Family Rivalry free essay sample

Utter chaos and mayhem hardly describe the fights that my mom and I endure from each other on a weekly basis. For as long as I can remember, my mom and I have continuously engaged in fights. The root cause of our fights can be blamed on our radically different personalities. I consider my mom an extremely structured and organized person. She also happens to be an accountant, just to give a rough idea of what she’s like. I, on the other hand, demonstrate more impulsive and creative behavior. I enjoy partaking in activities in the spur of the moment. While these differences make us argue nearly every other day, I still respect and love my mother dearly. People are all different, that’s what makes this world so spectacular. If the whole world was exactly like one person, it would be a disaster. It takes all types of personalities to make a successful society work. We will write a custom essay sample on Family Rivalry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I respect my mom’s way of thinking because I can see that her way works. By saying organized, she can make her life less stressful and in turn, be happier. She also pays close attention to detail, and while this can become annoying at times, it can also potentially save my hide! What seems like verbal harassment to me, may just be lending out a helping hand to her. My mom would stop, examine every detail in my room, assign me with a task, and leave in an almost joyful manner, her voice seeming energetic and sweet. It’s all a matter of perspective. I have acknowledged this, I understand why my mom acts the way she does. Since I understand where she comes from, it makes me feel less angry towards her and helps me to accept her actions easier. No matter what happens between the two of us, we will continue still love each other. Even though we fight all the time, her presence has solved many of my personal conflicts. Having my mom around has proved a necessity to my household’s survival. I sometimes find myself wishing I could conduct myself in a structured manner like her. However, the work involved to maintain this would become too overwhelming for me. I am forced to go through life simply thanking the fact that people like my mom do exist instead of feeling the urge to become one myself. One has to take a step back and see everything for how it really is. It’s immature to label someone as an idiot because they share a different viewpoint than that of an individual! That’s almost communism! One must look at a problem from different angles to get a better understanding of where another individual comes from. By diversifying oneself with the opinions of the others, the best decisions of all time can be forged. Not only that, but since everyone else’s ideas were accounted for, chances appear excellent that the decision will become more widely accepted by others. To see the world through other people’s eyes is to become a great thinker. Break through the boundaries of just one mind and greatness can be achieved.

Outline the current legislation covering home based childcare, and the role of regulatory bodies free essay sample

