Motivation

Definition of Problem: The problem faced by Deloitte & Touche is how to best manage the merger with Andersen in order to move beyond being two merged organizations into a unified, market-leading organization. Deloitte must minimize the negative effects the change will have on the productivity of the organization and they must have a focus on minimizing the effects on current clients. It is important for Deloitte to create one corporate culture and focus on creating a cohesive team out of a currently divided workforce if they want the new company to be successful.

Deloitte must make the Andersen employees feel welcomed and valued by the company while ensuring that their current employees don’t feel swept aside. Causes: Some causes of Deloitte’s problems include: • Employee fear of change – People naturally have a fear of change. Deloitte’s people will naturally feel threatened by the influx of new, unfamiliar people to the organization, particularly as they are coming from an organization that was heralded as being the best in the industry. It is important for Deloitte to properly manage these fears. Difficulty of maintaining corporate culture – Any company that increases their workforce through a merger with a rival firm feels a threat to their corporate culture. It is important for firms to determine before a merger whether the corporate cultures fit together. Two firms cannot merge and adopt one culture, the resulting culture must be a blend of the two cultures. • Inadequacies in communication – The merger was completed very quickly (in less than 2 months) and as a result the merger was communicated very quickly to employees.

HR is responsible for communicating current policies to new and old employees. There has been very little upward communication until the Pulse Surveys and Deloitte employees are feeling like they are being lost in the shuffle. • Lack of team building – The four phases of team building are forming, norming, storming, performing. All teams will go through this cycle in one way or another. Deloitte must recognize this and help the team through the forming, norming and storming phases in a way that will have the least negative impact on the company, so the team can get to the performing stage quickly.

The consequences of failing to do this are that clients from Andersen will change to another firm and clients from Deloitte may feel neglected and will leave the firm for that reason. • Fears of past business practices – Andersen was involved in the Enron scandal and as a result, individuals from the US branch were criminally indicted. The Andersen brand was destroyed and Deloitte management have a fear that the fallout may affect Deloitte since the Andersen professionals are now members of the Deloitte organization.

It is important for the new Deloitte to clearly distance themselves from the Enron scandal and the fallout from that scandal. Strategic Issues 1. Hasty Integration – Deloitte people feel, through the pulse survey, that management is in a haste to integrate and is forgetting about their own people 2. Tension – Deloitte Touche is not sure how to manage tensions that might arise between the two cultures while integrating. 3. No defined direction – There is no defined direction that the integration management is attempting to incorporate the two very different cultures.

Developed Alternatives Gathering feedback on a more personal level – Instead of using the pulse survey to gather feedback, Deloitte could possibly do something on a more personal level. The employees need to have a clear sense of where they fall in the big picture and where they are heading. This allows them to feel they are apart of the great change and consequently will devote themselves wholeheartedly. Examples can include asking lower level managers to have brief meetings with a group of employees voicing concerns and questions.

Lower level managers can take notes and submit them to the integration team. Once the team has determined that creating happy employees is important on a personal level thus helping them to overcome the fear of change, and they have formulated the vision for the merging they can develop specific systems that will support, empower and inspire the employees and ensure they are willing to support the change to the best of their ability

Mentorship – Mentoring is a valuable option for positively influencing the employees’ commitment because it sends a message that Deloitte & Touche is interested in career growth and development of their employees; these employees can make valuable contributions and facilitate a smooth integration. Assigning a mentor to counsel/tutor employees about the need for change, the change process, ways of adapting or adjusting to the change will help them get a better understanding of the reasons for the integration and allow them to have a more vested interest in the success of the organization.

Forcing employees to quickly accept the new emerging culture immediately definitely won’t deter the tensions. This transition must take place at a slow process so employees do not feel pushed and overwhelmed into accepting the new practices and rules. It will be difficult to transform their fears and attitude in favor of the intended change until the underlying motives are understood. Seminars and Workshops – These seminars and workshops will be for both management and employees; management first, to accumulate the necessary knowledge, skills and abilities for leading the change process.

These skills and techniques will be used to guide employees to quickly adapt to the change. This will allow the entire organization to adjust faster and become more flexible. Instead of using an integration team, a certain set of managers can be the head of definite departments, groups, locations, and divisions. These managers must act more like coaches and will express the benefits and rewards of merging the two companies. Consequently, a review will then be conducted to get feedback on how the whole integration process is going.

Assuming there is a positive feedback, management will slowly incorporate both cultures into one, while not rushing the process or ignoring what employees concerns are. Evaluate Alternative The alternative that would be the best fit Deloitte & Touche is to have a mentor to solve the current situation. Mentor is better than other two alternatives simply because mentoring is kind of a personal enhancement strategy through which employees facilitates the development of another by sharing known resources, expertise, culture, values and skills.

By paring up with Andersen employees, mentor can develop employees while helping them make a greater contribution to the new organization, and help them to become more productive in his or her current position. Deloitte & Touche not only can increase employee’s morale, but also can increase organizational productivity and build up employee’s skill and knowledge while attaining goals for career development. Mentoring is about the qualitative and subjective of employees’ job which dealing with frustration, handing conflict, and behaving with humility.

