Determining Causes and Effects Essay Example for Free

Determining Causes and Effects EssayThe majority of blood donors be middle antiquated due to advertising non being perfumeive among youth donors. Young prospective foremost sentence donors, with their long-term donation potential, are especially enthralling targets for blood agencies. Youth are often underrepresented in donor pools, however persuading them to give blood whitethorn require specifically tailored marketing communication. The first cause of not being effective in advertising towards youth is marketing communication. Blood collection agencies often emphasize altruism. Altruism is the philosophical teaching that right action is that which provides the greatest benefit to others. Specifically, research demonstrates that established donors who have given blood several snips report altruism and awareness of the motivating for blood as their main reasons for giving (Glynn S.A. 417). In other words, a regular blood donor gives because they want to help others in lease, and they act egotismlessly without expectation of reward.Altruistic ads focus on the altruistic message of a blood recipient thanking individuals for giving blood to save his/her life. An appeal to self-interest may be more effective in heightening blood donation intentions among youthful donors. The second cause of advertising not being effective is not appealing to individual self-interest. Collection agencies often use a common message strategy that you should donate because someone close to you may need it. A communal ad features blood donors asking others to join them to help save lives. This communal approach, often receives less attention from donors because quite a little value incentives. There has been bitty academic research conducted in blood recruitment to further these recommendations and actually test the effectiveness of specific message types in relation to the established profiles. some other contributing cause is the selectivity model, attributes sex differences in information processing to traditional gender roles.For instance, the male or agentic gender role is characterized by concern for the self (ex., what helps me or is of interest to me?). It is associated with personality traits such as independence and autonomy. Men, who already attend to self-relevant information because of their presumed agentic gender role, should respond even more favorably to a self-benefit message that alsoinvokes a higher degree of self-referencing (Hupfer, 1004). The communal female role, which encompasses concern for both self and others (ex., what interests or helps both me and others?). The personality traits associated with the female are independent and giving. The female role is typified by sympathy, understanding, and sensitivity to others needs. These traditional role distinctions lead to sex differences in response to information that is self-relevant or other relevant (Hupfer, 1004). Gender roles, therefore, should be an important det erminant of reaction to blood campaigns.They should destine that giving blood helps me which is the agentic benefit (Fig 3). Or giving blood helps someone else which is the communal benefit (Fig 4). When an advertising message elicits attention by reflecting on negative outcomes it appears to be more favorable. When advertising message elicits attention by focusing on the positive outcomes it appears to be less favorable. One effect on the economy is when agencies paid people to donate it decreased the blood supply. Economists were skeptical citing a need of empirical evidence. Since then new data and models have prompted a sea change in how economists think about incentives. Economists have found that offering to stick out women for donating blood decreased the number of donators by half. However, letting society contribute the payment to charity reversed the effect.This psychology here has eluded economists, but it was no furbish up to business owners. Rewarding blood donatio ns may backfire because it suggests that donor is less interested on being altruistic than in making a buck. Incentives affect what our actions signal, whether were being self-interested or civic-minded, manipulated or trusted, and they can imply wrongly what motivates the U.S. (Bowles) An increase in unemployment may mean people have more time to give blood, but I doubt it would cause an increase in supply. First, many blood donations are arranged by firms who agree to give employers time off work during the day. Secondly, it is possible that if you are unemployed you are likely to be stressed and dont feel inspired to give blood. Findings indicate that when donors are eligible to benefit from the day-off incentive (i.e., when they are in paid employment) they elucidate, on average, one extra blood donation per year, a substantial effect that represents a 40% increase (Lacetera).The decrease in blood supply affects those who have diseases such as sickle cell. There are more than 8 0,000 people in the U.S. with Sickle Cell, who require bloodtransfusions. It also affects those who have cancer because chemotherapy consists of needing blood sometimes on a daily basis. Also car virgule victims can require as much as 100 pints of blood (American Red Cross). So if there are shortages of blood, there are not comme il faut lives being saved. Hospitals havent had enough blood supply to care for patients with leukemia. It also affects newborns that are faced with having open heart surgery. Most patients who are hospitalized for safe complications and require transplants suffer because of the lack of blood supply in the U.S.In conclusion, collection agencies should consider appealing to young non-donors by suggesting that they give blood to make it available for themselves. Those who are capable of donating should do so with no questions asked. You never know when you allow for have a life-threatening event in which you need a blood transfusion to save your life. Res earchers should continue to find theories on advertising to appeal to self-interest so that the blood supply in the U.S. will increase however, the best approach in advertising is appealing to peoples emotion. If everyone would come together as one as they do in elections for blood drives the outcome would be greater.Fig. 3. Agentic Version of accident sceneFig. 4. Communal version of accident scene.Works CitedAmerican Red Cross (2012). Blood Facts. www. Redcross.orgBowles, Samuel (March 2009). The cartridge holder Harvard Business Review Glynn, S.A., Kleinman, (2002). Motivations to donate blood. Transfusion, 42, 216-225. Hupfer, M.E. (2006). Transfusion 46(6), 996-1005, Visuals, DOI 10.1111/j.1537- 2995.2006.00834.x Lacetera, Nicola (n.d.), Icentative Research Foundation. Time for Blood Article.

Tell-Tale Heart Essay Example for Free

Tell-Tale Heart EssayIn Edgar Allan Poes The Tell-Tale Heart, the fibber has a hard time dealing with an old(a) gentle creations disfunctioned eye, and he becomes insane. In this story an old man is killed merely because of his eye. The narrator is crazy and cant stand the eye and he becomes outraged and suffocates the poor old man. Every night for weeks the narrator would peek his operate in the old mans room and observe him sleep in everyway he could Oh, you would have laughed to see how cunningly I thrust it in. () This quote shows how creepy the narrator truely was. He had been planning and watching the old man night after night before the very night he murdered him. The narrator was so precise and made everything perfected, or so he thoughtThe night the murder was to occur the narrator was watching ever so carefully, the old man seemed to sense fear and awoken. He let out a loud groan, and told himself the fear was all in his head It is nothing but the wind in the chimne y- it is only a mouse crossing the floor, or it is merely a cricket which has made a single chirp.() The narrator was so cunning and clever the old man didnt even notice his long glares all night. So late that quiet night, the old man was suffocated in his sleep because of his careless thinking.The old man is now dead and left under the floorboards to rot. Unexpectedly a pair of policmen come knocking on the door, but the narrator had nothing to fear, for her was fantastically slick and clean about this whole thing. The narrator had welcomed the policemen inside the house to inspect everything and answer any questions needed The officers were satisfied. My manner had convinced them. I was singularly at ease.They sat and while I answered cheerily, they chatted of familiar things. But, ere long, I felt pale and wished them gone. () The narrator sweet talked his way out of the officers until they stayed so long his concience began to diaphragm up with him. It made him so sick he coul dnt take it. Just when he thought he was safe, he was completely wrong.The narrator couldnt take it anymore, he confessed and opened the floorboards for the officers to see. Off to the slammer for him.

