Job Satisfaction in Hospitality Industry Essay Example for Free

Job Satisfaction in Hospitality Industry Essay Turnover intention The purpose of this study is to investigate the antecedents (i. e. , role ambiguity and con? ct, burnout, socialization, and work autonomy) and consequences (i. e. , affective and continuance commitment, absenteeism, and employee turnover intention) of employee job satisfaction. Data obtained from a sample of 671 respondents drawn from 11 international tourist hotels in Taiwan were analyzed with the LISREL program. According to the results, role con? ict, burnout, socialization, and work autonomy, but not role ambiguity, signi? cantly predicted job satisfaction. In addition, job satisfaction signi? cantly contributed to psychological outcomes in terms of organizational effectiveness (i. . , greater affective and continuance commitment and lower employee turnover intentions). ? 2009 Elsevier Ltd. All rights reserved. 1. Introduction 1. 1. Background In the competitive and people-oriented business environment characterizing the modern hospitality industry, frontline employee performance represents a crucial component of service. Better employee performance yields greater guest satisfaction and loyalty. Moreover, frontline employees in the hospitality industry seem to be underpaid and to suffer job-related stress (Weatherly and Tansik, 1993; Karatepe and Sokmen, 2006). An appropriate quality of service includes employee attitudes and behaviors that meet customer expectations. Consequently, employee job satisfaction is a necessary contributor to meeting such expectations (Rust et al. , 1996; Kim et al. , 2005; Karatepe and Sokmen, 2006). The literature on job satisfaction covers an enormous territory with ambiguous boundaries, apparently as a result of the growing interest of academic researchers and managers in three perspectives on this domain. The ? rst views job satisfaction as an antecedent of organizational outcomes, e. g. business performance (Iffaldano and Muchinski, 1985; Schyns and Croon, 2006), employee turnover (Williams and Hazer, 1986; Griffeth et al. , 2000; Lam et al. , 2001a,b; Martin, 2004; Silva, 2006; Schyns and Croon, 2006), and organizational commitment (Chatman, 1989, 1991; Chatman and Barsade, 1995; Harris and Mossholder, 1996; Lowry et al. , 2002; Lam and Zhang, 2003; Martin, 2004; Taris et al. , 2005; Li, 2006; Silva, 2006) . The second treats job satisfaction as an outcome of organizational conditions, e. g. , leadership (Williams and Hazer, 1986; Schriesheim et al. 1992; Podsakoff et al. , 1996; Sparks and Schenk, 2001; Schyns and Croon, 2006), social support (Frone, 2000; Liden et al. , 2000; Schirmer and Lopez, 2001; Schyns and Croon, 2006), and task characteristics (Seers and Graen, 1984; Williams and Hazer, 1986; Stepina et al. , 1991; Dodd and Ganster, 1996; Schyns and Croon, 2006). The third examines job satisfaction in terms of the temperament of employees, which is affected by individual traits (Judge et al. , 1998, 2000; Dormann and Zapf, 2001; Judge and Bono, 2001; Schyns and Croon, 2006). 1. 2. Previous studies of job satisfaction in hospitality Previous studies on the antecedents and consequences of job satisfaction in the hotel industry have examined antecedents in terms of individual, organizational, and job-related factors. Much of the literature regarding individual factors in the hospitality industry has identi? ed salary, bene? ts, and marital status as contributors to employee turnover (Iverson and Deery, 1997; Pizam and Thornburg, 2000). For Chinese managers, job satisfaction was affected by the work environment, the nature of the job itself, and the rewards associated ith the job, but not by manager characteristics (Lam et al. , 2001a,b). Rewards, particularly those related to job security, emerged as an in? uential factor relating to job satisfaction. This study also indicated that high levels of job satisfaction resulted in low levels of turnover intentions among managers. Aziz et al. (2007) studied fast food restaurants and found that satisfaction with ? nancia l rewards minimized absenteeism and hence turnover rates. Martin (2004) and Silva (2006) applied a psychological perspective to a sample drawn from the hotel industry, using a correlation analysis to identify signi? ant relationships among job satisfaction, organizational commitment, employee turnover, and personality traits. Carbery et al. (2003) applied a hierarchical regression analysis to a sample of 89 hoteliers and showed that individual affective * Tel. : +886 935 927 138; fax: +886 7 238 3553. E-mail address: [emailprotected] Nkhc. Edu. Tw. 0278-4319/$ – see front matter ? 2009 Elsevier Ltd. All rights reserved. doi:10. 1016/j. ijhm. 2009. 11. 002 610 J. -T. Yang / International Journal of Hospitality Management 29 (2010) 609–619 commitment accounted for a signi? ant amount of variance in turnover intentions, that job satisfaction did not explain managers’ levels of commitment to a signi? cant extent, and that job satisfaction and affective, but not cont inuance, commitment were important factors in predicting the turnover intentions of employees. These ? ndings were also echoed by Iverson and Deery (1997). Second, at the organizational level, organizational support and socialization have been identi? ed as crucial factors in? uencing individual behavior. Cho et al. (2009) empirical study demonstrated that perceived organizational support and commitment negatively in? enced individual intentions to leave, but only the former positively affected intentions to stay. Young and Lundberg (1996) proposed that organizational socialization signi? cantly contributed to newcomers’ job performance, job satisfaction, and organizational commitment and hence to their intentions about leaving the organization. The study indicated that role ambiguity, role con? ict, and job burnout could be minimized by wellorganized orientation and training programs during the early stage of employment, and that this approach would increase the level of job satisfaction. A similar study also showed that socialization dif? culties negatively affected the organizational culture with respect to employee turnover (Iverson and Deery, 1997). Tepeci and Bartlett’s (2002) empirical study went one step further, implying that organizational socialization resulted in increased job satisfaction and intentions to remain in an organization. Subramaniam et al. (2002) empirically showed direct and positive relationships between variables measuring decentralized structures and organizational commitment among managers. Lam and Zhang (2003) surveyed 203 employees in the Hong Kong fast-food industry about their jobs. A multiple regression model showed that organizational commitment was correlated with and predicted by variables re? ecting training and development, job characteristics (including the extent to which a job is challenging, the sense of accomplishment associated with the job, the meaningfulness of the work, the friendliness of co-workers, and job security) and compensation and fairness. Job satisfaction was correlated with the ? st two factors. Subramaniam et al. (2002) found a direct and positive relationship between variables measuring managers’ needs for achievement and their organizational commitment to and use of a participatory budgeting process. Lowry et al. (2002), drawing on a sample of 454 employees working in registered clubs in Australia, show that job satisfaction signi? cantly affected organizational commitment and that formal training plans as well as empowerment and ? exible work hours were dominant factors in? uencing job satisfaction. Iverson and Deery (1997) and Silva (2006) presented empirical results showing that organizational commitment was connected with employee turnover, as mediated by job satisfaction. Kim et al. (2005) re? ned the aforementioned statistical relationship by applying structural equation modeling. Manageable levels of job stress should have a certain number of positive effects on individual and/or organizational behaviors. The most signi? cant empirical studies in this regard were conducted by Faulkner and Patiar (1997) and Iverson and Deery (1997). Zohar (1994) and