Mentoring can involve an exchange of knowledge and information that can be evaluative nature to assess the assimilation of the new employee in his or her new role. It can help the new employee quickly come up to speed and shorter the learning curve as a contributor within the organization. It is important to make sure employees do not feel to be pushed and forced. Employee’s understanding of motives is the fundamental requirement to have a successful organizational merger.

Implementation Phase one Deloitte has to develop a mentorship team and mentorship program for new and old Deloitte employees. A mentorship team will need time to conduct research and develop new practices. This team should be formed and trained and be ready to mentor within six months. Phase two Deliotte must allocate the necessary resources to the mentorship team and program. These resources include not only financial but personnel as well. This will be done right away. Phase three

Within the first year Deloitte has to develop a new corporate culture that integrates the best practices and policies from both Anderson and Deliotte. The Mentorship team has to have a concrete culture to implement in order to be successful. Phase four Deloitte must implement a proper evaluation plan to determine if the mentorship program is working. The team can take surveys and other types of qualitative measures to determine how well the mentorship is working. The evaluation can begin after the first year and continue until the end of the program.

Sanchez, JR PC – Abcomm 013 Expectancy Violation Theory by Judee Burgoon How do you suppose arousal manifests itself in conversations between teachers and students? (TITLE) A present fragment of the Expectancy Violation Theory is the Existence of arousals or distractions to the recipients of a communication episode.

And given this activity, I am explaining, to my extent gulp*, how an arousal manifests itself in a teacher-student conversation. Arousals are these manifestations when violations are present in an on-going exchange of thoughts between two or more people; it has also been stated that Expectancy Violation Theory focuses mainly on non-verbal communication. Arousals are described in two forms namely the Physical and Cognitive.

Depict a classroom, where a student was asked to come for a consultation meeting concerning his grade. Unexpectedly, while the consultation is taking place, a student decided to touch the teacher in the shoulder while looking at his/her progress in the records, but in opposition to what the teacher has in mind, it’s one format of “invasion of personal space, or bubble” on the teacher’s perspective.

An arousal would make known of itself in this conversation because of the unexpected turn of events, specifically the student’s moving-in-touching-the-teacher’s-shoulder-step, because the teacher is thinking inversely as the pupil, a physical arousal will immerge from the event and there will violation occur, following the next procedures, and then will EVT pronounce. Another situation, concerning again the teacher and a student, where in the arousal-generator is the pupil, assume there’s a classroom once more, but this time, an everyday mobilization is going.

The teacher discussing, students always doing their best to listen to what the teacher is speaking, etc. The teacher then wanted and decided to call a pupil to answer a certain question about their lesson, while requesting for the answer, the teacher then decided to be hard on the student, to extract more words that made the pupil reflect that his/her space is being invaded. Once more, an arousal will announce itself; a cognitive type of arousal would be present because it’s only in the mind, in mental awareness.

The arousal did manifest on that given situation because there was, of course, the invasion of bubble. That’s basically the theoretical cause of many arousals, begins from bubble invasion, followed by the arousal. I am not familiar of any Arousal Mechanisms, but with its name, AMs or Arousal Mechanisms maybe those hidden actions or attitudes present in one person that the other person didn’t expect happening. The first situation has a physical arousal, wherein there are bodily changes resulting from violations, the touching of the student did bolster the physical arousal to commence.

The AM here is the touching of the student where invasion of personal space is in a physical format. The second situation has a cognitive form of arousal because, like I said from the text, it is cognitive because it’s only mental, only in the mind. The AM here is the teacher’s harsh words thrown at the pupil to answer the question the teacher is asking about their present lesson. As expected, arousal would occur at a given communication episode if there is an invasion of personal space, more expectantly from different mannerisms or used-to-do things of the participants.

Breaking-Bad Behavior Habits are things that people do good or bad repeatedly. People start their own habits, and they are very hard to break. Whether it is good or bad habits, it is something that the person has to choose to change. Breaking bad habits is one of the hardest thing to do. The reason behind the bad habits are we begin as enjoyable activities, which we want to repeat. This encourages us to do things again, and the activity becomes a habit.

This habit can be any type of habit like cheating, smoking, and plagiarism. Now a days, you can find everywhere duplicate things all over the world. People steal the formula of the original product and made the same product by different name. This is one kind of cheating. This habit is not good. To stop all that thing we have to buy original and brand name thing which we know. This is the best way to stop this cheating, so this way we can make the company realize that they did wrong.

To stop this thing company owner should not have to show the formula of the product. This happen in college campus also. If some author wrote a book then the instructor of the other college add or remove some topic and published it as his own book. When we attend his/her class he/she told to prefer her own book. We have to look for other author’s book and compare it with college edition so we can use the original book. Smoking is a bad habit. It causes a cancer. First the student started smoking as fun but after sometimes they are habituated with it.

They cannot live without it. If you don’t do smoke and if your friend does and when he offer a cigarette to you, you refuse to smoke, but he forced Misery 2 you to smoke then you defiantly do it and after a few days you will start smoking. So this thing commonly you can see in the schools and colleges. To get rid of these habit start eating chocolates, chewing gum etcetera. So you can divert your mind and after sometimes you will break your this habit. In the college instructor will give a project to the students.