Cost Management in the Fast Food Industry

Cost Management in the close Food IndustryThe Fast food establishment which the detective intends to place extinct search is owned by a leading profligate food brand it is the worlds largestfast foodrestaurant compevery in terms of clay units-over 36,000 restaurants around the world in more than 110 countries and territories. In 2008, its globalsalestotaled more thanUS$11 billion was created on October 7, 1997, asTricon Global Restaurants, Inc. This make-up is a world wide operator and franchisor of a broad portfolio of fast food restaurants. The head quarters of this organization ar in United States.It has a wide range of brands-The look forer is going to research on the Pizza Hut, as it is the prime brand .1.1 Cost ControlGenerating gross is the main aim of an organization. The maximum use of resources with least expenses is damage lead. Cutting appeals is the simplest way to improve your bottom line. Introducing a woo control constitution rear bring immediate savi ngs and ensure that you remain competitive in the longer term. But price control needs to be c arfully managed. While eliminating wasteful activities is clearly beneficial, indiscriminate live cutting can lead to f anying quality and poor morale. accord to (Clement Ojugo ,2003) cost control marrow steps taken by management to assure that the cost objectives entrap down in the externalizening stage be attained and to assure that all segments of the organization function in a manner consistent with its policies. For effective cost control, most organizations usestandard cost system, in which the veridical costs are compared against standard costs for performance evaluation and the deviations are investigated for remedial actions. Cost control is also concerned with feedback that might change any or all of the future plans, the production method, or both.(Michael M, 2001) defines cost accountingestablishes budget and fall ined cost of operations, puzzle outes, departments or product and the analysis of variances, profitability or social use of funds. Managers use cost accounting to support decision-making to cut a companyscostsand improve profitability.Importance of cost control in Fast -Food Industry.The operations cost in a fast-food organization depends upon how accurately the costing strategies are applied. If the cost control strategies are applied with-out considering the operational side of the organization it pass on have negative yields on revenue.According to (Ismail A, 2001) successful cost control strategies require inventory data updated. Author suggest best practice, cost control depends upon Frequency and timeliness of inventory which means daily business reports, weekly trading reports and monthly reporting.According to (Talyn. L, 2001) because food cost is usually matchless of the highest cost percentages in any establishment, it is important to get by how to calculate it.Whether it is a steak and seafood restaurant, a family resta urant, a pub or a martini bar, it is very important to know what the total food cost is. Author says that if the food cost is not learnt or pre calculated then the end result would be a neediness or lose control over the food cost giving higher losses in return.According to (Jagels.M, 2007) the implementation of cost control has follow of advantages. Quantify future plans the cost control process compels operational managers to look ahead and follow the strategies applied by the cost controller. This identifies the shortfalls in sales and resources and brooks the fortune for measures to be implemented to overcome the difficulties. Set revenue objectives and targets the cost control process provides the opportunity to decorate targets to reduce operational expenditure. The restaurants cost control is mutualist on the operational staff. Communicate objectives the cost control system provides a formal opportunity for higher level managers at divisional regional levels to set targe ts based on the long term objectives of the organization. Control business performance the process provides a standard based on expected revenues and costs to which actual performance can be compared. Variance amidst fixed cost and variable cost identifies the opportunity to maximize profits.(Wood.R, 2008) looks at cost control with a very practical approach. (Woods R, 2008) says that costing process in its entirely time consuming and therefore costly in terms of management time and resources. (Woods. R, 2008) argues that the cost and time involved are not justifiable because the end result is based on many unknown factors and the actual performance go forth closely certainly be different.This criticism needs to be considered in the advantages of the cost control system, because it forces managers to consider all relevant factors likely to affect their business and plan for the effective use of resources, and this requires both an internal and an external analysis.THE RATIONALEAc cording to ( Cohen.L, 2000) rational is sensible reason to charter a research test.The researcher gets fast food field interesting because of the researcher is presently in the same field. This research will help the researcher learn the fast food organization cost control strategies.The organization is fast food sector have different kind of budgets like Material, capital, operation strategies. To solve the problem of high cost and generate maximum profit.The researcher is workings in the fast food industry which researcher wishes to research. The main concern in this industry is to serve race and have 100% customer satisfaction. In order to present the best of amenities, facilities and infrastructure to the guest the organization has to make some expenses which have to be intend and aligned with the help of cost control strategies from the revenues generated.3. enquiry QUESTIONThis research is designed to answer the question Is the Fast- Food industry able to control cost an d maximize profit?According to (Jagels.M, 2007) it is difficult task because of pilferage, lack of training to the new staff, adherence to standard recipe, perishables, etc should be considered while applying cost control strategies.According to(Ralston.C, 2004) fast food operations are people oriented and people driven, it is more difficult to effectively automate and control food costs than in any other non business organization. The costs in fast food operations are fixed cost but the sales revenue are totally unpredictable.With the above mentioned statements it can be considered that cost control is a difficult task in fast food industry. There for importance of cost control can be clear seen . Considering the details wastage details affecting the sales revenue will make perfect cost control for an organization.4. seek HYPOTHESISAccording to (Maxwell.J, 2005) a research hypothesis is the statement created by a researcher when they speculate upon the outcome of a research or exp eriment.The researcher here tries to assume that, those fast food organizations having a low food cost and higher profit are having the superior cost control strategies. In addition, those fast food organizations having a perfect cost control will be more profitable when compared to that fast food organization who often fumbles in cost control system.5. RESEARCH OBJECTIVESAccording to ( Hussey.J, 1997) the underlying and overriding aims and purposes of a research or analysis exercise that is, what researcher specifically want to find out.The main aim of this research is to understand the cost control strategies in the fast food organization using costing as a barbThe research objectives can be summarized as followsTo gain knowledge on how to do cost controlTo identify the cost control strategy in fast food organization.To analyze the importance of cost control in fast food organization, which contributes in keeping expenses in control and increase revenues.To develop a list of be st practices of successful strategies, which controls the cost and helps in maximizing revenue?6. RESEARCH METHODOLOGYAccording to (Zikmund.W, 2006) Methodology includes a philosophically retentive collection of theories, concepts or ideas as they relate to a particular discipline or field of inquiry.According to (Klein and Myers, 1999) Methodology refers to more than a simple set of methods rather it refers to the rationale and the philosophical assumptions that underlie to particular study.7. METHODOLOGICAL APPROACHAccording to (Creswell. J , ) a quantitative approach is one in which the investigator primarily uses post prescribed claims for developing knowledge i.e. cause effect thinking, reduction to specific variables and hypothesis and questions, use of measurement and observation, and the test of theories. Employs strategies of inquiry much(prenominal) as experiments and surveys, and collects data on predetermine instruments that yield statistical data.The research approac h will be deductive to bring out the best result of research findings. The researcher emphasizes on the cost control strategies of fast food organization so the nature of the methodology will be post positivist knowledge claims, experimental strategy of inquiry.According to ( Teddlie C 1998) quantitative research includes substantial amount of literature at the beginning of a study to provide direction for the research question or hypothesis. In planning quantitative study the literature is often used at the beginning of a study to introduce a problem or to describe in detail the existing literature in a section titled review of literature. In addition literature is also included a the end of a study which the researcher compares the results of the study with the existing findings in the literature.The research will be carried out keeping the research question in focus. There will be interviews and questionnaires.(Bryman et al 2008) suggest that a researcher should give respondents the closed terminate questions where there is limited choice of possible answers. The researcher plans to give limited choice of answers but also at the same time open questions will be included in order to collect accurate and as much as possible information required in conducting the research.8. RESEARCH METHODSAdeductive argument is anargument in which it is thought that the premises provide aguarantee of the truth of the conclusion. In a deductive argument, the premises are intend to provide support for the conclusion that is so strong that, if the premises are true, it would beimpossible for the conclusion to be false. (Winch. W, 1913)The researcher decides to suit the deductive method of research, as the nature research is quantitative. According to (Thomas R, 2003) quantitative research uses numbers and statistical methods. It tends to be based on nuerical measurements of specific aspects of phenomena, rather than surmise and words.According to (Glesne and Peshkin, 1992) c areful sampling strategies and experimental designs are aspects of quantitative methods aimed at produce generalizable results.The researcher intends to find out the cost control strategy by interviews and questionnaires etc. The interview will be conducted with top level managers who are involved in cost control. The survey thespians will be all working in research related areas. The semi structured interviews may start with an organizational questionnaire to gain company information such as numbers of restaurants, norm revenue/cost per cover etc. The aim of the interview will be to find out the way cost control strategies are implemented. The principles they adapt to maximize their profits.9. DATA COLLECTION AND ANALYSISThe researcher intends to perform the research in the organization where he is employed and therefore has been granted access to carry out the interviews and survey. In addition, it is believed that the researcher may require at least two more organizations to ma ke a comparison of the cost control strategies and how are they implemented. The researcher is confident that he will be able to gain the required number of participating organizations in the research.InterviewsThe researcher intends to conduct the research in the organization where he is employed. Hence to reach to the top level managers would not be a barrier. The interviews will be planned and organized well in advance, without disturbing the outlet operations. To make the most out of the interview of the managers, researcher plans to use some tools like spidogram, voice inserting and collect relevant samples of chivalric cost control if available. This will make the research more effective. According to (Zikmund.W, 2006) in an interview where is a face to face personal interaction between the interviewer and interviewee (respondent) has several benefits that help researcher obtain complete and precise information. The researcher highlights in gathering information through the interviews as face expression can be taken into consideration.(Zikmund.W, 2006) statement is very important as it is considered that 70% of the communication is a non verbal communication.QuestionnairesThe researcher intends to prepare a questionnaire for the top level managers in operating department of an hospitality organization. Questionnaires will be based to find out different strategies, methods and plans made by top level managers. This will help the researcher in gaining knowledge about how the practical budgets are made compared to the theoretical.SurveyAccording to ( Vaus De D.A, 2002) a survey is not just a particular technique of collecting information questionnaires are widely used but other techniques, such as structured and in-depth interviews, observation, content analysis and so forth, can also be used in survey research. The distinguishing features of surveys are the form of the data and the method of analysis.According to (Zikmund.W, 2006) the main purpose of sur veys in research is to collect primary data, which is assembled specifically for the research. Survey is something asking people who are respondents for information using either verbal or written questions. It is better to conduct a survey in written form so that information can be kept as a record.10. VALIDITY AND RELIABILITY stiffnessThe researcher intends to use of multiple sources of evidence, structured interviews and questionnaires (both open and closed question). The design of questions and survey will be based on understanding the cost control strategies, the interview and questionnaire will be used to make sure questions are understood as intended. (Saunders,et al 2008). If allowed by the respondent the researcher also wishes to record the interviews for future. To generalize over two organizations the cost control strategies multiple theoretical methods will be considered.According to (Saunders, et al 2008) the structure of interview and questionnaires must be consistent a nd understandable to each individual.ReliabilityAccording to (Bryman, et al 2008) a research can be reliable when there is stability. The research can be stable when results are stable. The result of group of people or individual must not fluctuate. There is stability in research when the same process is used with everyone. The way of questions and interview must be same. Surveys to back up the interviews, and obtain views from different organization managers, for better understanding and in depth knowledge of the subject.According to (Saunders et al 2008) the participants involved in should understand the research in a same way they must me asked the same questions in same way.11. RESEARCH ETHICSThe top level managers in hospitality organizations where researcher intends to research will be given a clear written description of the purpose, scope, and intended outcomes of the research. The name of the participating three hospitality organizations and the participating top level mana gers in the research will be kept confidential. The information gathered during research about the organization will not be presented in dissertation for the confidentiality of the organization. The research is being carried out as a academic requirement and no other intentions. The interview questions and questionnaires will be designed to examine only the strategies of forecasting and budgeting, nothing apart from that. The research interviews, surveys, or questionnaire will not be aimed at finding any other information which is not related to this research.According to ( Klein and Myers, 1999) suggest to use a hidden agenda which ensure confidentiality of the participant organizations and the individual participants in the surveys.12. TIME SCALEGantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the closing elements and stocky elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. ( Wallace.C, 1952)The plan for the research project timescale is shown in the GANNT CHART. A brief summary of time taken from presenting research proposal to dissertation is shown below.13. BUDGETThe researcher has spent about GBP40 to GBP50 approximately on preparing this research proposal.