Brymer et al. (1991) claimed that stress included three aspects of role con? ict and ambiguity: workload, decision latitude, and psychological stress. Faulkner and Patiar (1997) identi? ed ? ve sources of the job stress suffered by front-of? ce employees: ‘‘coping with of? ce politics, dealing with ambiguous situations, inadequate guidance from superiors, under-promotion, and staff shortages’’ (p. 110). This empirical study implied that these ? ve stressors should be eliminated to stimulate individual adaptive behaviors. Recent research conducted by Karatepe and Uludag (2007) with employees of Northern Cyprus hotels found that work–family con? ict did not signi? cantly contribute to job satisfaction or intentions to leave an organization. Karatepe et al. (2006a,b) and Kim et al. (2009) found that role con? ict and ambiguity were signi? cantly associated with job satisfaction, given sex as a mediating variable. The study conducted by Kim et al. (2007) implied that job burnout might increase rates of employee turnover. Employee turnover constitutes a critical issue for many hoteliers and academics. Some hoteliers view turnover as a part of the culture of the hospitality industry as a whole (i. e. , a so-called turnover culture). Hotel operations in Taiwan are also characterized by this sort of culture (Yang, 2008). Recent studies of the hotel industry in Taiwan conducted by Yang (2008) demonstrated that organizational socialization contributed to job satisfaction and commitment and minimized newcomer turnover intention. This study, applying a multiple regression analysis, showed that job satisfaction affected affective commitment and hence in? enced turnover intentions. Yang (2009) indicated that newcomers enjoyed observing and reading job-related information to learn how to perform tasks, implying that organizational socialization and job stress were correlated with job satisfaction. 1. 3. Justi? cation for and contribution of the study Although many empirical studies have focused on issues related to job satisfaction, organizational commitment, and employee turnover, many una nswered questions about the nature of job satisfaction seem to remain. One such unanswered question concerns the importance of different job factors, such as role stress and job burnout, in determining satisfaction. This empirical study attempts to explore the relationships among several components of the antecedents and consequences of job satisfaction. The main impetus for conducting this comprehensive and holistic study derived from the need to narrow three theoretical gaps. First, although prior studies have revealed the relationship between antecedents (i. e. , role stress, socialization, and burnout) and consequences (i. e. organizational commitment and employee intentions to leave an organization) and job satisfaction, few studies have investigated the interactive effects of these variables within the context of a more inclusive model. Second, a great deal of the literature in the hospitality and tourism ? eld shows a strong relationship between job satisfaction and organizational commitment, but few studies have examined this relationship by dis tinguishing affective from continuance commitment. Third, no empirical evidence about whether absenteeism mediates between organizational commitment and intention to leave has been presented. This study will contribute to a growing body of research on job satisfaction that illustrates the need to adopt a multi-faceted approach to the study of employee turnover intentions. It will also demonstrate the importance of considering not only the effects of job characteristics on job satisfaction, but also the effects of job satisfaction on organizational commitment, absenteeism, and turnover intention. 1. 4. Purpose of the study The study focuses on interactions among employees in hotels in Taiwan and empirically examines the effectiveness of an integrated understanding of applied psychology that includes organizational socialization. The purpose of this research is to explore (1) the effect of role stress, burnout, socialization, and work autonomy on job satisfaction; and (2) the situational relationships among job satisfaction, individual commitment to organizations, absenteeism, and employee turnover intentions. 2. Hypotheses development This study aims to recast our perspective on job satisfaction by applying organizational theories pertaining to job stress, burnout, J. -T. Yang / International Journal of Hospitality Management 29 (2010) 609–619 611 socialization, and work autonomy. These factors contribute to job satisfaction, and hence to organizational effectiveness, in terms of organizational commitment, absenteeism, and employee turnover intentions. 2. 1. Job satisfaction Job satisfaction can be viewed as ‘‘the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job values’’ (Locke, 1969, p. 316). Early comprehensive empirical research conducted by Porter and Steers (1973) and Muchinsky and Tuttle (1979) showed a negative relationship between job satisfaction and employee turnover intentions. Some studies (e. g. , Steers, 1977; Wanous et al. 1984; Lo and Lam, 2002) have found a signi? cant relationship between job satisfaction and organizational commitment. Williams and Hazer (1986) demonstrated that job satisfaction could be predicted by pre-employment expectations, perceived job characteristics, leadership considerations, and age. Job satisfacti on signi? cantly and positively contributed to the outcomes of organizational commitment, which reduced employees’ intentions to leave and subsequently resulted in decreased turnover. Recent research on the restaurant industry conducted by Lam et al. (2001a,b) reported that the relationship between job satisfaction and job tenure ? a U-shaped model. When people entered an organization and/or job, job satisfaction decreased when job expectations were not met. At times, ‘‘reality shock’’ (Hughes, 1958) occurred. After such an experience, employees adjusted their expectations according to the reality of the job. During the course of this transition, job satisfaction increased when jobrelated expectations were reached. Rayton’s (2006) empirical research revealed that perceived levels of job reutilization and higher levels of work involvement, pay satisfaction, managerial support, and career opportunities were signi? ant determinants of employee jo b satisfaction. 2. 2. Role stress All employees, from senior managers to frontline personnel, can suffer from job stress (Ross, 1997). Human resources managers face a great challenge in attempting to ameliorate employee job stressors (Ngo et al. , 2005). Ngo et al. (2005) characterized role stressors in terms of role ambiguity, role con? ict, role overload, and work–family con? ict. These stressors can lead to such personal reactions as employee burnout, job dissatisfaction, and intentions to leave an organization. According to Karatepe and Sokmen (2006), role con? ict refers to situations characterized by incompatible demands in which employees feel obliged to attend to different individuals (e. g. , managers, colleagues, and customers) simultaneously; on the other hand, role ambiguity also refers to the experience of not having (or receiving) the information necessary for pursuing jobrelated tasks in the workplace. Much relevant research (e. g. , Brown and Peterson, 1993; Almer and Kaplan, 2002; Perrewe et al. , 2002; Siu et al. , 2002; Firth et al. , 2004; Ngo et al. 2005; Karatepe and Sokmen, 2006) has empirically con? rmed the association of a variety of work stressors, including role ambiguity and role con? ict, with lower job satisfaction, increased job-associated tension and anxiety, less affective commitment, lower work involvement, and poor job performance (Sohi, 1996; Karatepe and Sokmen, 2006), leading to intentions to resign. Accordingly, the following hypotheses are proposed: Hypo thesis 1. Role ambiguity negatively affects job satisfaction. Hypothesis 2. Role con? ict negatively affects job satisfaction. 2. 