Student have to register their name to instructor which project they going to make. So during the class some decided what they have to make, but other cannot get the idea what they have to do. So during the talk they tried to know what other student is going to make. If they know what that other student is going to do then he meet to instructor and register his name with project name, which is actually that student’s project. We are responsible for this that we don’t know that person very well to whom we are talking and what he is thinking.

It’s he best way not to tell everything about work to other person, so we can keep our idea safe. Thus, to stop all these incidents of academic misconduct we have to look out for the original source and follow the laws in colleges and schools to keep students away from the bad habits. If you are habituated with bad habit and you want to overcome of it, first commit to stopping the behavior by creating a plan, and develop self-discipline, and self-awareness so that you can stay on track. Also choose the right approach to dealing with it and involves others in your efforts.

Customers can print cards for free, which means they don’t have to purchase the card in-store. It is my Job to provide an effective solution. Background Each employee must make a standard of 480 per week equaling out to 100% order filling, with an acceptance of 90% for the week. Fillers should also have no errors with an acceptance of one error per one hundred cards. All orders should be accurate according to the consumers pick list. We thought it would help the company if we had a way for customers to access cards via internet. Cards are free and you can design them yourself.

They can be printed or sent via email. Proposed Approach and Work Plan In our first approach we will observe the fillers in this department to make sure that loitering is the only underlying issue. We do not have a problem with employees socializing, but there is a Job to be done. If our consumers are not satisfied with our delivery then that puts the company in a hard place. We are falling behind, which causes us to lose money. Employees must be able to complete the work required of them in order for our business to remain steady. The issue that we are having is not with all of the employees, but it is effecting everyone.

Each filler will have to check their orders before taking them to the line. After the orders are placed on the line, a ICQ checker will recheck the order to make sure it is correct according to its specific pick list. Since the orders are being double checked there should be little to no errors. The point of checking the orders more than once is to cut down on the number of errors in each order. The way the employees are working will also be observed. I think it would be best if we put someone on the floor hey are unfamiliar with rather than their team leader or a supervisor.

Most times when employees see authority they change their routine so that it is pleasing in the eyes of the supervisor. The person that we put on the floor will be able to observe them for a week. At the end of the week he/she will report to us and we will go further from there. Employees lack the training and development required to perform their Job duties to the high standards of their employer (Scott, 2014). If this is the case, it is the employer and human resource responsibility to produce an action plan to help the employee develop the skills necessary to improve Job performance (Scott, 2014).

It is important that you address performance issues as they arise and pursue a progressive approach to discipline (Rutgers). If the report from our source reveal that loitering is the main issue, we will then conduct a department meeting. In the department meeting we will discuss the issue with the employees. We will also discuss how it is effecting the company. After the discussion, we will tell them the consequences of not performing their Job duties to the best of their ability. If tankard is not met in the week, they will receive a write up.

After they receive three write ups the employee will be terminated. Disciplining employees is a difficult part of supervision and management (Rutgers). Our customers enjoy the Cards. I don’t feel we should stop the free services, but they should be limited. All of the cards should not be free. I know the goal is to draw in more customers, but the goal is also to make money. I think we should offer a certain amount of free Cards when the customers sign up and when they recommend the website to other people. I think if we take this approach we would ran more money.

We may lose some customers, but I think in the end we would still profit. Conclusion The graph displayed is Just an example of the possible projections of our employees. The numbers are displayed as a single number but it is actually in hundreds. Each week their standard progresses. We hope the actual projections are better because these are Just average. Our goal is to make our consumers, customers and employees happy. In order to make this happen we need to work together. If we have employees that are willing to work and be productive, our company will continue to grow.

Employee motivation is suppose to be a good way to get employees to do what you want them to do, according to Deed Parr. It is important to get to know your employees. Showing and being concerned about your employees motivate them, which produces better production. A strong and healthy work environment is always needed no matter what kind of business you are operating. When you find out what your employees interests are it is good to use them as positive reinforcement. The more personalized the incentive is the more motivation you will achieve and the greater the productivity (Parr, 2004). Unfit the company. Getting know your employees are important, but you do have those employees that are Just outright stubborn. You Just have those people that Just don’t want to work (Stone, 2014). It will be up to human resources to come up with some vital information to help with the interviewing of the potential employees. I believe that with proper information our employees will benefit as well as the company. I think we would also need to conduct an observation of the Cards on the website after the proposed changes.

Is looking forward to put the final touches on a new strategy, a new compensation strategy that will include the use of Executive Positioning Projects (PEP). This paper aims to explore the challenges of this new strategy for the firm and its operations in general, with a specific concentration on the impact it has on the behaviors of the employees or workforce. More importantly, we discuss the behaviors necessary to support the new strategy at Marshall & Gordon.

This is all part of the process of hang In any organization and for this to happen, the firm needs to assess the various risks Involved and the weight of the opportunity cost to be suffered. A section of this paper explains this concept in detail. Finally, the paper discusses the roles professional firms’ compensation systems play in helping to attract, motivate and retain talent. When employees are well compensated for the efforts they put into the organization, then they are highly motivated. And that will definitely lead to a higher organizational performance (Rematch, 2012).