Eviewing The Nhs And Community Care Act Social Work Essay

Eviewing The Nhs And union C be Act Social Work EssaySince the establishment of the Welfare State in the 1940s, the National Health Service and Community Care Act is among some of the most important laws in health and social operate in Britain (Adams, 2002). Its policies, based around autonomy, empowerment and choice was support by many writers who saw it as the cure to alleviate the deep and destructive problems encountered by social care (Levick, 1992). This paper will seek to let off the impact that subsequent social policy has had on social work practice and that of the starts of elder people since the inception of the 1990 NHSCCA. The paper will attempt to crush the range of function available to aged people before and after the 1990 Act and examine some of the main policies of the Act.The term community care was scratch coined in the 1960s and was originally used to describe the relocating of people from psychiatric surroundings into less institutionalised ones (Thomas and Pierson 2002). Prior to this, however, community care policy was derived from eighteenth Century Poor Law, which was the only legislation to meet the needs of older people, until the introduction of the National Health Act 1946 and National Assistance Act 1948 (Wilson, Ruch, Lymbery and Cooper, 2008). However, disdain the new Acts, which helped to create a different world for social care (Wilson et al. 2008 623), Townsend (1962, cited in Wilson et al 2008) reported that there was little social care cooking for older people in the immediate post- struggle period other than residential care, which Townsend claimed clearly varied in quality. Furthermore, Beech and Ray (2009) argue that past policies name not considered the diverse needs of growing old and the number of physical, emotional and psychological changes that are faced by older people.Subsequent post war governments became increasingly sympathetic in the shifting of care services from residential settings to community based, which became a priority of the (1979-97) Conservative government (Adams, 2002). By the mid 1980s, many political commentators and professionals were calling for policies which involved the replacement of inappropriate residential care, which was still as Townsend had commented in the 1960s as variable in quality, and the introduction of full(prenominal) quality community care (Adams, 2002). Adams adds that it was hoped that community care would tackle the segregation, isolation and the stigmatisation felt by older people who may prolong been institutionalised for long periods of time. However, Adams (2002) points out, once the Conservative government had brought about the privatisation of public services, which included a programme of social security financing that in effect, encouraged older people to enter residential care and simultaneously leave community care services under-developed due to a lack of public investment.The Audit focal point (1986) heavily criticized c ommunity care and the government appointed Sir Roy Griffiths to report on the future of community based services. This led to the Government White Paper feel for for People (Department of Health, 1989a) which ultimately transformed local authority social services departments from providers to purchasers of services to create a market economy. This had an effect on front tenor social workers as they were involved more in the care management of older people, like assessing needs and devising care packages (Adams, 2002). Holloway (2008 315) supports this and claims that a common malady among practitioners is were not social workers anymore, were just care managers. This led to a contract culture with the marketisation of the public sector where social service departments would need to commission and proctor services carried out by outside agencies (Department of Health, 1989 23). Furthermore, social workers were more often removed from direct work with service users and there was a sharper rivet and greater accountability, coupled with constraints on resources and gatekeeping for those who are in the greatest need (Levin and Webb, 1997).The NHSCCA (1990) increased the recognition of the need for community care and health care to stimulate partners in services and to include voluntary agencies and housing departments, which heralded developing policy philosophy after 1990 (Braye and Carr, 2008). Furthermore, there was a belief that service users should have more control of the services available to them and being able to purchase the services they want, as opposed to not taking part in decisions regarding services provided for them (Braye and Carr, 2008).Another significant policy development for older people, explained by Wilson et al. (2008), was the National Service Framework for Older People which placed an emphasis on independency and autonomy. To increase the levels of independence, intermediate care which was initially outlined in the NHS Plan (DoH, 2 000) was brought about in a bid to reduce the number of days older people spent in hospital and as Lymbery (2005) points out, was often an unwanted and expensive form of treatment.Policy dilemmas are evident in the national eligibility criteria, passably Access to Care Services (DH, 2002), which is a framework to ensure equality of access to people in need of social work intervention (Beech and Ray, 2009). imputable to financial constraints, the needs of older people are only being met if they fall into the critical or substantial (CSCI, 2008). Furthermore, as Lymbery (2005) points out, older people experience negative effects with regards to access to services and options due to current policy, scorn emphasising promoting independence, through the eligibility criteria, doubt surrounding the privatisation of services and the rules of assessment.This paper has charted some significant policies and services available to older people before and after the NHSCCA (1990) and has found t hat despite privatisation and the rhetoric of independence and promotion of choice, some key implications have materialised for older people. However, despite the Act, the paper suggests there are tensions between limited resources and unlimited needs with the role of social work changing from provider to enabler. This has had some practitioners comment that they are now care managers rather than social workers due to there being less direct work with service users and more work creating care packages.