3. Burnout Gill et al. (2006) de? ed burnout as ‘‘a syndrome or state of physical, emotional, and mental exhaustion, as well as cynicism towards one’s work in response to chronic organizational stressors’’ (p. 471). Pienaar and Willemse (2008) demonstrated that burnout might be caused by unfair pay systems, imbalance between pay and work-related effort, and lack of organizational support, career advancement, and recognition by superiors. In addition, frontline hospitality employees sometimes encounter dif? cult interactions with demanding customers, and such experiences can also lead to emotional exhaustion and/or psychological burnout. Many empirical studies (e. . , Leiter and Maslach, 1988; Firth and Britton, 1989; Cordes and Dougherty, 1993; Turnipseed, 1994; Wright and Bonett, 1997; Etzion et al. , 1998; Maslach and Go ldberg, 1998; Van Dierendonck et al. , 1998; Gillespie et al. , 2001; Hsieh and Chao, 2004; Gill et al. , 2006; Pienaar and Willemse, 2008) have reported that burnout results in additional negative effects on individuals, including reduced satisfaction and lower levels of productivity. Burnout also impacts the organization and management by eliciting employee mistrust and discouraging teamwork. Thus, the following hypothesis is proposed: Hypothesis 3. Burnout negatively affects job satisfaction. 2. 4. Socialization Louis (1980) de? ned socialization as ‘‘a process by which an individual comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member’’ (pp. 229–230). Socialization aims to alleviate the feeling of emotional vulnerability (e. g. , job uncertainty, ambiguity, anxiety, and stress) by strengthening the social interactions between newcomers and colleagues to accelerate newcomers’ learning and adjustment to a new environment (Kennedy and Berger, 1994).

Hrm in a globalized economy executive summary

Hrm in a globalized economy executive summary The report aims to discuss aspects of Human Resource Management in light of the ever changing business world given the globalization of businesses today. Globalization has seen changes in the way businesses work and are expected to deliver investor value. Companies started competing not just with local competitors but with organizations across continents which forced companies to relook at continuously innovating and providing a unique value to its customers to retain them. Talent Sourcing and Talent Development within an organization have become a science that identify and accept that diverse employee base form the backbone of a business and are responsible for contributing towards achievement of organizations global goals and directly impacting competitiveness and delivering that Investor value. Early in the 1800s during the times of Industrialization, the approach to managing workforce was primitive task drive approach. Historically, Henry Fords assembly lines and Studies of Frederick Taylor such as the time and motion studies thought of improving productivity by putting employees in line with mechanics. They tried to boost productivity by designing the way work is carried out. They focussed purely on productivity since productivity was what gave profits and therefore competitive edge. Workforce was put them in the same league as machines inviting organization conflict and distraction from the goal. As globalized environment changed the rules of the game, Organizations realized that employees and their talents is the single most important supply of sustainable competitive advantage. Employees are the ones that deploy scarce resources optimally. To survive and to succeed, organization need to leverage its human resource capitals talents to develop new products and services and creating value for customers. This marked change in attitude of managements saw the emergence of concept of Global Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality at a global level. Global Human Resource Management hence becomes very important since globalization and international operations bring with them challenges beyond a simple Human Resource Management program at a local level. Global Human Resource Management not only covers International recruitment Appropriate training and development Deployment of these resources But also goes beyond simple HRM in maintaining affable international industrial relations. With international operations, managing the employee base worldwide has its own challenges. P Morgan: There are 2 sets of variables when it comes to HRM in for an International Organization First -employee types Second Political, labour laws, culture, legal environment, economic, and practices prevailing in different countries A successful HRM model for an international organization is the successful interplay between these 2 sets. Clearly there is a need to go beyond basic HRM practices to include: More functions and activities In depth wisdom of employment law of the host country Close involvement with employees personal variables Provide for external influences Exposure to newer hurdles and risks Managing differential pay packages Managing ethnic, gender differences More liasoning activities More travel and coordination Higher management of unknown risk variables beyond the country where the headquarters are based It is imperative that Human Resources Management models are deployed in a global context to ensure success. Main Body The Concept of Globalization: While Global trade itself is not a new concept, Globalization is. Globalization can be defined as a process of trade and investment transcending political boundaries undertaken by an interaction of people, processes, entities and spurred on by advances in political systems, technology, business ethics and affecting culture, environment societies leading to cross border prosperity. International trades have been undertaken historically. Traders have traded goods and services over large distances travelling by land and sea. Eg, The silk route that connected the Western World with Central Asia China during the Middle Ages. As time progressed further, we see that cross-border trade, investment immigration boomed. Eg. Since the middle of the 20th Century to today world trade has exponentially grown by 20 times. Only in the last 5 years of the 20th Century, foreign investment currency flow went to US$ 827 billion from a meagre US$ 468 billion. This has had an impact on fiscal policies of governments that have opened up its economies in a controlled manner, both domestically as well as beyond their borders. Eg. The 1991 Financial Budget given by then Finance Minister of India, Dr. Manmohan Singh was figuratively the door to globalization for India. India hasnt looked back since in terms of its growth and prosperity. India adopted a free-market economic system. This greatly increased its own production potential and created a bouquet of opportunities for its own companies and organizations across the world for international trade and investment. Companies started growing by virtue of the geography of their businesses and operations: HRM in the face of such Globalized businesses: In such a dynamic environment today Human Resource Management in a global paradigm involves the manpower planning of staffing requirements the world over, selection of the right candidates, training development of employees for global operations. Since it is established that human resources form the backbone of any strategy, implementation of any strategy to succeed globally with Human Resource Management at its core can provide a strategic competitive edge. Human Resource function in this environment has to provide a support function to line manager by providing guidelines, searching, training, and evaluating employees. With an effective HRM function deployed, the organization would be able to leverage the knowledge, experiences and the skills of its distinctive employee bases the world over. The Increasing Diversity of the Workforce: As Globalization gains steam and becomes the norm, the employee base of multinationals has become varied and rich with nationals from all over the globe. Human Resources across companies have become homogenized, enriching the organizations with depth of knowledge about variables affective markets both within the countries as well as between them. The most successful organizations are ones which utilize this resource to the maximum. Having an experienced employee from a