higher-level (ego, self-actualisation) needs. According to the motivation theory proposed by Herzberg , motivation is managed by two different types of factors such as satisfiers and dissatisfiers. It seems that employees experience dissatisfaction with things such as low pay or noisy working environment and it is significant to eliminate these dissatisfiers. In turn, to motivate employees it is crucial to enrich daily work in satisfiers. Moreover, to motivate employees it is also significant to involve them in preparing working standards and setting work goals, precisely appraising their results, as well as rewarding them appropriately (Kondo, 1995). Herzberg conducted a research with 200 engineers and he focused on their experience of work. The respondents were asked not only to reminisce about a time when they had good time at work but they were also asked to bring back to memory a time when they felt bad at work and provide the background (Boddy, 2002). Research analysis demonstrated that when employees thought about good times they mentioned factors such as: recognition, achievements, responsibility, advancement, and personal growth, work itself, etc. However, when they were describing the bad time, they mentioned the following factors: supervision, company policy and administration, salary, working conditions, interpersonal relations, etc. Herzberg concluded that factors which generate dissatisfaction are hygiene factors and these satisfiers he called motivators, as they seemed to influence individual performance and effort (Herzberg, 1959). According to Herzebrg, it seems to be significant to motivate employees by creating challenges and opportunities for achievement. Consequently, dissatisfied personnel work with lower motivation and their

Philippa Foots Hypothetical Imperatives Essays -- Ethics Kant Philoso

Philippa Foot's Hypothetical Imperatives Philippa Foot finds trouble with the arguments of Kant, who said that it was necessary to distinguish moral judgments from hypothetical imperatives. Although this may have become an unquestionable truth, Foot says that this is a misunderstanding. Kant defined a hypothetical imperative as an action that addresses what "should" or "ought" to be done. He believed that the necessity of performing a certain action was based on other desires. This particular action would only be important if it was beneficial for another reason. It is prudent that a man feel the responsibility to achieve his own wants. However, Kant speaks of a second group of imperatives known as "categorical imperatives." These are actions which are important in themselves, without considerations of any other matter. At a glance it appears that Kant is accurate in saying that moral judgments are categorical imperatives. Perhaps the best way to analyze this is to break down the uses of the words "should" and "ought." For example, consider a man in a business suit looking lost a railroad station on a Friday afternoon. One would point the man to the train that will take the man home, assuming the man in the business suit was on his way home. If however, that man is headed somewhere else, then the statement should be withdrawn. Our should is unsupported. However, the use of should and ought in moral contexts is different. The situation changes if the man being advised is receiving suggestions regarding a moral judgment. An opinion on a moral judgment does not need to be backed up because in essence it is not an opinion. Rather, it is a strict rule in which the considerations of the man do not matter. One need not ... ...w a matter of etiquette or moral judgment without questioning why he must do it, this same man can refuse to follow the rules until a reason to follow is stated. This leaves us with one conclusion, which is best stated by Philippa Foot: Kant and his followers defend having morals in the group of categorical imperatives "are relying on an illusion, as if trying to give the moral `ought' a magic force." Society is losing grip as a result of lacking explanation of moral law. There is no hard evidence backing moral judgment and society is losing touch with doing "what's right." Foot claims that we maintain moral judgments to be categorical imperatives simply because in doing so we are forced to care about the issue. Analyzing this from a broader stance, we are conditioning ourselves to believe in something that will hopefully influence the betterment of society.