Effect of Reward Management on Employee Motivation

Effect of Reward vigilance on Employee MotivationHow can Multi National Companies use Reward focal omen to be active the Employees of Different Countries? A nerve of Marriott Hotels in UK.AbstractEmployees ar al shipway considered as raft who play a vital role in each and ein truth organisation. The kin betwixt employee and employer changes frequently by means of with(predicate) and finished step up the years. Several concepts of employees argon in any case varying time by time.Now a days employees argon having the negociate violence and they argon more stage line of reasoninged to the spiritedest degree their individual necessarily and intumesce being of their working environment. This disquisition analyses discordant(a) incidentors which motivates an employee to work within an organisation. Employee leave al genius hitch in an organisation only when their expectations atomic number 18 satisfied or innovative(prenominal)wise there is a chance for him/her to leave the friendship. High employee everyplaceturn is a crowing issue in companies today.Organisations bequeath look forrard to retain only the authority key employees who allow take a leak real difference to their customers and their support holders. This dissertation proposes a frame work to retain the employees and to final payment those employees for their potential by which they are taking the organisation to a varied level.This investigate has been progressed through publications study on employee concepts, Human Resource Management and Reward counselling of employees. The selective information from the primary research has been analysed compared and verified with the acknowledgeings of secondary research and produced recommendations for the legal circumspection of employee in multi national companies.IntroductionReward care is nowadays considered as an burning(prenominal) topic in launch to action the closes of a company. Employees are consid ered as the main factor which plays an key role in the organisation. The success of each and any organisation is its dedicated employees . incumbent military personnel is filled with changes and competition. In company to deliver the practiceds in the new situation companies should be having employees who are loyal and expert in their own field. New technologies are developed constantly and the companies are eagerly trying to catch up those talented employees with right expertise in their own areas. Human resources as an important factor should beget increase circumspection in managing transaction (Lindergen Paulson ,2008). Multinational companies are face increased ch all in allenges from all around the world due to globalisation.1.1 Reward oversightReward system unremarkably means the pecuniary payoff on geological formation departs its employees in return for their labour.The term rewards system, non only includes material rewards, merely also non-material r ewards. The comp singlents of a reward system consist of pecuniary rewards (basic and effectance pay) and employee arrive ats, which together embody total remuneration. They also include non-financial rewards (holiday trips, moving to large office, credit entry, promotion, praise, acquirement responsibility and ain development) and in rough case a system of surgery vigilance. Pay arrangements are central to the cultural initiative as they are the close to patent chemical formula of the working relationship between employer and employee. Many papers examine the role of agreemental market-gardening that is, the demand for monitoring stipend. Such investigations conclude that organizational culture places a significant role in determining the level of economic demands. Recent researches on industrial unrest indicate that reward criteria of the organisations two financial and non-financial rewards have tremendous influence upon the employees and employers execution of instrument.Reward is a broad construct that can include anything an employee may value and desire that an employer is able or ordain to offer in permutation for employee contribution. A conceptual distinction can be made between the three main constituents of rewardtype, system, and criterion. (Henderson 1989, p.2) Chiang, Flora F.T. Birtch, doubting Thomas A (2006) An empirical examination of reward preferences within and across national preparetings. Management International limited reviewReward type refers to the disposition of the reward itself (e.g., financial and non-financial alien and intrinsic). Financial rewards include direct (e.g., basic salary) and indirect (i.e., benefits and portions) as well as incentive (e.g., variable pay) and non-incentive (e.g., fixed pay) categories. Non-financial rewards, on the other hand, do non benefit employees in a monetary esthesis and consist of both extrinsic and intrinsic rewards. Extrinsic non-financial rewards are tangible rewards attached to the telephone line and are given and controlled by a riotous. Examples include employment security, promotion, status, relationships, and work conditions. By contrast, intrinsic rewards accrue from performing the task itself and are self-reinforcing. Job challenge, variety, and sense of achievement are in force(p) examples of this category.Reward system re dumbfounds the method or mechanism (e.g., seniority-based, performance-based) by which organizations determine employee reward outcomes (e.g., pay increases). Systems can be any performance or non-performance oriented. Where performance-oriented reward systems compensate employees based on how well they perform on the business reverence, non-performance systems compensate employees based on a different set of criteria, much(prenominal) as seniority/years of service, and skills/competencies. Reward criterion then, refers to the earth of allocation (i.e., individual or group) used to determine the rewa rd.1.2 Marriott InternationalMarriott International is a jumper lead, worldwide, hospitality company and has more than 2,300 operating units located in the U.S. and 59 other countries and territories. It employs approximately 154,000 workers. Fortune time has recognized Marriott as one of the c take up Companies to Work for in America (1997-2001), one of the result 80 Companies for Minorities (2000), and one of Americas Most Admired Companies overall (2001). In addition, Sales and Marketing Management magazine has named Marriott Sales as one of the top 25 sales forces in the U.S. (1997-2000).(mariott.com 13th jan 09)Marriott is and always has been an equal opportunities employer in all verbal expressions of employment. The company is in full act to providing a intelligent and harmonious working environment that offers equal treatment and equal opportunities for all its associates, and where any associate is treated with appropriate treasure and dignity.It is the companys form _or_ system of government that there should be no unlawful discrimination, harassment or victimisation of any associate, job applicant, customers, providers of service or member of public, whether in radio link with recruitment, placement, training, benefits or promotion, either directly or indirectly, on grounds of race, nationality, ethnic origin, gender, marital or family status(Marriott handbook for employees 2009)Marriott is committed to fair treatment of associates and to providing training and advance opportunities to all. Marriott has an unshakeable sentence that there associates are the most important assets for them. Marriott always look forward to an environment which will always supports associates growth and maturement. Marriott is a re spewation for employing caring, honest associates who are ethical and trustworthy and is always keen to give a home like atmosphere and friendly workplace relationships. They always try to achieve a performance reward system t hat recognizes the important contributions of both hourly and attention associates. on that point are two types of associates as explained above. Hourly associates are those employees who are compensable on the basis of the hours they worked. In the other hand management associates are those who are paid a fixed salary on the basis of job content assigned to them.Marriott has been selected for the research as they are having employees from all over the world. They employ people not on the basis of ethnicity, caste and pietism but on the basis of experience. As they have employees from different parts of the world their involve will be different. They will be looking forward to different types of reward schemes which will suit to their needs and will satisfy them to brook with the organisation. Research has been conducted by taking Marriott as the company because they are facing a elevated risk of satisfying the needs of employees who are having different tastes regarding rew ards which they are looking forward from the organisation. As stated earlier, Marriott has been recognized as one of the vitamin C companies to work for in America by Fortune magazine. This states that the employees are satisfied to an extent with the rewards which they are allotted by the organisation. As the reward management plays a role in the organisation it will be worth doing a research on the company who cares and gives equal opportunities to each and every employee in the organisation.1.3 Current postion1.3.1Current PolicyAt present Marriott do not have an existing policy for reward system to their employees. However, their unofficial approach can be viewed below. notwithstanding they are considering reward management on the basis of Spirit to serve. It is based on the service which the associate delivers to the customer to keep the good will of the firm. The manager will nominate the name of the associate to the Human Res department according to their service. Associates name will be displayed in the note come along and or sotimes this is valued more than money as an individual and as an employee.1.3.2 Current Issuesa) There is no documentation for reward management policy.b) There are currently no KPIs (key performance indicators) for monitoring and rewarding for employees performance activities.c) Human resource policy document is rarely provided to employees or its not updated.d) books tends to be piecemeal Employee guidelines are a separate document to the job without any details on employee recognition/reward.e) Employee recognition is applied inconsistently.f) Difficult to respect the employee performance and its questionable.g) Employee satisfaction stands at very low rate.1.4 Expected ResultsResults are expected by looking through the issues regarding the current policies and try to make changes in moldliness to get it done beseemingly to satisfy the employees. Enhancements are required for the policies for the well being of the re lationship between the employees and the employer. After this research it should be right-hand for the company to implement activities and to break out the responsibilities to the concerned parties. Reward management should be monitored and evaluated regularly .Employer should go to the next level to satisfy the reward and needs of the employees to get them done with the job allotted.1.5 ObjectivesThe objective of this research is to recommend melioratements to Marriotts Human Resource policy. Ultimately, the policy will aim toa) repress the dissatisfaction of the employees on promotion criterion, on idea system and on salary, bonus and other fringe benefits.b) Improve the work performance and outputivityc) Reduce the level of occupational stress that arises from popular opinion of discrepancy on reward.d) Describe HRM, IHRM and its importance and unhomogeneous HRM strategies and its importance in the current scenario.e) Identify and analyse various factors that drive emplo yees to dissatisfactionf) Analyse various factors that motivates the employees to stay with the organisation.g) Reduce the perception gap on reward management system and develop a culture of steep performance.In order to carry out the above objectives it is essential to analyse-What are the benevolent needs?What are the organisation various approaches towards employee needs and satisfaction1.6 ScopeThe project will wipe the undermentioneda) Review of all associated literature reward management in service and think industries.b) Review of the front-end activities to understand the extent of the employees work related problems and other dissatisfaction if any.c) Review of current HR policy promises and approach to recognising good work of employeesd) Establish links with enhanced HR dodgingThe project applies toAll UK house servant and supranational employees working in MarriottBoth emergency and normal working conditions in and out of the working hours. Establish synergies wi th employee Performance and HR Policy.Out of chain growing processes or process mapping.Service delivery project to amalgamate employee and their locations / roles (Including transfers).1.7 OverviewThis Report canvas trends of reward management, and its influence in multi national companies in UK. It analyzed various approaches that the industry has taken to reward employees, primarily through literature reviews, and also through the psychoanalysis