remote market on the team is a natural consequence towards better understanding new market dynamics and new consumer behaviour. Culture in different countries or the mode of doing business in different countries is also different Deal Focus Relationship Focus Country wise distribution: Formal Culture Informal Culture Country wise distribution: Therefore HRM today for an international organization, has to consider Differences in HR practices in the local organizations Perception of HR as a function. Attitude and actions of headquarters towards HR Resistance to change in a myriad of different situations Cultural differences in teaching and assimilating styles The Changing Nature of the Workplace: A diverse organisation will out-think and out-perform a homogeneous organisation every single time. A. Lafley, CEO Procter Gamble Global competition presents a case for Global co-operation. Today, more than ever before, employees find themselves rubbing shoulders with someone from a different culture, race and society on an everyday basis. HR departments in these multinationals have to recruit, develop and retain people who have vastly different backgrounds. This has resulted in new skills to succeed such as sensitivity and other relational aspects. This is termed as cultural intelligence. Cultural intelligence is defined as the capability to adapt effectively across different national, organizational and professional cultures (Earley, Ang and Tan, 2005). Today employees across industries are given job roles globally, taking them around the world. In this new environment employees from home country as well as the expatriate have to learn how to work with each other given that they not only think and communicate differently but also execute differently. The Human Resource Departments need to develop their cultural intelligence to manage this diversity in their companies. The departments have to allow for newer challenges in the face of international employee deployment such as Managing international assignments Employee and family adjustment Selecting the right person for a foreign assignment Culture, communication and gauge Language and communication Staffing Function in an International Organization: Staffing in an international organization goes beyond simply forecasting requirements and selection of the right candidates to fit a job description. It is also a tool to develop and promote the organizations own value system and culture. In an international scenario the following models could be deployed: An Ethnocentric staffing policy A Polycentric staffing policy or a Geocentric staffing policy ETHNOCENTRIC STAFFING POLICY: In this policy, top management positions filled by parent-country nationals. It is actually the best suited to international organizations. Advantages: If the host nation does not have qualified managers, the vacancies can easily be filled The culture of the HQ is easy to spread. Easy transfer of key skills and operating procedures Disadvantages: May result in bitterness in host country Deterrent to cultural diversity POLYCENTRIC STAFFING POLICY When this policy is deployed Host-country nationals manage subsidiaries and parent company nationals hold key headquarter positions. Multi-domestic organizations can benefit from this Advantages: Help rich cultural diversity Implementation is cost effective Easy transfer of key skills and operating procedures Disadvantages: Limits chances of host country employees getting exposure outside their own nation Possibility of gap in mission, values and work culture between HQ and host country operations GEOCENTRIC STAFFING POLICY This policy seeks best people, regardless of nationality. Transnational organizations and Global entities can benefit from this Advantages: Optimum deployment of optimum resources Employees get exposure to different cultures Creates a centralized value system Disadvantages: Local immigration policies may inhibit 100% deployment Higher costs associated with training and relocation May require complex Compensation structures to succeed. The Expatriate Dichotomy: Further when a citizen of one country works in another country, HRM needs to take care of a myriad of issues without which there is a strong chance of failure and a premature return of the employee to his home country The costs associated with failure are not low and are generally estimated at three times the expats annual salary in addition to the costs associated with relocation The issues that can crop up when expats are deployed: Immediate family may not adjust to a new environment The employee may not adjust Other personal issues Culture shock May not be able to cope up with bigger responsibilities Based on how complex the business is and strength of the HR function, it is important to deploy the ideal staffing policy. Recruitment and Selection: International Labour Market Sources Parent Country Nations (PCNs) PCNs are managers who are citizens of the Country where the MNC is headquartered. The reasons for using PCNs include The desire to provide the companys more promising managers with international experience The need to maintain and facilitate organisational coordination and control The unavailability of managerial talent in the host country The companys view of the foreign operation as short lived The host countrys multi-racial population The belief that a parent country manager is the best person for the job. Host Country Nationals (HCNs) HCNs are local managers hired by MNCS The reasons for using HCNs Familiar with the culture, language Less expensive, know the way things done, rules of local market Hiring them is good public relation Third Country Nationals (TCNs) TCNs are managers who are citizens of countries other than the one in which the MNC is headquartered or the one in which it is assigned to work by the MNC. The reason for using TCNs These people have the necessary expertise They were judged to be the best ones for the job. Selection procedure of Expatriates Use of selection test Technical Ability Cross cultural requirements Following traits are identified s predictors of expatriate success Cultural empathy Adaptability Diplomacy Language ability Positive attitude Emotional stability and maturity Family requirements Multinational requirements Management philosophy or approach The mode of operation involved The duration of assignment The amount of knowledge transfer inherent in the expatriates job in foreign operation Language skills Expatriate Success factors Willing and motivated to go overseas Technically able to do the job Adaptable Good interpersonal skills and be able to form relationship Good communication ability Supportive families Adaptability to cultural change Work experience with cultures other than ones own Previous overseas travel Knowledge of foreign language Ability to integrate with different people, cultures, and type of business organisation The ability to sense developments in the host country and accurately evaluate them The ability to solve problems within different frameworks an from different perspectives Sensitivity to subtle differences of culture, politics, religion and ethics in addition to individual differences Flexibility in managing operations on a continuous basis, despite of lack of assistance and gaps in information Globalized HRM role Two major types of adjustments that an expatriate must make when going on an overseas assignment. Anticipatory adjustment Carried on before he leaves for the assignment It is influenced by following factors predeparture training pervious experience In-country adjustment Takes place on site It is influenced by following factors Ability to maintain a positive outlook in high pressure Jobs as reflected by the role he plays in managing, authority he has to make decisions, newness of work-related challenges and the amount of role conflicts Organisation culture Non work factors toughness with he faces new cultural experience, family adjustment with new country Socialisation factor to know what is what and who is who Expatriate Training and Development Need for Training to Expatriate Cost of expatriate failure is very high To build a team of internationally oriented, committed and competent personnel