Keywords: Public Relations, Executive Positioning Projects, Compensation Systems Public relations are the practice of managing the spread of Information between individuals, organizations or the public. By the early sass’s, Marshall & Gordon had established itself as major force in the PR sector internationally. It had acquired offices across the U. S, Asia, Europe and South Africa. The firm had undergone an era of success over the previous decade, however, due to the increasingly competitive industry; the firm had decided to explore other options to keep off its competition.

Executive Positioning Projects (PEP). So what Is It all about? Why does Marshall & Gordon opt for this particular strategy and not any other one? PEP in summary is all about brand management in the public and in the eyes of parties that impact the prosperity of the business in general. Executive positioning is what protects the brand. We live in a very news-hungry world right now and for this reason, anything said or done out of order can actually cause a lot of problems towards the brand perception and business In general.

So in essence, PEP Is all about being familiar with the media and how to prepare for Interviews and liver the right message across the industry. Definitely this needs practice and training. Alternatively, years of experience in a related field can be an asset and this brings us to the reason Marshall & Gordon had decided to make two lateral hires for their San-Francisco based partner. Lu who managed that West coast region had a different idea however, because she felt the new hires were receiving too much in return for less contribution towards the business.

This however, was the surface view of how the whole process was, because looking at the real Insight reason they were red, you can see that the intention was clear, to build a gap over other competitors by providing A-class public relations services from individuals with creditable experience and who have known the industry for a long time. This means, yes their impact may not immediate, however it would be lasting for a long time, just having that good brand name in the industry where everyone respects the business and the challenges. Browne was at a complicated situation, Just as it is for many change managers, why?

Because implementing change is not always as easy as the plan may sound. Browne faces the need to role in this new phase of operations, however, at the same time she faces a challenge of keeping the current employees, managers especially, happy in their performance and work ethics. If people feel that inputs are fairly rewarded by outputs then they are happier and more motivated to work. However, if employees feel inequitable they tend to reduce their input, ask for more outputs, compare their situation with others, change their perception and in some cases leave the field or quit their Jobs (Rematch, 2012).

This is the current situation for Browne. The change process is comprised of two very important dimensions, the need to implement change and the need to keep everybody happy about it. Success at the both of these aspects would probably give the change agent a good sign of their efforts in the whole process. Among the many emails Browne receives is one from Janice Lu and she does not concur with the hiring of two new managers and she even criticizes the compensation package offered to them and feels their duties are mediocre compared to the needs of the organization at that particular time period.

As a manager, I would totally understand her opinion. Why? Because for starters, Lu has been one of the most outstanding performers over the years and for her outstanding qualities she was promoted to management, however, her compensation package was yet to be reviewed. So naturally, you would understand how any worker feels about extra duties with the same compensation package. This however, presents a challenge to Browne, how is she supposed to reply to make Lu see the need for the two new hires and the performance of the organization at large?

Communication. One of the most important features of any change process includes communication. This is key at every stage of the process. It is one of the features that are ongoing from the start of the process to the very end, post-change period. Communication seeks to make aware, and spark the sense of What is in it for me’ for employees and once they are at this stage, it is basically easier for them to realize the need for change once they see how it is going to impact their lives and work load and the organization in general.

Communication is the key because having everything ready to go while the workforce is disengaged mounts up to nothing really. You want to have a smooth change process, where the whole organization moves as a team and o one is left behind. You want to make sure everyone is on board with the new strategies and implications and as well as comfortable in their new roles and new environment or setting. This is important because it defines how successful the whole process was. Brownie’s next move is what will determine how Lulu’s performance will carry on over the next period of time.

Keeping in mind the contribution of Lu to the organization, Browne should probably go down there or arrange for a conference call to make sure Lu sees the need the for the hiring of these two managers. Most importantly, Browne has the obligation to make Lu see what is in it for her, that way she may realism that even though there are new people coming in, she still has the power and the respect entrusted in her by the organization a few years ago. Communication is what needs to happen here, and effective communication can be a These are two terms that have been recently been connected together more often.

Since the rise of modern capitalism, the corporate world has been very harsh to investors. It is surrounded by uncertainties and risks and this has been a cause for he down fall of so many businesses and investments. Likewise, many corporations today crave change so much however; the fear of ‘risking it all’ gets in the way of them and their success. Although that may sound reasonable, risk is the actual business and how a firm recovers from a risk defines its strategic planning and organization.

Marshall & Gordon faces a risk of resistance to change from its 1500 and more workforce if they do not have a proper change management system ready for the new strategy. Like Lu, many workers do not agree with the PEP and the new compensation system. Management should review their plan and make sure communication has been done as explained earlier, and also employees like Lu that have had promotions but not salary appraisals should be compensated as explained in the next section. Ultimately, the risky aspect of change is not supposed to be feared by these organizations.

Easy steps can be followed to deal with this particular problem; Identify the risks Assess the risks Identify measures to reduce the risk likelihood and , Develop contingency plans The Compensation System. A central tenet of executive compensation research is the ability of incentive imposition to motivate appropriate managerial behaviors and influence organizational performance (Chin, Rodgers, Shih & Song, 2012). The keywords here are incentive compensation and motivation.