of questionnaire done with the employees from Marriott in UK .This dissertation also produced recommendations for the impressive management of reward process for the improve business case.Chapter 1 This is the introductory chapter that explains the Significance of the chosen field, Aims and Objectives, Rationale, The reason for selection of multi national companies particularly Marriott , and end with the Overview of the throw Report.Chapter 2 This chapter proceeds with a literature review about various HRM strategies and approache s taken for the reward scheme , and to maintain the needs of the employees in the organisation for the improved product quality and services etc.Chapter 3 This chapter illustrates the characteristics of Marriott, its business nature, global exposure and the various issues that the industry is currently facing in case of reward managementChapter 4 This chapter explains various research methodologies that are used forcollecting data and information to carry out various analyses that are required to acquit the research and documentation.Chapter 5 This chapter analyses various reasons in order to maintain a good reward management. This is carried out through literature analysis and through dataanalysis of the Survey conducted on various employees from the Marriott industry inUK. This chapter ends with the findings from the analysis with critical evaluations.Chapter 6 This chapter explains evaluated recommendations for the findings to thereward management of employees, as a management s trategy for up(a) the brand standards.Chapter 7 this chapter gives conclusion about the future development in the industry if the reward management schemes have been allocated properly, which may provide a resultant role for the future possible issues.Literature ReviewThe basic mantra for the success of any business organization is the appropriate allocation and usage of resources. The most important resources comprise of four Ms man, material, money and machine. The dissertation under consideration deals with the first M that is the hands or the employees of an organization. They are the book binding as they put every plan into action which is inevitable for the success of a company. So their importance in business cannot be ruled out and they form the backbone of every organization because they determine the success and failure rates.Since the most important set of public for an organization is its workforce which forms the key ingredient of its success, it is a necessary fac t that the employees must be kept happy and well bonded. In todays private-enterprise(a) labour market, irrespective of the size of the organization it has become a major concern to attract and retain employees. One of the important reasons underlying the high turnover is low job satisfaction, appreciation and non competitive benefits package. Corporate should keep one point in mind that there is no lack of opportunities for a talented person. So if he/she is not satisfied means they will renewal over to some other firm which provides them with more suitable job. So in order to retain the employees and make them happy, there are so many ways like appreciation, recognition, incentives and awards .In addition to that several wantal quills should be implemented from time to time to keep the employees morale high.These promotional items make for a adroit tool because they serve as a token of gratitude and also show that you care. It is a great way of thanking the employees for th eir services .Moreover they are also expecting some sort of recognition from the company and promotional items help to do just that. Making the employees happy as well as a feel that they are cared is very important if the organization wants them to exhibit performance in a in demand(p) modality. Promotional items also give a sense of recognition to the employees. indeed it helps in the impregnable bonding between employees and the employer which lastly leads to the smooth functioning and a pleasant work environment which is a must for an organization aiming to reach at the top.In the 1920s, the view on a persons role in the industrial working world started to change, the human was beginning to be seen as a reconcile with potential (Kressler, 2003). As described by Wilson Technology can be replicated, capital can be acquired, and distribution channels can be created through new alliances, but the actions of people (what they do or fail to do) have become the critical factor in achieving enduring success (Wilson, 2002, p.15). immediatelys competitive world demands the firm to invest in people and skills rather than spending huge capital on physical assets, then only they can achieve competitive expediency .Thus its no surprise that a reward strategy can help the organizations to attract and retain the talented ones and to motivate them to led the company to its desired goal . Companies in the service sectors require skilled and committed workforce to exhibit desired performance and also provide good services in a timely manner to their targeted consumers in various countries across the world .Commitment towards job and in return job satisfaction are unavoidable for the made growth of the companies across the globe. All these facts interested the researcher to select this topic for research to analyze the reasons for the dissatisfaction of job and various factors which helps in motivating the employees of different sectors especially service sector.Kress ler, H.W. (2003). Motivate and Reward Performance appraisal and incentive systems for business success. (S. Pearce, Trans). NY Palgrave Macmillan. (Original work published 1988.)Wilson, T. B. (2002). Innovative Reward Systems for the Changing Workplace (2nd Ed.). Blacklick,OH, USA McGraw knoll Companies. Retrieved 20071108,from http//site.ebrary.com.bibl.proxy.hj.se/lib/jonhh/Top?layout=documentid=10153055?nosr=12.1 EmployeeAn employee can be defined as an individual who was hired by an employer to do a precise job(web.01). He has to do a specific job competently within a functional area or department to accomplish the goals of the firm. In most of the organizations a performance development plan process is undergone which will define the specific task of the employee as well as their expected performance. Employees trade their knowledge, skill and experience in exchange for compensation from the firm. If they are not satisfied with the compensation means the propensity to swit ch the company will be high, this will result in high turnover. So its high time to give importance to the rewards.Employees, considered as human resources of the organization are used for the benefit of the organizations, employees and the society. (Aswathappa, 2008). In order to drive the come down of business in the right counselling for better results they have to be valued, respected, encouraged and appreciated .These can be done with the help of rewards. In a good working environment with efficient working methods and equipments employees will exhibit a better work performance and in addition to that natural motivation to do a job for an appropriate reward will surely pave the way for improved productiveness and high positivity.For service sector employees are the most important factor, so implementation of new reward strategies and techniques are unavoidable for high quality performance of the employees, also to reduce the high turnover rate.2.1.1 strike of Changes on Emp loyeesChange is an inevitable part of life especially in the fast changing world. Todays commercial climate is compelling companies to implement changes in order to survive and grow in the global market. Changes always uproot a person and alter his lifestyle. The organizations adopt changes in order to meet the current standards its employees also have to undergo change and should accept the new circumstances. Due to the technical, social and economic changes employees face a lot of insecurity and its the human nature to refuse those changes without knowing about its real benefits.Its the duty of the management to handle this delicate situation in a tactful manner. One of the effective ways is to motivate and encourage the employees to put their outmatch effort under the changing circumstances so that the net result will be high profitability and ultimate success of the business. By creating a good working environment and high morale, employees wont be negatively affected by the n ew changes.In order to cope up with the commercial changes companies need to be competitive and should attract employees to the job as well as should retain the employees. Employee compensation and benefit packages are the backing up factors for many potential employees who may face discomfort in their work environment due to the social, economical and technical changes without financially jeopardizing the success of the business.Today its a necessary fact that irrespective of the changes which companies are undergoing they should keep their employees propel by providing them with rewards and recognition. So by communicating the change to the employees, by qualification them clearly understand about its impact on organization and its benefits, the company can encourage them to do the work in an efficient manner and in exchange employees will get the rewards for their expected performance.2.1.2 Employee Management EngagementEmployee management is the key to effective performance m anagement and employee engagement. Employee engagement is the psychological dedication of employees towards their job.As said by Charles Kettering There is a great difference between knowing and understanding. It holds true in the case of business and employees. make love your employees and make them understand about the goals to be accomplished. Understanding in business means the proper management of the employees and providing them with what they expect in return for their commitment and efficient work. honorarium can take the form of rewards, recognition, and reasonable benefits package.The first and foremost need for the employee management is the right employee for the right job.The keynote tip which helps to exercise a proper employee management are Structure establishment, which means that there should be a well defined structure for bringing out the desires performance from the employees such as setting of deadlines for a specific task etc. Another one is the value for e mployees. An organizations greatest asset are its employees so they should be motivate as well as their skills, knowledge and effort should be valued. Company should treat employees with respect by providing a positive work environment to the employees which will unimpeachably boost their performance and to encourage them to meet the goals in an efficient manner. Listen to the employees and appreciate them for the effort they put to meet the goals and provide them ways to improve their potential, thereby creating belief that the company is taking care of them.If the organization wants to capture great heights, all it need is an engaged workforce. It is connected to three forces in an organization attrition, productivity and profitability. In order to reduce the attrition rate organizations should take care of the employees by incrementing their salaries, providing necessary incentives and bonus. Engaged workforce are always sure about the degree of expectation of work by the orga nization which yields high productivity. Thus they will result in an increase in the profitability of a concern which is the relative measure of success of a business.2.2 Human Resource ManagementThe overall management process represent five basic functions for the managers to perform planning, organizing, staffing, leading and controlling. This research focuses on one of those functions the staffing which is the personnel management or human resource management (HRM) function. Human Resource Management is the process of acquiring, training, value and compensating employees and of attending to their labour relations, health and safety, and fairness concerns (Dessler, 2008pg 2).Heathfield, (2008) defined Human Resource Management (HRM) as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. This can be pass on explained as Human Resource Management is the organizational function tha t deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training(Heathfield, 2008).HRM is vital to the organization. It is the function which focuses its direction towards the management of people working in an organization. Dessler and Chiat (2009) states that, Without HRM, organizations may find themselves in different kinds of unwanted situations, such as hiring the wrong people, getting fined by government ministries for unsafe practices, finding out that people are not expectant their best, or even over/under- paying their employees. The most valued asset of an organization is its employees because improved quality and productivity can be achieved through trained, motivated and committed employees. The function of HRM is nothing but to train, motivate and provide the employees with opportunities to be more productive and effective. S ince each and every objective of business is achieved through its effective workforce, the needs of the employees should be satisfied.2.2.1 HRM ModelsHR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name co-ordinated model) (Armstrong, 2006). They further explained that there is a human resource cycle, which consists of four generic processes or functions that are performed in all organizations (Armstrong, 2006 pg 10).1. Selection matching available human resources to jobs.2. assessment performance management3. Rewards the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance it must reward short as well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future.4. Development develop high quality employees.2.2.2 Nature and ScopeThe role of HRM has grown broader and more strategic over time. In the earliest firms personnel first took over hiring and electric discharge from the supervisors, ran the payroll department department, and administered benefit plans (Dessler, 2008pg 12). As technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in employee selection, training and promotion. Today globalization, technological and nature of work trends mean that human resource managers have taken on several new responsibilities (Dessler, 2008pg 12). Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees-its human resources (Armstrong, 2006).Human Resource Management is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. HRM helps employees to develop their potential fully.HRM try to help employees develop their potential fully and to encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from, for example psychology and economics.The Human Resource Management activities extend from selection to layoff of an employee in an organization. This includes the fixation of remuneration, training, motivation and inference of employees. Thus it helps to develop other industrial relations for employees to acquire more skills and competencies (Aswathappa, 2008).The functional diagram of HRM is given in 2.2 which clearly defines the interrelation between various functions which enable the organization to achieve i ts objectives by providing guidance and support on all matters relating to its employees.The scope of HRM can be limited to three aspects1. Personnel which in general deals with the selection, recruitment, manpower planning, placement, promotion, training, development, remuneration, incentives, productivity, layoff and retrenchment. (web 02)2. Welfare which is concerned with working conditions and amenities such as crches, canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities. (web 02)3. Industrial aspect that covers union-management relations, joystick consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. (web 02)Web 02- http//expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function2.2.2 Objectives of HRMThe objectives of HRM are to help the organization to reach its goals, to retard effective utilisation and level best develo pment of human resources, to ensure respect for human being, to identify and satisfy the needs of individual, to ensure reconciliation of individual goals with those of the organization, to achieve and maintain high morale among employees, to provide the organization with well-trained and well-motivated employees, to increase the employees job satisfaction and self-actualization to the fullest, to develop and maintain a quality work life, to be ethically and socially reactive to the needs of society, to develop overall personality of each employee in its multidimensional aspect, to enhance employees capabilities to perform the present job, to equip the employees with precision and clarity in dealings of business and to inculcate the sense of team spirit, team work and inter-team collaboration.The above mentioned aims can be summarized as the overall aim of human resource management is to ensure that the organization is able to achieve success through people (Armstrong, 2006 pg8)2. 2.3 HRM FunctionsIn order to achieve the above objectives, Human Resource Management undertakes some functions some of them are Human resource or manpower planning, recruitment, selection and placement of personnel, training and development of employees, appraisal of performaEffect of Reward Management on Employee MotivationEffect of Reward Management on Employee MotivationHow can Multi National Companies use Reward management to motivate the Employees of Different Countries? A Case of Marriott Hotels in UK.AbstractEmployees are always considered as people who play a vital role in each and every organisation. The relationship between employee and employer changes frequently through out the years. Several concepts of employees are also varying time by time.Now a days employees are having the bargaining power and they are more concerned about their individual needs and well being of their working environment. This dissertation analyses various factors which motivates an employee to w ork within an organisation. Employee will stay in an organisation only when their expectations are satisfied or otherwise there is a chance for him/her to leave the company. High employee turnover is a big issue in companies today.Organisations will look forward to retain only the potential key employees who will make real difference to their customers and their stake holders. This dissertation proposes a frame work to retain the employees and to reward those employees for their potential by which they are taking the organisation to a different level.This research has been progressed through literature study on employee concepts, Human Resource Management and Reward management of employees. The data from the primary research has been analysed compared and verified with the findings of secondary research and produced recommendations for the effective management of employee in multi national companies.IntroductionReward management is nowadays considered as an important topic in order to achieve the goals of a company. Employees are considered as the main factor which plays an important role in the organisation. The success of each and every organisation is its dedicated employees .Current world is filled with changes and competition. In order to survive in the current situation companies should be having employees who are loyal and expert in their own field. New technologies are developed constantly and the companies are eagerly trying to catch up those talented employees with right expertise in their own areas. Human resources as an important factor should get increased attention in managing business (Lindergen Paulson ,2008). Multinational companies are facing increased challenges from all around the world due to globalisation.1.1 Reward managementReward system usually means the financial reward on organization gives its employees in return for their labour.The term rewards system, not only includes material rewards, but also non-material rewards. The compone nts of a reward system consist of financial rewards (basic and performance pay) and employee benefits, which together comprise total remuneration. They also include non-financial rewards (holiday trips, moving to large office, recognition, promotion, praise, achievement responsibility and personal growth) and in many case a system of performance management. Pay arrangements are central to the cultural initiative as they are the most tangible expression of the working relationship between employer and employee. Many papers examine the role of organizational culture that is, the demand for monitoring compensation. Such investigations conclude that organizational culture places a significant role in determining the level of economic demands. Recent researches on industrial unrest indicate that reward criteria of the organisations both financial and non-financial rewards have tremendous influence upon the employees and employers performance.Reward is a broad construct that can include a nything an employee may value and desire that an employer is able or willing to offer in exchange for employee contribution. A conceptual distinction can be made between the three main constituents of rewardtype, system, and criterion. (Henderson 1989, p.2) Chiang, Flora F.T. Birtch, Thomas A (2006) An empirical examination of reward preferences within and across national settings. Management International ReviewReward type refers to the nature of the reward itself (e.g., financial and non-financial extrinsic and intrinsic). Financial rewards include direct (e.g., basic salary) and indirect (i.e., benefits and services) as well as incentive (e.g., variable pay) and non-incentive (e.g., fixed pay) categories. Non-financial rewards, on the other hand, do not benefit employees in a monetary sense and consist of both extrinsic and intrinsic rewards. Extrinsic non-financial rewards are tangible rewards attached to the job and are given and controlled by a firm. Examples include employme nt security, promotion, status, relationships, and work conditions. By contrast, intrinsic rewards accrue from performing the task itself and are self-reinforcing. Job challenge, variety, and sense of achievement are good examples of this category.Reward system represents the method or mechanism (e.g., seniority-based, performance-based) by which organizations determine employee reward outcomes (e.g., pay increases). Systems can be either performance or non-performance oriented. Where performance-oriented reward systems compensate employees based on how well they perform on the job, non-performance systems compensate employees based on a different set of criteria, such as seniority/years of service, and skills/competencies. Reward criterion then, refers to the basis of allocation (i.e., individual or group) used to determine the reward.1.2 Marriott InternationalMarriott International is a leading, worldwide, hospitality company and has more than 2,300 operating units located in the U.S. and 59 other countries and territories. It employs approximately 154,000 workers. Fortune magazine has recognized Marriott as one of the 100 Best Companies to Work for in America (1997-2001), one of the Top 80 Companies for Minorities (2000), and one of Americas Most Admired Companies overall (2001). In addition, Sales and Marketing Management magazine has named Marriott Sales as one of the top 25 sales forces in the U.S. (1997-2000).(mariott.com 13th jan 09)Marriott is and always has been an equal opportunities employer in all aspects of employment. The company is fully committed to providing a good and harmonious working environment that offers equal treatment and equal opportunities for all its associates, and where every associate is treated with appropriate respect and dignity.It is the companys policy that there should be no unlawful discrimination, harassment or victimisation of any associate, job applicant, customers, providers of service or member of public, whether in connection with recruitment, placement, training, benefits or promotion, either directly or indirectly, on grounds of race, nationality, ethnic origin, gender, marital or family status(Marriott handbook for employees 2009)Marriott is committed to fair treatment of associates and to providing training and advancement opportunities to all. Marriott has an unshakeable conviction that there associates are the most important assets for them. Marriott always look forward to an environment which will always supports associates growth and development. Marriott is a reputation for employing caring, dependable associates who are ethical and trustworthy and is always keen to give a home like atmosphere and friendly workplace relationships. They always try to achieve a performance reward system that recognizes the important contributions of both hourly and management associates. There are two types of associates as explained above. Hourly associates are those employees who are paid on the basi s of the hours they worked. In the other hand management associates are those who are paid a fixed salary on the basis of job content assigned to them.Marriott has been selected for the research as they are having employees from all over the world. They employ people not on the basis of ethnicity, caste and religion but on the basis of experience. As they have employees from different parts of the world their needs will be different. They will be looking forward to different types of reward schemes which will suit to their needs and will satisfy them to stay with the organisation. Research has been conducted by taking Marriott as the company because they are facing a high risk of satisfying the needs of employees who are having different tastes regarding rewards which they are looking forward from the organisation. As stated earlier, Marriott has been recognized as one of the 100 companies to work for in America by Fortune magazine. This states that the employees are satisfied to an extent with the rewards which they are allotted by the organisation. As the reward management plays a role in the organisation it will be worth doing a research on the company who cares and gives equal opportunities to each and every employee in the organisation.1.3 Current postion1.3.1Current PolicyAt present Marriott do not have an existing policy for reward system to their employees. However, their