Good Will Hunting Biopsychological Approach Essay

The biopshychological approach to Will’s behavior would suggest that he is like he is because of his brain chemistry. The chemicals in his brain cause him to respond violently to pressure. The make up of his genetics cause him to be the way he is and he would be this way no matter how he was raised. This approach would also suggest that he could be changed by drugs to balance the chemicals in his brain. Behavioral Approach: The behavioral approach would imply that all of Will’s behavior is learned and he is a product of his environment. He is violent because he was probably beaten as a child and as he grew up he learned to handle his problems through violence. He kept up this behavior because he was never punished severely enough to get him to stop. He learned that he could go to court and talk his way out of his situations which did not give him any reason to stop doing what he was doing. He also learned not to get to close to anybody or open up to them. This was learn ed because some of the people in his life who were supposed to love him had abandoned him. Psychoanalitic Approach: The psychoanalitic approach would indicate that Will’s behavior was from his subconscious mind and were impulses from childhood experiences. For example, Will was beaten up in kindergarten by a bully, later on in his life he sees the bully and starts a fight with him. His decision to fight was made subconsciously from an impulse from a childhood experience. When he was a child he was also abused by his parents. Later in Will’s life, he often resorts to violence subconsciously due to his childhood beatings. Humanistic Approach: The humanistic approach would state that Will makes his decisions based on free will and is basically a good person. Will is how he is because that is how he wants to be. Will does not realize until later in life that he has to much potential to waste his life. Will is an overall good person. This is shown in his in his actions throughout the movie, for example, when he decided to keep working construction instead of takin g a job with military intelligence because he would rather help people by making housing than get people killed. Cognitive Approach: The cognitive approach would suggest Will is how he is because that is how he sees himself. Will is a well educated man but for most of the movie Will sees himself as a nobody who will work for cheap and stay in the ghetto. Once his intelligence is noticed realizes that he has the opportunity to use his knowledge and make something of himself. Sociocultural Approach: The sociocultural approach would say that Will is how he is because of influences from society. Society usually views people from the ghetto as people who will never make something of themselves so he feels the same way about himself. Society expects people from the ghetto to resort to violence to solve their problems. This is why Will usually resorts to violence in tough situations. Society also does not allow for men to open up and share their feeling freely. This is the reason why it is so hard for will to open up and get emotional.

American National Politics essays

American National Politics essays In the game Clue a murder is committed. The object is to dismiss the myriad of possible people, places, and weapons to finally discover the true identity of the killer. Just as in this game politics offers a number of different alternatives. The key is to choose a political ideology that seems to make the most sense and support decisions based on this idea. Being a liberal, I support the bill passed in the House of Representatives that amends the current requirements of the welfare program. To understand why this bill has my support I will first describe the ideology of liberalism, next explain how I interpret these ideals, so that finally I can express how this bill supports the liberalist movement. Liberalism is a political ideology which supports government intervention is the society in which it runs. Beyond this seemingly communistic sentence, liberals hope to increase government in order to further benefit those in society. More specifically liberals desire an action directed at those who suffer from poverty or other social diseases, hoping to find a cure in a more moderated social fabric. This is not to say that the ideology dismisses any form of individuality or freedom. On the contrary, liberals hold individuality as highly important. A more involved government is not meant to limit those on the upper portion of the social and economic ladder, but instead is designed to help the lower half in the climb. The term liberal is not always flattering, and is at times assigned to those who seem to want others to make decisions for them. And yet I still deem myself as such for three reasons: societys need for help at times, the ability of government as an outgrowth of the people to have better insight into social problems, and the individuals need for a support system. It is impossible to say that no society faces problems. Be them large or small wh...

Federalist Party Essays - Conservatism In The United States

Federalist Party Essays - Conservatism In The United States Federalist Party subject = american history title = feferaliast party "Seldom in the nation's history has there been a period so extraordinary in accomplishment as the first decade under the Constitution...." This paper is going to be a step by step evaluation of arguably the most important decade in American History. The time period covered in this paper is 1789-1801. These are the years in which the Federalists had the most influence in the new government. They accomplished an amazing amount in these 12 years. The Federalist Party was one of the first political organizations in the United States. The members of this party supported a strong central government, a large peacetime army and navy, and a stable financial system. Although the first president, George Washington, was not a Federalist, his Secretary of the Treasury, Alexander Hamilton, was the developer and leader of the Federalist party. Hamilton believed in a loose interpretation of the Constitution so that the central government could become more powerful. Also Hamilton, along with the other party members, believed that commerce and manufacturing were more important than agriculture. Financial Dilemma During the first two years of the new federal government the biggest problem was that of raising money. At first the Congress adopted a small tariff on imports. This was a start but not nearly enough. The government needed this money to maintain its own existence and to be able to pay of the debt. The existence of the government was a necessity, but there was a lot of discussion as to whether the debt should be payed off. The mare magnitude of the debt seemed to compel some measure of avoidance. In 1789, the national debt totaled more than $50 million, $11,700,000 of which was owed to France and Spain and the private bankers of Netherlands, while $40 million was in the form of securities held by citizens of the United States. The interests owed to the bankers were being payed off by loans from the bankers themselves. The government didn't even have enough money to pay the Barbary corsairs for release of captive sailors! When Congress couldn't come up with a solution that was satisfactory, they turned to Alexander Hamilton with the dilemma. He soon proceeded to draw up a full report entitled "Report on Public Credit." In this paper Hamilton proceeded to show that the only way for a new government to establish credit was to deal honestly with its creditors -for in many cases they would be the people to whom the government must look to for future loans. This policy received strong opposition from Madison and other soon to become Republicans (second political party in America). The federalists held strongly, but only with the passing of the Assumption Bill (movement of capital more toward the South) where they able to pass the bill. This achievement was significant, but lacked two things which would be necessary to carry it out. For one it lacked a circulating medium, and two it lacked a central bank. Hamilton then proposed a remedy. He wanted to establish a corporation that was to be called the Bank of the United States. This bank was to serve as the principle depository for government funds. It was also to serve as the issuer of bank notes. This was a loose interpretation of the constitution. Again Madison led the opposition to no avail. But Hamilton held strongly to his belief that even the most uncompromising opponent of the bank "would, in one month's experience as head of that department of the treasury, be compelled to acknowledge that it is an absolutely indispensable engine in the management of the finances, and would quickly become a convert to its perfect constitutionality." This plan favored the central government. The bank made little banks, who couldn't compete, go out of business. The rich ended up being able to buy a part in the bank and so got richer, and the poor and middle class didn't get the benefits. The central government was becoming self sufficient, and less dependent on the states. What Hamilton did is make the nation stronger in the eyes of other nations. This is a great accomplishment. If the Federalists (they didn't call themselves that until 1792) weren't in power the nation would have been weaker and more decentralized. Foreign Difficulties There were three views on the French Revolution and the French-British war in 1793. Jefferson's followers favored France. They wanted to abide by the treaty America signed with France in 1788. They thought it was the right thing to do. Hamilton's followers favored Great Britain.