The firm is trying to review its compensation system and it hopes to get its new employees up to speed by providing them with very competitive salary packages for them to be motivated and increase performance and productivity. The symbolic value of money and rewards motivate people when they believe they are compensated more than others. Money is more than Just a means of exchange between an organization and employee. Money fulfills the individual’s needs, affects emotions and builds up an individual self -concept (Rematch, 2012).

From a financial reward aspect, that can be one way firms help to keep employees motivated and retain talent. Similarly, if Lulu’s salary is reviewed, she will feel her efforts much what she is compensated and probably this will keep her engaged in her duties and perform even better. Other forms of rewards to keep motivation and Job engagement high include: Membership and seniority based rewards Job status based rewards Competency based rewards Employee stock ownership rewards (Seer’s) Profit sharing plans A better compensation system generally helps the organization to be close to its workforce.

And in return the Job engagement rate is high meaning a higher relevant and valued. Explaining this better is the Mascots Hierarchy Needs theory, where he says that an individual goes on to satisfy the most important need at that particular moment and only once that need is satisfied, will they move on to the next one. Precisely, it is important for the management to do research and find out the level of satisfaction of their employees so that when improving the compensation system, they may do it according to the needs of their workforce.

During the history people’s expectations and needs have been changing. They depends inter alia on actual situation on the market and current necessities of life. The economy climate is also important in creating people’s performance. People will make a good performance at work when their situation is certain. Poor performance will be made when situation is unstable. One of the key issues connected with the employee performance is motivation. Without well-motivated employees enterprise cannot exist on the market for a long time.

Employees are very important part of the company, because thanks to them it can perform properly and fulfill its goals and assumptions. Unmotivated employees will not make their job with proper involvement and commitment, so their performance will be contrary to expectations of an employer. One of the biggest challenge for an employer is to motivate its employees to perform on the required level. Nowadays, it is not easy thing to do. Different types of employees have different expectations and things which motivate them.

Different authors created motivation theories, but most of them was created in the last century. Great influence over people has also a psychological contract between them and their organization. Motivation theories and the psychological contract are the most powerful tools to motivate people, when they are used in the right context. Person is motivated when he knows what he wants to do to achieve specific goal. Motivation covers all factors which makes person to act from positive, like money, to negative, like fear of defeat. Motivation factors are different for each individual person.

They are changing because of age, sex, position in society, education, level of skills, knowledge and circumstances. Also support from the managers and leaders has a significant meaning. Unmotivated manager cannot lead people to good performance. Organizational background and surrounding environment should be motivating. When managers knows employee’s needs, demands and expectations they are able to treat one as an individual and have specific approach depending on person’s character and attitude. Managers cannot forget about person’s development and setting realistic and challenging targets.

Important in keeping positive motivation is also reward for a good job performance. People like to be awarded and that keeps them self-motivated on a high level (Adair 2006). “Motivation is an important part both in an individual’s and in a company’s performance. Even very well trained and very able employee will not perform well unless motivated. Higher motivation does not always result in a direct increase in productivity, because, in many jobs, productivity is limited by other people or by the pace of machine”(Robertson 1992:137).

The motivation theories fall into two groups content and process theories. “First of them explain why people behave in a particular way in terms of those individuals’ pursuits of need fulfillment. Content theories attempt to determine the specific needs that motivate individuals”(Gallagher 1997). A group of the content theories includes theories of McGregor, Herzberg and McClelland. Process theories are those of, for example, Vroom’s, Adams’, Hackman’s and Oldham’s. Theory X and Theory Y created by McGregor assumed there are two kinds of people.

In Theory X people are lazy, unambitious and want to avoid responsibility. Employees are against the system and represent defensive attitude. Very high level of supervising is required otherwise people will perform very poor. Theory Y says that work is in a human nature and it is able to provide enjoyment and self-fulfillment. Managers have just to make a positive climate for personal development and minimize supervision. Thanks to this people will feel self-reliance, confident and self-actualized (Tyson 1993:11). Herzberg was researching factors which have influence over people’s feelings about work.

Those factors brings out satisfaction or dissatisfaction: achievement, recognition from others, the work itself, responsibility, opportunities for advancement, company policy and administration, supervision, salary, interpersonal relations, working conditions. He recognized two groups of factors satisfying needs. First one are external (hygiene) factors that cause unhappiness and dissatisfaction. They have to be present to avoid dissatisfaction, but by themselves they do not provide satisfaction. Managers need to provide intrinsic factors to keep employees happy with their job.

He claimed that employee abilities should be fully used otherwise he will not be well motivated (Thomson 2003). „How Herzberg theory applies to XXXX employees. Management at XXXX understands that hygiene factors can potentially cause dissatisfaction among their employees, which in turn can lead to the loss of productivity and profitability. Therefore, they gave their employees Herzberg’s theory assessment. With these results, the company is able to provide competitive pay and bonuses that can motivate employees to work harder XXXX believes that rewarding hard working employees satisfies the motivating factor of job security.