Minimize personal problems such as politeness, punctuality, tactfulness, orderliness, sensitivity, reliability, tolerance and empathy Improve overall management style Pre-departure Training- Emphasises on cultural awareness and business customs of the country of posting to cope with unexpected events in a new country. Post-departure Training helps in minimising culture shock and depression that usually sets in a new country and culture. Cultural Integrator An individual who is responsible for ensuring that the operations and systems are in accordance with the local culture. He advises guides and recommends action needed to ensure this synchronisation. Even though expatriate are trained before being sent abroad, they are still not totally prepared to deal with the day-to-day cultural challenges because they lack field experience. He is responsible for handling problems between the subsidiary and host cultures. He may be from parent country or host country who has intimate knowledge of the companys culture and can view operations from both sides. He can only advice ore recommend a course of action. Management philosophy and training Ethnocentric companies will provide all training at the HQ. Polycentric companies will rely on local managers to assume responsibilities for seeing that the training function is carried our wherever appropriate. Geocentric companies organise training courses in different parts of the world, where a particular function is best carried out. Regiocentric companies organise training courses in different countries of the region. Cultural Awareness Training There are five types of pre-departure training Area studies that include environmental briefing and cultural orientation Cultural assimilators Language training Sensitivity training and Field experience To decide the rigour and level of training, following factors are important degree of interaction required in the host culture similarities between home and host cultures If interaction is low and similarities are high, then training should be on task and job related issues rather than culture related issues. If interaction is high and similarities are low, then training should be on cross cultural skill development as well as task. Preliminary visits average duration will be about one week A well planned overseas trip for candidate and spouse provides a preview to access their suitability for job, introduction to host country management, accommodation required, and schooling facilities available. Language training Types of cross cultural training Environment briefing about geography, climate, housing and schools Cultural orientation to familiarise with cultural institutions and value system of host country Cultural assimilators to provide intercultural encounters Language training Sensitivity training to develop attitudinal flexibility Field experience to make expatriate familiarise with the challenges of assignment Cultural Assimilators It is a programmed learning technique that is designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs and values of another culture. These assimilators are developed for one culture where the candidate is currently working and the other culture is where he is proposed to be posted. Type of assimilators The trainee read a short episode of cultural encounter and choose an interpretation of has happened and why. Critical incidents: to be identified as a critical incident, a situation must meet at least of the following conditions: An expatriate and a host interact in the situation The situation is puzzling or likely to be misinterpreted by the expatriate The situation can be accurately interpreted if sufficient knowledge about the culture is available The situation is relevant to the expatriates task or mission requirements Compensation Management Factors Influencing Compensation Programmes Compensation decisions are strategic decisions and play a key role It should be consistent with overall strategy, structure and business needs of MNC It must attract and retain the best staff It must facilitate the transfer of international employees in a cost effective manner. It should give due consideration to equity and ease at administration. It requires the knowledge of employment and taxation laws, customs, cost of living index, environment and employment practices, the knowledge of labour markets and industry norms, foreign currency fluctuations. Paying Expatriates: unique problems Discrepancies in pay between PCN, HCN and TCN The need to vary expatriate compensation depending on the life cycle of the expatriates family Compensation issues related to re-entry into the parent country organisation Approaches to Expatriates Compensation Going Rate Approach Base salary remains linked to the salary structure of the host country. Required information is obtained through compensation surveys and published information. This approach is favoured by polycentric organisation Advantage Equality with local nationals and expatriates of different nationals Simple approach Attract the nationals of PCN and TCN if location is a high-pay country Disadvantage Transfer from a developed country to a developing country Fighting for getting favourable posting and resisting low pay country postings Problems when the expatriates repatriated to the home country An export or import or franchising arrangement Company appoints an export manager who reports to chief of marketing and all operations concerning export and imports are controlled by the home office Balance Sheet Approach It links the salary of expatriates and TCNs to home country salary structure. Assumption Foreign assignees should not suffer financially due to transfer Salary package is divided into goods and services, housing, income taxes and reserve. Cultural Impact and Compensation Policy National cultural difference High power-distance the compensation system should reflect hierarchical divisions in the firm. Low power-distance the salary system should be more egalitarian and performance based. Individual cultures rewards should be given on an individual basis. Collectivist cultures they should be team based. Culture with high masculinity compensation policy focus on social benefits, quality of work life and equity. Culture with high uncertainty avoidance structured and consistent pay plans are preferred with no variable plans and discretionary allocation. Culture with low uncertainty avoidance pay should be linked to performance. Performance Management in International Organisations Performance Management and its link with other HR Processes Reward Management Human Resource Planning Training and Development Process Relationship with strategy Multinational Performance Management Whole vs part Non-comparable data Volatility of the international environment Separation by time and distance HQ-subsidiary interdependence Ethical and legal issues Market Maturity Performance Management of expatriates decisions and play a key role Setting clear goals for each unit, each department and each employee Goals must be mutually supportive and balanced for long and short term needs. Setting standard and measurement criteria for evaluating each type of goal Formal monitoring and review of progress towards these objectives Using the outcomes of the review process to reinforce desired employee behaviour through differential rewards and identifying training and development needs. Variables that Influence Performance of Expatriate Compensation Package Nature of Assignment Role Clarity Psychological Contract HQs support Environment of the Host Country Cultural Adjustment Critical Success Factors Recommendations: The Impact of Diversity and the Changing Nature of the Workplace on Human Resource Functions in Work Organizations: Given the era of Globalization, managing diversity at the workplace has become a business issue for the HR Department and no longer simply a moral, social, or legal concern. The challenge is no more creating a diverse employee demographic, but empowering one that already exists due the natural global nature of the business. Despite all the hype around Diversity and the pros of having a multicultural workplace, organizations still tend to reflect: Soft implementation