unofficial approach can be viewed below. But they are considering reward management on the basis of Spirit to serve. It is based on the service which the associate delivers to the customer to keep the good will of the firm. The manager will nominate the name of the associate to the Human Res department according to their service. Associates name will be displayed in the notice board and sometimes this is valued more than money as an individual and as an employee.1.3.2 Current Issuesa) There is no documentation for reward management policy.b) There are currently no KPIs (key performanc e indicators) for monitoring and rewarding for employees performance activities.c) Human resource policy document is rarely provided to employees or its not updated.d) Literature tends to be piecemeal Employee guidelines are a separate document to the job without any details on employee recognition/reward.e) Employee recognition is applied inconsistently.f) Difficult to assess the employee performance and its questionable.g) Employee satisfaction stands at very low rate.1.4 Expected ResultsResults are expected by looking through the issues regarding the current policies and try to make changes in order to get it done properly to satisfy the employees. Enhancements are required for the policies for the well being of the relationship between the employees and the employer. After this research it should be helpful for the company to implement activities and to sort out the responsibilities to the concerned parties. Reward management should be monitored and evaluated regularly .Employe r should go to the next level to satisfy the reward and needs of the employees to get them done with the job allotted.1.5 ObjectivesThe objective of this research is to recommend improvements to Marriotts Human Resource policy. Ultimately, the policy will aim toa) Reduce the dissatisfaction of the employees on promotion criterion, on appraisal system and on salary, bonus and other fringe benefits.b) Improve the work performance and productivityc) Reduce the level of occupational stress that arises from feeling of inequality on reward.d) Describe HRM, IHRM and its importance and various HRM strategies and its importance in the current scenario.e) Identify and analyse various factors that drive employees to dissatisfactionf) Analyse various factors that motivates the employees to stay with the organisation.g) Reduce the perception gap on reward management system and develop a culture of high performance.In order to carry out the above objectives it is necessary to analyse-What are the human needs?What are the organisation various approaches towards employee needs and satisfaction1.6 ScopeThe project will cover the followinga) Review of all associated literature reward management in service and related industries.b) Review of the front-end activities to understand the extent of the employees work related problems and other dissatisfaction if any.c) Review of current HR policy promises and approach to recognising good work of employeesd) Establish links with enhanced HR strategyThe project applies toAll UK domestic and international employees working in MarriottBoth emergency and normal working conditions in and out of the working hours. Establish synergies with employee Performance and HR Policy.Out of scopeDeveloping processes or process mapping.Service delivery project to amalgamate employee and their locations / roles (Including transfers).1.7 OverviewThis Report analyzed trends of reward management, and its influence in multi national companies in UK. It ana lyzed various approaches that the industry has taken to reward employees, primarily through literature reviews, and also through the analysis of questionnaire done with the employees from Marriott in UK .This dissertation also produced recommendations for the effective management of reward process for the improved business case.Chapter 1 This is the introductory chapter that explains the Significance of the chosen field, Aims and Objectives, Rationale, The reason for selection of multi national companies especially Marriott , and end with the Overview of the Project Report.Chapter 2 This chapter proceeds with a literature review about various HRM strategies and approaches taken for the reward scheme , and to maintain the needs of the employees in the organisation for the improved product quality and services etc.Chapter 3 This chapter illustrates the characteristics of Marriott, its business nature, global exposure and the various issues that the industry is currently facing in case of reward managementChapter 4 This chapter explains various research methodologies that are used forcollecting data and information to carry out various analyses that are required to complete the research and documentation.Chapter 5 This chapter analyses various reasons in order to maintain a good reward management. This is carried out through literature analysis and through dataanalysis of the Survey conducted on various employees from the Marriott industry inUK. This chapter ends with the findings from the analysis with critical evaluations.Chapter 6 This chapter explains evaluated recommendations for the findings to thereward management of employees, as a management strategy for improving the brand standards.Chapter 7 this chapter gives conclusion about the future development in the industry if the reward management schemes have been allocated properly, which may provide a solution for the future possible issues.Literature ReviewThe basic mantra for the success of any business o rganization is the appropriate allocation and usage of resources. The most important resources comprise of four Ms man, material, money and machine. The dissertation under consideration deals with the first M that is the manpower or the employees of an organization. They are the backbone as they put every plan into action which is inevitable for the success of a company. So their importance in business cannot be ruled out and they form the backbone of every organization because they determine the success and failure rates.Since the most important set of public for an organization is its workforce which forms the key ingredient of its success, it is a necessary fact that the employees must be kept happy and well bonded. In todays competitive labour market, irrespective of the size of the organization it has become a major concern to attract and retain employees. One of the important reasons underlying the high turnover is low job satisfaction, appreciation and non competitive benefi ts package. Corporate should keep one point in mind that there is no lack of opportunities for a talented person. So if he/she is not satisfied means they will switch over to some other firm which provides them with more suitable job. So in order to retain the employees and make them happy, there are so many ways like appreciation, recognition, incentives and awards .In addition to that several motivational tools should be implemented from time to time to keep the employees morale high.These promotional items make for a smart tool because they serve as a token of gratitude and also show that you care. It is a great way of thanking the employees for their services .Moreover they are also expecting some sort of recognition from the company and promotional items help to do just that. Making the employees happy as well as a feel that they are cared is very important if the organization wants them to exhibit performance in a desired manner. Promotional items also give a sense of recognit ion to the employees. Thus it helps in the strong bonding between employees and the employer which ultimately leads to the smooth functioning and a pleasant work environment which is a must for an organization aiming to reach at the top.In the 1920s, the view on a persons role in the industrial working world started to change, the human was beginning to be seen as a subject with potential (Kressler, 2003). As described by Wilson Technology can be replicated, capital can be acquired, and distribution channels can be created through new alliances, but the actions of people (what they do or fail to do) have become the critical factor in achieving enduring success (Wilson, 2002, p.15).Todays competitive world demands the firm to invest in people and skills rather than spending huge capital on physical assets, then only they can achieve competitive advantage .Thus its no surprise that a reward strategy can help the organizations to attract and retain the talented ones and to motivate the m to led the company to its desired goal . Companies in the service sectors require skilled and committed workforce to exhibit desired performance and also provide good services in a timely manner to their targeted consumers in various countries across the world .Commitment towards job and in return job satisfaction are unavoidable for the successful growth of the companies across the globe. All these facts interested the researcher to select this topic for research to analyze the reasons for the dissatisfaction of job and various factors which helps in motivating the employees of different sectors especially service sector.Kressler, H.W. (2003). Motivate and Reward Performance appraisal and incentive systems for business success. (S. Pearce, Trans). NY Palgrave Macmillan. (Original work published 1988.)Wilson, T. B. (2002). Innovative Reward Systems for the Changing Workplace (2nd Ed.). Blacklick,OH, USA McGraw Hill Companies. Retrieved 20071108,from http//site.ebrary.com.bibl.pro xy.hj.se/lib/jonhh/Top?layout=documentid=10153055?nosr=12.1 EmployeeAn employee can be defined as an individual who was hired by an employer to do a specific job(web.01). He has to do a specific job efficiently within a functional area or department to accomplish the goals of the firm. In most of the organizations a performance development planning process is undergone which will define the specific task of the employee as well as their expected performance. Employees trade their knowledge, skill and experience in exchange for compensation from the firm. If they are not satisfied with the compensation means the propensity to switch the company will be high, this will result in high turnover. So its high time to give importance to the rewards.Employees, considered as human resources of the organization are used for the benefit of the organizations, employees and the society. (Aswathappa, 2008). In order to drive the flow of business in the right direction for better results they have to be valued, respected, encouraged and appreciated .These can be done with the help of rewards. In a good working environment with efficient working methods and equipments employees will exhibit a better work performance and in addition to that natural motivation to do a job for an appropriate reward will surely pave the way for improved productivity and high profitability.For service sector employees are the most important factor, so implementation of new reward strategies and techniques are unavoidable for high quality performance of the employees, also to reduce the high turnover rate.2.1.1 Impact of Changes on EmployeesChange is an inevitable part of life especially in the fast changing world. Todays commercial climate is compelling companies to implement changes in order to survive and grow in the global market. Changes always uproot a person and alter his lifestyle. The organizations adopt changes in order to meet the current standards its employees also have to undergo chan ge and should accept the new circumstances. Due to the technological, social and economic changes employees face a lot of insecurity and its the human nature to resist those changes without knowing about its real benefits.Its the duty of the management to handle this delicate situation in a tactful manner. One of the effective ways is to motivate and encourage the employees to put their best effort under the changing circumstances so that the net result will be high profitability and ultimate success of the business. By creating a good working environment and high morale, employees wont be negatively affected by the new changes.In order to cope up with the commercial changes companies need to be competitive and should attract employees to the job as well as should retain the employees. Employee compensation and benefit packages are the backing up factors for many potential employees who may face discomfort in their work environment due to the social, economical and technical changes without financially jeopardizing the success of the business.Today its a necessary fact that irrespective of the changes which companies are undergoing they should keep their employees motivated by providing them with rewards and recognition. So by communicating the change to the employees, by making them clearly understand about its impact on organization and its benefits, the company can encourage them to do the work in an efficient manner and in exchange employees will get the rewards for their expected performance.2.1.2 Employee Management EngagementEmployee management is the key to effective performance management and employee engagement. Employee engagement is the psychological commitment of employees towards their job.As