The company confirms this with pay incentives. Moreover, Management realizes that work conditions could play an integral part of their business success, not only for their employees, but for their customers as well. In addition to the brand new facilities, they also use state of the art cleaning materials that clean and make any surface resistant to dirt and decay. It is the goal of XXXX to maintain job satisfaction from all of its employees by increasing motivators and decreasing hygiene factors by constantly evaluating themselves through their employees” (Hunter 2007). McClelland’s research has identified three basic categories motivating needs, power, affiliation and achievement, into which people could be grouped, according to which need appears to be the main motivator in their lives. Those most interested in positions seek position of control and influence; those from whom affiliation is most important seek pleasant relationships and enjoy helping others; achievement seekers want success, fear failure, are task-oriented and self-reliant.

The implications of the theory in practice are that managers can identify employees who are self-motivated, those who rely more on internal incentives and those who could increase their achievement drive through training” (Tyson 1993:10). Vroom’s theory has three basics elements: expectancy, instrumentality and valence. Expectancy is belief that if a person make an effort to achieve goals he will be seen and appreciated. Instrumentality is conviction that when employee do what should be done with proper accuracy he will be rewarded by salary increase, promotion or other form of appreciation.

Valence is the value added by individual to the outcome. Employee will be poorly motivated if his reward has little valence for him (Kermally 2005:53). Adams argued that people want to receive relative returns for the effort they have put into work. Equity theory is based on the individual’s perception of fear treatment. “This theory bases explanations of behaviour on perceptions of social comparisons. Theory argues that the more intense the perceived inequity, the higher the tension and the stronger the motivation to act”(Buchanan 2004:251).

Hackman and Oldham theory of job satisfaction presumes that three main rules decide about work. In the first of them person must perceive work as reasonable, rational. Second one says that person should take the responsibility for own work results. In the last one person should have chance to meet own work results. In their opinion each job should take into consideration above rules. Moreover, if those rules are included the higher probability of motivation occurs more by the job content than by some external factors. In planning the job complexity and level of difficulty should be taken into account (Miner 2006).

In every day live people meet with contracts of a different type, for example contract of employment, bank contract etc. Contract is an agreement between two or more participants, which contains some settlements between them. In companies, apart form the contract of employment also can be found an unwritten psychological contract, which is very important to keep a good relationships between the employer and the employees. Psychological contract is necessary to keep long term agreement. It contains mutual expectations and obligations. Fundamentally, the psychological contract expresses the combination of beliefs held by an individual and his or her employer about what they expect of one another. It can be described as the set of reciprocal but unarticulated expectations that exist between individual employees and their employers. As defined by Schein (1965): The notion of a psychological contract implies that there is an unwritten set of expectations operating at all times between every member of an organization and the various managers and others in that organization“ (Armstrong 2006:225).

The meaning of mutual expectations is also underlined by other researchers, such as: Rousseau and Wade-Benzoni, Katz and Kahn. Expectations are related with behaviour, often they are presumed and they are not formulated in the job contract. Employees may expect, and they usually do, fair treatment, just wage, possibility of future development and that they will be informed what they are expected to do. But expectations are mutual, so the employers also have them. Generally, they want to receive obedience, loyalty, commitment in business or job efficiency.

It is normal that each side of this contract possess its own set of assumptions of the other one’s behaviour. Sometimes lack in fulfillment of mutual expectations can cause tensions and misunderstandings, or even dissolving of the contract of employment. “The significance of the psychological contract was further explained by Sims (1994) as follows: A balanced psychological contract is necessary for a continuing, harmonious relationship between the employee and the organization.

However, the violation of the psychological contract can signal to the participants that the parties no longer share (or never shared) a common set of values or goals“ (Armstrong 2006:227). Establishing a common set of values or goals is very important to keep positive and proper relations between people in the organization. Especially important seems to be their verbalization, because when people do not know what they can expect, they will not know why they are disappointed afterwards, when their expectations are not met.

But they will have a feeling that something is done not as it should be. For the organization that kind of attitude can have a bad influence, because dissatisfied employees can have a negative effect on the organization activities. Specific character of the psychological contract in the organization is not based on a single transaction, because as Spindler claims: ”every day people create relationships by means other than formal contracts(…) As individuals form relationships they necessarily bring their accumulated experience and developed personalities with them.

In ways unknown to them, what they expect from the relationship reflects the sum total of their conscious and unconscious learning to date”(Armstrong 2006:230). Not every person in organization is aware, that in forming specific demands and expectations he or she bases on own knowledge and experience. Psychological contract is something which is usually not defined, so it can develop in unexpected way and have unforeseen consequences. Good psychological contract have a lot of advantages for an employee as well as for an employer.

From the employees point of view proper psychological contract should include: proper approach to an employee (equal treatment, appraisal, understanding, respect), employment stability (it is important part of employment, but with dynamic changes on the labour market is not so attractive as it used to be), promotion (employees are focused on personal development and carrier opportunities), power and responsibilities (ability to make own decisions should be related with person’s skills), trust and commitment (employee, who feels understanding and have trust in own organization is more engaged in work and wants the same from the others).

On the other hand employers consider that the psychological contract covers competences, effort, commitment, honesty, loyalty and the attitude consisted with the organization values. Psychological contract between the employee and the organization is created when a person is joining the company. The first stage on which some basis of the psychological contract may occur is the process of selection and recruitment. Employer presents own requirements and demands, invites selected persons for an interview and afterwards makes an opinion about the cohesion between the candidate and own organization.