of highly expensive Diversity Management Programs A poor gender ratio when it comes to higher managerial positions Poor integration of disabled people into the employee base. Senior management teams not reflecting ethnic diversity. Some critical success factors to ensuring that diversity is leveraged well by organizations include: A) Clear organization wide understanding of the business case for Diversity. The HR department along with the senior management and the line managers need to be clear about the need to be diverse and embrace new cultures and ethnic backgrounds into their folds. Going beyond corporate trainings and having blurred notions of how multi-cultural employee base would help the organization to gain competitive edge over local competition in remote markets, all levels of the organization need to clearly articulate how a diverse human resource base would help reach the organization goal and hence their own individual goals. Further they understand that a multi-cultural workforce can improve their organizations adaptiveness and change readiness. This would clearly improve the culture within the organization to recruit, develop and retain the best staff. B) Assessment of Current Situation. HR departments that are particularly successful at managing diversity routinely spend time, money and effort in gauging the ever changing composition of the workforce given geographical expansions, attrition and new recruits. They routinely assess not just numbers associated with the above dynamics but also behaviours, and culture associated with these changes. Eg. Eastman Kodak created a specialist external diversity panel to conduct an outsider review of the current situation. The Management of Eastman Kodak assessed recruitment policies to address cultural imbalances and even cultural blocks to retaining and developing a multi-demographic employee base. Without the above HR Departments would only end up paying lip service to managing diversity or spending huge amounts on expensive specialist corporate trainings on managing diversity without actually creating a basic inclusive work culture. Ergo, wasting time and effort on initiatives that are unsustainable in an environment where self assessment itself is not done. C) Managing Diversity is a top-down approach. Successful diversity management initiatives are ones that have high visibility of the senior management team. Eg. Back in mid 90ies, Lou Gerstner identified diversity as a key strategic initiative for IBM globally. He was a strong proponent of leveraging differences to address new markets. He established eight task forces representing various ethnic groups, allocating executive sponsors from his direct reporting team and insisting on specific measurable results within specified timelines personally reviewing progress on the results. Many HR departments have gone beyond simply including diversity management in their employee handbook and actually championed setting up panels and councils that include senior executives. Diversity management may require fundamental changes to the very culture of the organization and hence require stewardship by the senior executives. D) HR initiatives need to promote cultural harmony rather than address cultural imbalances. Initiatives from HR need to promote creating a multi-cultural environment. Simply having reservation seats and quotas and fancy cultural training and diversity training is not enough. HR Departments need to ensure that minorities have the same opportunities and such initiatives are an integral part of their day to day working rather than simply an extra curricular task! Ensuring objective appraisal systems, rewards and recognition and universal training and development opportunities is key to promoting an all encompassing holistic HR approach. E) Objective assessment of the Diversity management initiative and scientific assessment of programs are key. Many HR Departments have succeeded in developing measurable diversity management programs. E.g. the Hyatt Hotel Group the world over ties approximately 15% of the bonus potential to diversity goals. HR Departments that have been successful in managing diversity have translated it into a core competency used to assess the performance of management. F) Diversity Management principles are all encompassing and wholesome enough for everyone to participate. If the Diversity Management programs are only a bastion of the senior management, the entire exercise would be superficial and unsustainable. In order to result in successful recruitment, retention and development of employees in a globalized world, it is important that it is an inclusive program cascading throughout the organization. E.g. IBM created specific task forces but more importantly invited participation in the form of inputs to help these task forces in creating an inclusive culture. Managing diversity and the every changing workplace in the face of globalization is not the prerogative of the senior management alone but is to be implemented at the grass root level where managing diversity to retain and recruit top talent is a challenge in itself. These critical to success factors for managing diversity are not complicated models however they are tough to actually execute and require a motivated effort on the part of the Human Resources team and buy-in from the entire organization. Conclusion: Clearly Globalization has brought about a paradigm shift to International Trade providing it with a great boost. I feel, employees form perhaps the most critical resource base since they are

Lincoln - Greatest Man Of The 19th Century :: essays research papers

The man of the nineteenth century.   Ã‚  Ã‚  Ã‚  Ã‚  Many historians argue that American culture is based on Civil War and its outcome. It is easy to agree with that statement, because one cannot even imagine living in a slave-owning society that would most definitely develop if the South had won. Abraham Lincoln, America’s sixteenth President was the most influential man of the war. He was responsible for mobilizing the North’s power, getting people, both Republicans and Democrats, to sympathize with the Union cause and consequently, winning the war. This is what makes Lincoln the most influential man of the nineteenth century.   Ã‚  Ã‚  Ã‚  Ã‚  Lincoln was born into an â€Å"undistinguished family†. His parents died, when Lincoln was just a child, and he had to struggle greatly in order to get some education. Lincoln served as a captain in the Black Hawk War after which he continued with a law career. Lincoln spent eight years in the Illinois legislature. In 1858 Lincoln ran against Douglas in series of debates for Senator’s position. Although Lincoln lost, these debates won him the nomination of 1860. His greatest accomplishments were to come much later.   Ã‚  Ã‚  Ã‚  Ã‚  When Lincoln was inaugurated in 1861, he made it perfectly clear that the secession of the South was unconstitutional. He was willing to compromise with the South on the issue of slavery, the driving force behind South’s secession. Unfortunately, South was not interested in compromising. After the Fort Sumter was forced to surrender by the Confederate troops, Lincoln declared war. Since he was running a centralized government rather than the South that believed in states’ rights over central government, Lincoln was able to efficiently mobilize Union’s people and resources. That, of course, played an essential role in the final victory, and is one of Lincoln’s greatest accomplishments.   Ã‚  Ã‚  Ã‚  Ã‚  The victory of the Union affects today’s society just as much, or maybe even more that the War for Independence. As mentioned, Civil War is the underlying event of American history and further formation of its culture. It is impossible to even conceive a society that would develop as a result of Confederate victory. Asides from being a slave owning and perhaps, a slave trading nation for many years, America would also lack a centralized government and much of its international power. No one knows how many years it would take for the Confederacy to abolish slavery.   Ã‚  Ã‚  Ã‚  Ã‚  Lincoln, on the other hand, abolished slavery in 1863 , two years after the beginning of the war.