said by Charles Kettering There is a great difference between knowing and understanding. It holds true in the case of business and employees. Know your employees and make them understand about the goals to be accomplished. Understanding in business means th e proper management of the employees and providing them with what they expect in return for their commitment and efficient work. Compensation can take the form of rewards, recognition, and reasonable benefits package.The first and foremost need for the employee management is the right employee for the right job.The keynote tip which helps to exercise a proper employee management are Structure establishment, which means that there should be a well defined structure for bringing out the desires performance from the employees such as setting of deadlines for a specific task etc. Another one is the value for employees. An organizations greatest asset are its employees so they should be motivated as well as their skills, knowledge and effort should be valued. Company should treat employees with respect by providing a positive work environment to the employees which will definitely boost their performance and to encourage them to meet the goals in an efficient manner. Listen to the employ ees and appreciate them for the effort they put to meet the goals and provide them ways to improve their potential, thereby creating belief that the company is taking care of them.If the organization wants to capture great heights, all it need is an engaged workforce. It is connected to three forces in an organization attrition, productivity and profitability. In order to reduce the attrition rate organizations should take care of the employees by incrementing their salaries, providing necessary incentives and bonus. Engaged workforce are always aware about the degree of expectation of work by the organization which yields high productivity. Thus they will result in an increase in the profitability of a concern which is the relative measure of success of a business.2.2 Human Resource ManagementThe overall management process represent five basic functions for the managers to perform planning, organizing, staffing, leading and controlling. This research focuses on one of those functi ons the staffing which is the personnel management or human resource management (HRM) function. Human Resource Management is the process of acquiring, training, appraising and compensating employees and of attending to their labour relations, health and safety, and fairness concerns (Dessler, 2008pg 2).Heathfield, (2008) defined Human Resource Management (HRM) as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. This can be further explained as Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training(Heathfield, 2008).HRM is vital to the organization. It is the function which focuses its direction towards the management of people working in an organization. Dessler and Ch iat (2009) states that, Without HRM, organizations may find themselves in different kinds of unwanted situations, such as hiring the wrong people, getting fined by government ministries for unsafe practices, finding out that people are not giving their best, or even over/under- paying their employees. The most valued asset of an organization is its employees because improved quality and productivity can be achieved through trained, motivated and committed employees. The function of HRM is nothing but to train, motivate and provide the employees with opportunities to be more productive and effective. Since each and every objective of business is achieved through its effective workforce, the needs of the employees should be satisfied.2.2.1 HRM ModelsHR systems and the organization structure should be managed in a way that is congruent with organizational strategy (hence the name matching model) (Armstrong, 2006). They further explained that there is a human resource cycle, which consi sts of four generic processes or functions that are performed in all organizations (Armstrong, 2006 pg 10).1. Selection matching available human resources to jobs.2. Appraisal performance management3. Rewards the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance it must reward short as well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future.4. Development developing high quality employees.2.2.2 Nature and ScopeThe role of HRM has grown broader and more strategic over time. In the earliest firms personnel first took over hiring and firing from the supervisors, ran the payroll department, and administered benefit plans (Dessler, 2008pg 12). As technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in employee selection, training and promotion. Today globalization, technological and nature of work trends mean that human resource managers have taken on several new responsibilities (Dessler, 2008pg 12). Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees-its human resources (Armstrong, 2006).Human Resource Management is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. HRM helps employees to develop their potential fully.HRM try to help employees develop their potential fully and to encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisci plinary activity, utilizing knowledge and inputs drawn from, for example psychology and economics.The Human Resource Management activities extend from selection to layoff of an employee in an organization. This includes the fixation of remuneration, training, motivation and induction of employees. Thus it helps to develop other industrial relations for employees to acquire more skills and competencies (Aswathappa, 2008).The functional diagram of HRM is given in 2.2 which clearly defines the interrelation between various functions which enable the organization to achieve its objectives by providing guidance and support on all matters relating to its employees.The scope of HRM can be limited to three aspects1. Personnel which mainly deals with the selection, recruitment, manpower planning, placement, promotion, training, development, remuneration, incentives, productivity, layoff and retrenchment. (web 02)2. Welfare which is concerned with working conditions and amenities such as crch es, canteens, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities. (web 02)3. Industrial aspect that covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. (web 02)Web 02- http//expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function2.2.2 Objectives of HRMThe objectives of HRM are to help the organization to reach its goals, to ensure effective utilization and maximum development of human resources, to ensure respect for human being, to identify and satisfy the needs of individual, to ensure reconciliation of individual goals with those of the organization, to achieve and maintain high morale among employees, to provide the organization with well-trained and well-motivated employees, to increase the employees job satisfaction and self-actualization to the fullest, to develop and maintain a quality wo rk life, to be ethically and socially responsive to the needs of society, to develop overall personality of each employee in its multidimensional aspect, to enhance employees capabilities to perform the present job, to equip the employees with precision and clarity in transaction of business and to inculcate the sense of team spirit, team work and inter-team collaboration.The above mentioned aims can be summarized as the overall aim of human resource management is to ensure that the organization is able to achieve success through people (Armstrong, 2006 pg8)2.2.3 HRM FunctionsIn order to achieve the above objectives, Human Resource Management undertakes some functions some of them are Human resource or manpower planning, recruitment, selection and placement of personnel, training and development of employees, appraisal of performa

Essays --

Annotated BibliographyAgars, M. D. (2004). Reconsidering the Impact of Gender Stereotypes on the Advancement of Women in Organizations. Psychology of Women Quarterly, 28(2), 103-111. doi10.1111/j.1471-6402.2004.00127.xThis article reveals the disparities in the workplace due to gender stereotypes favoring men over women in decision maker positions. Women have a much more difficult path to obtain executive director positions, and maintain them. This article helps by showing the number of high-level women in fortune 500 companies. U.S. Department of Labor indicates that women occupy more positions in executive and managerial roles. However, with closer examination of Fortune 500 companies, only two women occupy the position of CEO opposed to their original statement of 45%. Gere, J., & Helwig, C. C. (2012). three-year-old adults attitudes and think about gender roles inThe family context. Psychology of Women Quarterly, 36(3), 301313.doi10.1177/0361684312444272This take in shows th at even though the roles of men and women in society and the workplace have experienced a lot of permute in the past few decades, there has been very little change in the family dynamic of men and women and the roles that society expects each to assume. The study wanted to examine the attitudes that women and men have about what their domestic responsibilities. When ask about supporting equal role divisions, women were more likely to base their reasoning on morality, and men were more likely to rely on what they believe to be socially accepted. In contrast, stereotypes regarding womens roles, and social responsibility regarding mens traditional roles were used to support the maintenance of traditional role divisions. Goswami, S., & Gupta, H. N. (2012). Percepti... ...ation over a five-year period to observe how minority ethnic womens workplace experiences differ from mainstream counterparts. The epitome results reveal the ongoing nature of multiple discriminations faced by mino rity ethnic women. Tachibana, C. (2012). Diversity Promoting New Perspectives. Science, 337(6092), 367-370. doi10.1126/science.opms.r1200120The article looks at the importance of variety in fields of science such as engineering, and mathematics careers as a way to activate innovation. We will use this article to help inform that it is important for the presence of women to be increase in male dominated fields. Also, the article urges the need for adequate child care for working mothers and the need to change some formal career requirements to accommodate female professionals who traditionally bear more of the responsibilities for child care.

The New Deal :: essays research papers

During the 1930s, America witnessed a breakdown of the Democratic and free enterprisesystem as the United States fell into the trenchant up Depression in history. The effects of thedepression were being felt everywhere in the United States. In 1933, sixteen millionpeople were unemployed. Americans wanted and needed a change. They proved this byelecting Franklin D. Roosevelt in 1932. This was the beginning of a new period in time forAmericans, as Roosevelt would introduce his course of action with the upstart chew. WouldRoosevelts New conceive be what Americans needed to counteract the effects of thedepression? In Roosevelts first inaugural address he declared, In the event thatCongress hall fail to take these courses and in the event that the national emergency is stillcritical I shall not evade the clear course or duty that will then confront me. Rooseveltscourse of action came to be known as the New Deal. The New Deal describes theinnovative measures that President Roosevelt took to try to restore the Americaneconomy, give Americans pride again, and have faith in the government. The New Dealstarted in 1933 and lasted until 1938. The New Deal was based on relief, recovery, andreform. The New Deal included federal action of unprecedented scope to stimulateindustrial recovery, assist victims of the Depression, guarantee minimum existing standards,and prevent future economic crises. Many economic, political, and social factors lead upto the implementation of the New Deal. In the first two years, the New Deal was bear on mainly with relief, setting up shelters and soup kitchens to feed the millions ofunemployed. On March 6, 1933 Roosevelt called a nationwide bank holiday, and onMarch 9 Congress passed the parking brake Banking Act, which provided for federal bankinspections. In the summer of 1933, the Glass-Steagall Act set much more stringent rulesfor banks and provided insurance for depositors through the newly formed federal deposition Insurance Corpo ration (FDIC). These acts helped to restore the confidence in thewake of widespread bank failures. Two acts, one in 1933 and one in 1934, required tiny regulations for the securities market, enforced by the new Securities andExchange Commission (SEC). Several bills provided mortgage relief for farmers andhomeowners and offered loan guarantees for home purchasers through the FederalHousing Administration, or FHA. The Federal Emergency Relief Administration expandedexisting relief grants to the states and resulted in assistance for more than 20 millionpeople. The Civilian Conservation Corps (CCC) provided prepare relief for thousands ofyoung men under a type of military discipline. The CCC emphasized reforestation, among