Employee acts similarly. After getting to know the organization’s offer he or she should know whether that job is for him or for her appropriate for the offered salary and the level of skills. Psychological contract is not constant, it is not something that stays still. “The psychological contract remains beneath the surface of relationships and is dynamic in character, continually changing, and frequently unacknowledged. It is a manifestation, too, of the ideals— ego ideals— that one party to the contract has for the other”(Burke 1999:20). It changes, because its environment is changing.

External and internal factors have great influence over its state. Internal changes are caused by the market competition. Nowadays career is not always developing from the bottom to the top. It sometimes can be horizontal, which means that individual employee development is not a guarantee of the promotion. Now, in the companies very important are flexibility and capability to changes. Employers are not currently interested in keeping the same team for all time. They make further co-operation dependent on the level of demand of the employee‘s abilities for the company. Because of the nstability in employment Hiltrop suggested new type of psychological contract. According to him: “There is no job security. The employee will be employed as long as he or she adds value to the organization, and is personally responsible for finding new ways to add value. In return, the employee has the right to demand interesting and important work, has the freedom and resources to perform it well, receives pay that reflects his or her contribution, and gets the experience and training needed to be employable here or elsewhere”(Armstrong 2006:233). The new psychological contract does not guarantee a job for a lifetime.

From my own experience I am able to say how important is the psychological contract for an employee. I was working for a building society, which was growing very well. As an employee I could expect from my employer appreciation and respect for my work. The responsibilities and duties for each of us were very clearly. The financial bonuses were the most motivational factor for all of us, because they were really high. The company has very good approach to its employees. When it generated more profits than it was presumed 25% of randomly chosen employees was going for a fully sponsored one week trip for one of the European countries.

Also twice a year there was an integrating trip for all employees and lottery with the main prize of 50% of annual salary. None of this was formally written. It was the company’s customs. The best performing salesman had a company car and a mobile phone for an unlimited disposition with the option of buying them from the company after certain time. The loyalty to the company was very high. Nobody has left work by himself/herself since the establishment. Employees were very well motivated, because they knew that they would be appreciated. Thanks to those actions everybody were aimed for the company’s success.

They were aware that when the company will gain profits and when the managers will be pleased with their performance the reward will be proper. The relationship between the employees and the organization has been changing recently. The employees want to develop their skills and if the company do not provide any training or development options for them they will leave, because their motivation to action will decrease. Nearly nobody wants to put an effort into company’s performance without being appreciated for it. Underestimated employees will not put much effort into their work.

Motivation theories are old and not always adequate for today’s labour market. Employers are trying to motivate people in a different way, using different approaches and different points of view. Theoretical knowledge about motivation can be put into practice to see and explain, not only the psychological mechanism of organizational behaviour, but also to formulate diagnosis. Psychological factors of responsibility for the individual’s level of organizational behaviour have the basic meaning for understanding the peoples’ role in the organization and effective human resources management.

Motivation theories are not flexible. They have their definitions, which contain certain rules and factors that create them. The psychological contract is much more flexible and can be changed under some special circumstances and mutual admittance. The negative side of the psychological contract is that, when one of the sides will not feel that their expectations and needs are fulfilled the trust and commitment will decrease. When these two factors are low the performance, positive attitude and motivation are poor.

Motivation is important to keep the psychological contract, because without it the whole idea of the psychological contract is useless. Psychological contract has more determinant power than motivation theories. Unwritten mutual expectations, when are appeased, can motivate very well. People can find themselves united with the organization and its goals. Good leaders and managers will do their best to satisfy an employee, but on the other hand they will expect the same from him/her. Retaining positive employment relationship and psychological contract can have great influence over the company’s performance and image.

List of references:

1. Adair, J. (2006) Leadership and motivation. London. Kogan Page Limited Armstrong, M.. (2006)
2. 10th ednHandbook of Human Resource Management Practice. London. Kogan Page,Limited. Buchanan, D. , Huczynski A. (2004)
3. 5th edn Organizational Behaviour. An Introductory Text. Essex. The Prentice Hall. Burke, E. (1999)
4. Corporate Community Relations : The Principle of the Neighbor of Choice. Westport. Greenwood Publishing Group, Incorporated. Hunter, S. (2007)
5. Motivation in the Workplace: Applying Maslow and Herzberg Theories. online] Available from [1 Dec 2008] Kermally, S. (2005)
6. Gurus on people management. Oxford. Thorogood Miner, J. (2006)
7. Organizational Behaviour 1: Essential Theories of Motivation and Leadership. New York. M. E. Sharp Inc. Robertson, I. , Smith, M. , Cooper, D. (1992)
8. 2nd edn Motivation strategies, theory and practice. London. Institute of Personnel Management. Thomson, R. 3rd edn. (2002)
9. Managing people. Oxford. Butterworth Heinemann. Tyson, S. , York, A. (1993)
10. Personnel management. Oxford. Made Simple Books.