Schizophrenia Essay -- essays research papers

Schizophrenia is a severe, chronic, and often disabling brain disease. While the term Schizophrenia literally means, "split mind," it should not be confused with a "split," or multiple, personality. It is more accurately described as a psychosis -- a type of illness that causes severe mental disturbances that disrupt normal thought, speech, and behavior. The first signs of schizophrenia usually appear as shocking or radical changes in behavior. Others may have severe psychotic symptoms listed above. But many people also show "negative" symptoms, such as decreased emotional arousal, mental activity, and inability to socialize. Schizophrenics often report a sense of strangeness and confusion about the source of their sensations. They feel great loneliness, anxiety, and an overwhelming sense of being disconnected from others. A schizophrenic person may think and communicate incoherently, jumping from one idea mixing a "word salad" of new words or jumbled phrases. It is common for schizophrenics to be suspicious and resentful. They may sense that their thoughts are stolen, broadcast aloud, Or replaced by new information from strangers seeking to control their behavior. They may describe voices that speak directly to them or criticize their behavior Schizophrenia often appears earlier in men -when they are in their late teens to early adulthood - and in women in their 20s and early 30s, but the disease affects men and women with equal frequency. According to the National Institute of Mental Health, approximately 2.2 million American adults or about 1. 1 % of the population age 18 and older in a given year have schizophrenia. Some people experience only a single episode and remain symptom-free afterward. More commonly, however, the course of illness fluctuates over several decades, with each recurrence leading to increasing impairment. Experts don't know what causes schizophrenia, but they agree that it most likely results from a complex interplay of genetic, behavioral, and other factors, similar to other diseases. It is widely believed that neurotransmitters, brain chemicals that allow communication between brain cells, play a role in causing schizophrenia, but the exact mechanism is not known. Most m... ...ns is often difficult for schizophrenics. They may deny that they are ill, or their disease itself may hinder their ability to take regular medication. Fortunately there are many ways for patients, doctors, and families to improve adherence. Some antipsychotic medications are available in long-acting injectable forms so that the patient can receive a dose of medication just once a month. Other useful tools include pillboxes or electronic timers that beep when medication should be taken. Families can also help by motivating the patient to take their medicines properly. Often, additional drugs, such as antianxiety medications or antidepressants, may be used to treat side effects of the antipsychotic medicines or other symptoms related to the schizophrenia, including stiffness, tremors, and depression. Psychotherapy. Psychotherapy by itself is of little value without medication, and vice versa. While medication can be effective in relieving psychotic symptoms, psychotherapy can help with behavioral symptoms such as socialization and communicating appropriately. Supportive and sympathetic psychotherapy helps these patients understand their disease and re-enter society and family life.

Heroes in Wonderful Fool and The Sailor Who Fell from Grace with the Se

Expectations of Heroes in Wonderful Fool and The Sailor Who Fell from Grace with the Sea  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚         In a human being's search for spiritual peace throughout life, he constantly turns to outside sources for the answers to his questions. Some people quench their curiosity in a god or religion; some find release through the use of foreign chemicals. Many people, however, turn to another person in their time of personal questioning, soliciting answers from their own pseudo-hero. This character is one who, by virtue of his exotic origin, is chosen by the person to fill a void or achieve a goal. The hero is expected to meet certain qualifications based on his devotee's heroic ideal. However, no one can successfully accomplish the objectives set for them by another person, especially when they are personally unaware of these goals. In many instances, this leads to disillusionment and bitterness in the person who has determined these goals. This is the case with the main characters in the novels Wonderful Fool and The Sailor Who Fell from Grace with the Sea. The "heroes" in these books, Gaston Bonaparte and Ryuji Tsukazaki, are constantly expected to fulfill the fancies of those who venerate them. The inability of both Gaston and Ryuji to automatically satisfy these expectations ultimately leads to a sense of indignation and betrayal in their respective devotees, Tomoe and Noboru. This disappointment is fueled not by the failure of Gaston and Ryuji to achieve the goals set for them, but rather by the arrogance assumed by Tomoe and Noboru in expecting their preset qualifications to be fulfilled. Shusaku Endo's novel Wonderful Fool is a work filled with characters who receive something contrary to their expectations. The... ...ed leveling of charges. However, there is one major difference. Tomoe, unlike Noboru, realizes her own hubris near the end of Wonderful Fool and feels as if it has been somehow defeated by having "lost out" to a fool: "This feeling of having been beaten was to Tomoe, who prided herself on being a very knowledgeable young lady, particularly disagreeable" (Endo 185). Noboru, on the other hand, takes his egotism to the extreme, using the crimes he has accused Ryuji of committing as sufficient reason to condemn him to death, in order to â€Å"make him a hero again" (Mishima 163). In each case, the arrogance assumed by Tomoe and Noboru is not realized in time to redeem their heroes, who in turn vanish from the lives of their devotees, never to return. Works Cited: Mishima, Yukio. The Sailor Who Fell From Grace With The Sea. Trans. John Nathan. New York: Vintage, 1994.