Media Violence and Children Essay Example | Topics and Well Written Essays - 500 words

Media Violence and Children - Essay Example Its negative impact is beyond the scope of simple parenting skills. The situation requires vigilant engagement and extra effort on the part of parents so that this issue is effectively addressed. Parents must be involved in choosing the kind of media that their children are exposed to. Increased activism also becomes imperative. Parents should call for a mechanism of control and even some censorship, in addition to a standardized filtering system from policymakers. Media is an omnipresent factor in the lives of many people. It can be accessed easily by the public at any time and on their terms. The question becomes is society conscious of what is being delivered to them through these media sources. For example, individuals tend to turn on television for background noise during everyday chores. This is when adolescent may begin watching negative content unintentionally. Consequently, it is important to evaluate media content daily and discover if there is true value to what is seen or heard. Even cartoons, typically stereotyped as being innocent in nature, illustrate overly animated characters freely engaging in violence with no concern for consequences. In the classic cartoon, Tom and Jerry, the mouse plots various schemes of violence to stop a cat from catching him. Unrealistically and comically, this show encourages adolescents to devise vengeful tactics. Additionally, it portrays violence to be humorous and acceptable. If peer pressure were a factor in the lives of adolescents, they would be inclined to try a drug since in many movies and television shows drugs are practically advertised. In the show Weeds, the normalcy factor is not eliminated when the mother herself is a drug dealer who uses her children as a means of dispensary. There are many television shows that portray different scenarios, all in which we must caution ourselves in the sense that adolescents are immature. Sex and drugs are also prominent fixtures in violent media. In the

Investment in Training Sales Essay Example | Topics and Well Written Essays - 750 words - 1

Investment in Training Sales - Essay Example In such a way, the responsiveness of the entity is exponentially increased; thereby impacting upon the overall bottom line that the firm might experience. 2) As with any complement of the business process, it is unreasonable to assume that the process of personal selling will not evolve with the changes in the market. One of the ways in which personal selling this change greatly within the past several years is with respect to the impact of the Internet and social media have had with regards to the traditional face to face personal selling that had previously been exhibited. However, it is likely to assume that as the Internet gains further access to the client base, personal selling will evolve even further and might necessarily encompass such nontraditional platforms as Skype, face time, or any other digital communication services. Whereas in-store communication between a sales associate and a prospective client, or cold calling has traditionally defined the role and extent that pe rsonal selling has exhibited in the past, it is unlikely that any level of a static definition will come to define personal selling within the very near future. 3) The sales manager should be intimately concerned with regards to the satisfaction of his/her respective salespeople. The reason for this is quite obvious. Due to the fact that the salesperson is the point person with which the client interacts, this is oftentimes the only chance that any firm or entity has to engage a sense of understanding and/or appreciation for their particular business model and/or brand. Within such an understanding, it becomes plainly obvious that the importance of a satisfied and happy sales staff is interval to reflecting a positive first impression to the consumer. One does not need to briefly reference the horror stories of past experiences that they might have had concerning a disgruntled are a thoroughly disgusted employee to reflect back on the way in which this experience tarnished the image of the brand/store and further discouraged integration with such a business in the future.