Final Reflection and PDP Background This reflection paper reflects on themy current performance in regards to study skills. during this first seminar in study skills. This and will demonstrate themy awareness of my learning abilities.

Where study skills are concerned, With study skills I’ve realised that its is important to understand, where you stand in the type of learner you are, how each the different learning skills preferred by indivudals enables individual prefers learn to enable pupils to share their learning experience, for example I may not be a auditory learner and someone else may be a visual learner, so we both can share are experiences of the way each person learns.

During these past few months, in both lecturesr and seminar sessions, I’ve been exposed to discovered various learning styles which hashave enabled me to understandfind out exactly what the type of learner I am. I discovered that Tthere are a number of websites which can aidhelp to figure out in ascertaining the type of learner you are. what sort of learner you are. I conducted several researchresearch by looking up on the websites to figure out what type of learner I was, and I found out that I was an auditory learner. An auditory learner, this defines is a person which who learns best by listening.

HoweverDuring my time at University, I’ have come across varioues students at GSM doing theon my same course, with different forms of learning styles, includingeither a Visual, KinestheticKinaesthetic, Read and Write, and of course an Auditory learners. From my understanding of being aAn independent learner defines, being is an individual who learns and studiesy for him e or herself, making decisions which will benefit them you as an individual and improve their learning needs, and, as student at a higher level form of education, to become most importantly self-motivated.

I believe the most important attributesaims to becoming a successful learner and achieving the best toof your ability areis by the following: 1. Motivation By setting your own aims and objectives, as well as being responsible for your own learning and also setting out challenges and meeting goals. 2. Managing Time Managing Learning how to balance your studies with yourto social life is one of the most important strategiesy to becoming an independent learner. tThis is because, althoughdespite as much as everyone enjoys to having e their a social life, there needs to be a balance between an individual’s studies and social life as failing to do so can lead to failure. should be monitored before being distracted by studies and social life, if not this could lead to failure to the course. ( Moreover, to also understand how you learn best can determine how to revise and study for a particular work. )-dnt know what you trying to say. 3. Reflection

Developing on your ability to reflect on your progress, through feedback, enables you determines in which you reflect on every feedback given, to sustain you, to improve better your progress within the course. This pushes you to work harder and correctimprove in any errors which had been made. , its It is equally important to keep a record of any kind of feedback or progress from tutors/peers are kept so that as it can inform you the student what stage of progress you are at. During the semester, how I have performed?

I believe during Within the topic of study skill this semester, I think I would rate myself average in regardsdue to the way I have performed. during this semester, tThis is because I’ have come across some difficulties to in some of the assignments which have been set within theis seminar classes. What changes have you identified? In my last Due to my last assignment I failed to achieve the grade I wished to. In my initial reflection based on the initial reflection, was the first assignment which was set from study skills, and turn out to under achieve a pass, however this has allowed me to I recognised bmy mistakes and errors.

This which had been made to enabled me to work on the things which I need to improve on. I learnt that I needed What I have recognised is to work more on my structuring, focusing more on identifying my real weaknesses which I have in order to improve on for the next semesters. ( expand more on this ……………………….. ) What I learned so far during the semester? -The things you have improved on -Your weaknesses…i. e. how you write, whether you have good time management etc. What parts of learning, study and assignment are causing me difficulties? One particular assignment which has caused me difficulties would be the written report. tThis is mainly because, there was not’t any sort of guidelines to help us, structure out our report, which would have been useful to us, and would have to given us some format of what to write. , uUnlike with the other modules, where there are is more support with most of the assignments set and there are classes which canould be attended to help with any difficulties, which we may and I believe with study skills it is more harsh and more to do with more independent learning and doing it on your own, and using ourare own initiative to see whether we understand what goes on in the real world of business. expand more on this …………. ) How can I reflect upon what I am learning or doing and so improve what I do? One of the most important elements to achieving success is In order to succeed, one of the most important element is achievement refers to active involvement in your learning. A very important aspect of a Active learning is the ability to reflect on your work and see whether you are I’m answering the questions properly.

When reflecting on my work, I need to consider, how to be responsible I feel for my own learning, how good Ito identify, setting achievable goals and how to be as well as being an active learner. I believe I definitely need to work on all of these to improve in all my assignment set. One way I can start of by reflecting upon what I am learning is by first, understanding how I learn. For example, I prefer to learn through listening and by noticing the type of learner I am would determine my motivation towards my studies. thus I can plan my studies based on this.

Finally due to your current performance level and development changes, would you make for the next 4 semesters of your course? I have discovered that I need to make changes in regards to my time management. This is because I find myself procrastinating regularly, for example, leaving assignments to the last minute. I have noticed that this does not help as it means that my work is submitted late and not much effort goes into my assignments. To deal with this I have realised that I need to create sub goals, which are easier to complete, in order to get my assignments done earlier.

One way in which I would need to developmake changes in, is by finding myself sometimes procrastinating regularly, when leaving assignment to the last minute, really doesn’t help in situations like things when submitting work late or not putting that much effort into your assignments. But I’ve identified that because I don’t chunk assignments into smaller bits and create sub goals, it doesn’t allow me to finish on time, but since procrastinating really leads to failure, things has to change through out the rest of the next semesters. ( expand more on this …………. )