Microeconomics and faber-castell

The perfect definition of a purely competitive market in microeconomics states that there should be specific factors which must be followed in order to guarantee that firms who are participating in the business for companies which are moving in the markets do not have control of prices.   Such factors are easy transportation, perfect communication, and a host of many other variables. However, practicing the most important factor in determining a perfectly competitive states in the economy and a perfectly competitive product is the homogeneity of a certain good. And this is where our definition of commodity comes in.   In microeconomics, a commodity is usually defined as an object or a good in which there is a certain demand, but however which is supplied by firms without differentiation between the other products.   And although we are all to used associate the word commodity with absolutely anything that has to do with a good or service that we should be purchasing,   in its purest sense and definition, a commodity is characterized by something in where it is the market which defines their prices, and not any other factor of control. Note that our keyword for this point of discussion is that a quantity should not be differentiated from other goods because if it is so, then it would theoretically be able to define the market price in its own, and not because as an effect of other factors imperfect competition (Mankiw, 2006). We then come to the discussion of an article by the economist.com website where in it discusses the history of the pencil company Faber-Castell. Our discussion of Faber-Castell as a commodity now becomes sacrificed, for he can now say, after being given a definition of what a commodity is that Faber-Castell cannot possibly be a commodity.   The reason for this is that as the article discusses, unlike the many other pencils available to our global markets, both in the local and international sense, today are more or less homogeneous in nature (Economist, 2007).   Meaning that although of course they can have many other brands which define their names, we do not necessarily care among the brands because each pencil is basically the same as the other.   The case of Faber-Castell, however, is that its pencils are produced in such a way and distributed in such a way that it may be further identified as a pencil with true quality and a much higher value therefore than the other pencils available in the market. Again of course one may argue that a pencil is still a pencil.   However, as we have discovered in the reading of the article, because of the nature of how the pencil is created specifically the lead content, the wood used in creating its frame, even its eraser and design has specifically put the user into mine even up to the point of already creating a steady following for its use. The article stated extremely popular names as the handful of the people who are loyal to the use of such a pencil. The shifting of the brands classification from commodity may even be thought of as a move where in is the owner of the company, Count Anton Wolfgang von Faber-Castell .net actually classify it as not a commodity, that it would eventually do so because the quality of the pencils themselves creates its own definition (Mulligan, 2007). as we have perhaps learned in many of our economics and management courses, as well as to the floor of the many here ethical marketing books out in the market today, product integrity plays an important role in the popularity and eventually the profit maximizing value of outputs of products.   Not only would there be higher revenues and therefore higher profits in London was to say able to maintain the integrity of the company’s products, it will also serve as a self advertising method for the companies. Perhaps the closest thing that we could compare to our model of Faber-Castell is the company of General Electronics headed by Jack Welch, where it is also product integrity as low as quality of the outputs being produced that displays at the highest importance and role in the company. If we were to use a theoretical model for microeconomics in understanding the issue of product integrity, perhaps you could relate it most closely to the demand equation of the supply and demand model. although the movement in the demand curve and eventually the demand schedule is determined specifically by price, the shifting of the said curve is affected by many other variable such as the income of consumers, the tastes and preferences of consumers, the price is up for latent or substitute goods, and the other factors except for price.   It is here that we see that if we were to factor in integrity into such economic variables, ceteris paribus, we arrive at the conclusion that product integrity may also be able to shift the demand curve further upward if product integrity is maintained or increased. The opposite may also be true, however, and that is essentially the danger in economics, where in unlike the labor supply of macroeconomics by John Keynes which is sticky upwards, micro economic models such as the demand function and to demand equation are effected both ways and both sides.   Increasing the integrity of a product may be able to increase its demand and therefore increase revenues and profit, but a decrease in the integrity of the product may also be able to perform the opposite effect, which is to decrease revenues and profits as well as increased costs, therefore moving the company closer to shut down point or already above the equilibrium price. Also, if we take in Faber-Castell to our situation, we also realize that the firm’s economic model is at actually a perfectly competitive model or not even close.   What it does close to, however, is a monopoly model for the economy where in the demand curve for certain firm is downward sloping and its marginal revenue curve is also below the demand curve where in decreasing quantity produced results in an increase in price. Because of the impacts on welfare of a monopoly model of a firm in an economy, it is more or less cited as negative by economists.   However, in the real world situation where it is money that rules, we could not ignore the fact that Faber-Castell has achieved a monopoly setting again because it has shifted its commodity into a monopoly good. We therefore arrive at the final question of efficiency.   Economic efficiency highlights that there is no welfare loss, which is explained by the Pareto Optimality condition of the production possibilities frontier.   However, real world definition of efficiency states clearly higher profits (Sutton, 2007).   And in the case of our Faber-Castell model, we can perhaps say that it has achieved efficiency within itself because of how it has been able to market its good so effectively that demand is higher. Works Cited â€Å"At the sharp end; Face value.(Faber-Castell Corp.).† Economist (US), The, March   3, 2007. Mankiw, N. Gregory.   Principles of Microeconomics. Mason, OH:   South-Western College Pub, 2006. Mulligan, Mark. â€Å"Pencil me in: the CEO of Faber-Castell, the world's top pencil maker, sets his sights on Latin America. Why not? Most of his production is already in Brazil.† Latin CEO: Executive Strategies for the Americas , June   1, 2001. Sutton, John.   Sunk Costs and Market Structure: Price Competition, Advertising, and the Evolution of Concentration. Cambridge, Massachusetts:   The Mit Press, 2007.   

Unity day

The little short film on the site titled â€Å"Stile Post† or the telephone game made a little impact on how I view our world today. They start off the film with Miriam the little girl basically picking on Paul, the only colored kid In the class, by saying that Paul never washes, and passing it to the next person. That person then passes that little bit of information to the next kid, who passes It to the next kid, and so on. So this group of children could of Just kept the rumor that Paul never washes going around until It was whispered into Pall's ear.One kid In the circle changes the rumor from Paul never washes to Miriam Is In love with Paul. This film shows that plucking on other races and bullying can be stopped at a young age, one kid from that class stopped the ugly secret and made a funnier one to sort of get back at the little girl. Rumors can be spread so easily In our society and people can put a stop to It by changing the rumor to better the person the rumor Is ab out. The film â€Å"Crutch† was amazing, I loved every second of this film, how Bill Shannon or â€Å"Choirmaster† that has been dealt some bad cards in life has overcame his medical problems.He has a mode of transportation on a skateboard, break dances, and gets around super easily, all while having bilateral hip deformity. Just by listening to him speak in the film, I can tell he loves his life, and nothing really brings him down. It is just a great motivational story for everyone, no matter how bad you believe you think your life is, always remember there is someone out there that has it worst than you and is enjoying every second of their life. So never out yourself down do exactly as Bill said in the film â€Å"Take what is thrown at you in the best way that you can, and evolve your skills in that manner†.