Below are the current legislations covering home based childcare: 1. United Nations Convention on the Rights of the Child (1989) The United Nations convention on the rights of the child is to promote all aspects for the care, development and education of children, non discrimination on the grounds of gender, religion, disability, language, ethnic/social origin, civil and political rights, economic, social, cultural and protective rights. Particularly relevant for home based childcare is Article 31 that states that all children have the right to relax and play and have the chance to join in a wide range of activities. The Children Act (1989) The Children’s Act (1989) was introduced to clarify existing laws affecting children. This was the first time in the UK that children’s rights were acknowledged and highlighted parental responsibility. This act promotes to protect suffering children amongst other things. A key principle to cove home based childcare is that Local Authorities have a duty to provide services for children, such as child protection. We will write a custom essay sample on Outline the current legislation covering home based childcare, and the role of regulatory bodies or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 3. The Adoption and Children Act (2002) The Adoption and Children Act (2002) focuses on the changes to adoption law. It also made some amendments to the Children Act 1989. In particular; section 120 clarifies the meaning of ‘harm’ to include ‘any impairment of the child’s health or development as a result of witnessing the ill-treatment of another person, such as domestic violence. ’ 4. The Children Act (2004 revised in 2006) The Children Act puts into practise the legislation ‘ Every Child Matter’ and is an exclusive legislation to childcare and early year’s services. The five Every Child Matters outcomes are 1.  physical, metal health and emotional well-being, 2. protection from harm and neglect, 3. education, training and recreation, 4. contribution made to society 5. social and economic well-being. The act also ensures that there is sufficient childcare for working parents and a parental information service. The Childcare act introduced the Early Years Foundation Stage and the OFSTED Childcare Register. Childminders and home childcarers mus t ensure that children receiving childcare are kept safe from harm. Childminders and home childcarers must ensure that they (or any person caring for children, or living or working on the premises where the childcare is provided) do not use corporal punishment. Childminders and home childcarers must ensure that they are present on the premises at all times when childcare is being provided unless for a maximum of two hours per day a childminding assistant is present and the parents of the child have given their consent for the child to be left with the childminding assistant. Childminders must ensure that no person smokes, or consumes or is under the influence of drugs (including medication that may have an adverse effect on the individual’s ability to provide childcare) or alcohol on the premises at any time while childcare is provided, or in the presence of a child receiving childcare. Childminders and home childcarers must be aged 18 or over and childminders must ensure that any person aged under 18 caring for children is supervised at all times by a person who has attained the age of 18. Childminders must keep and implement a written statement of procedures to be followed for the protection of children, intended to safeguard the children being cared for from abuse or neglect. Childminders must have effective systems to ensure that any person caring for children: is suitable to work with children, which must include obtaining an enhanced Disclosure and Barring Service check through Ofsted is of integrity and good character has skills and experience suitable for the work is physically and mentally fit for the work. Childminders and home childcarers must ensure that children’s behaviour is managed in a suitable manner. Childminders must have a written statement of procedures to be followed in relation to complaints which relate to the requirements of the Childcare Register and which a parent makes in writing or by email. Childminders must keep a written record, for a period of three years, of these complaints including the outcome of the investigation and the action the provider took in response. Childminders must make available to Ofsted, on request, a summary of complaints made in relation to the requirements during the past 12 months and the action that was taken as a consequence. Childminders must ensure the premises and equipment used for the purposes of childcare are safe and suitable and must undertake a risk assessment of the premises and equipment at least once in each calendar year. Childminders must ensure that all necessary measures are taken to minimise any identified risks. 5. Children and Young Persons Act (2008) This Children and Young Persons Act (2008) increases quality of care for children and young people up to the age of 18years old, ensuring every child’s voice is heard. 6. Coroners and Justice Act (2009) 7. The Coroners and Justice Act 2009 changed the laws on criminal justice. It applies to home based childcare in terms of the act making it illegal to own pornographic pictures depicting under-18’s participating in sexual activities, or depictions of sexual activity in the presence of someone under 18. 8. Apprenticeships, Skills, Children and Learning Act (2009) The Apprenticeships, Skills, Children and Learning Act 2009 Bill influences the policy of school staff discipline to students, supervision for new teachers, qualification regulations, apprenticeships. 9. The Human Rights Act (1998) The Human rights act (1998) incorporates the European Convention on Human Rights into UK Law. Children are not specifically mentioned in this act yet they are covered by the legislation. Article 3 covers the rights of a person to be free from torture or inhuman treatment-authorities therefore can take preventative measures to protect a child at risk of harm. Childminders and home childcarers must ensure that they do not use corporal punishment. 10. Data Protection Act (1998) The Data Protection act (1998) protects sensitive data from being published without a person’s consent. This affects home-based childcare in terms of any personal data (voice, photo or film) of the children needs to have consent from the parents/guardian before being published and the Childcarer is to register with the Information Commissioner’s Office. 11. Police Act 1997 and Protection of Children Act (1999) The Police Act (1997) and Protection of Children Act (1999) change the routes by which employers can check whether an employee has committed criminal offences against children. Sometimes there is a suspicion that a person may have hurt/abused a child but insufficient criminal evidence for them to be convicted. However, a check may confirm the view that the adult presents enough of a risk that they should not work with children. 12. Safeguarding Vulnerable Groups Act (2006) This act established a vetting and barring scheme. It prevents unsuitable people from working with children. A home-based childcarer must provide the local Safeguarding Children board / Child protection Agency telephone number on your Child protection policy. A copy of the document ‘What to do if you think a child is being abused’ is to be kept in your files. Whilst it is not a requirement to do a safeguarding course, it does show good practise. 13. Sexual Offences Act (2003) 14. The sexual Offences Act(2003) protects children from offences such as Sexual activity with a child Causing a child to engage in sexual activity Engaging with sexual activity in the presence of a child Causing a child to watch a sexual act 15. The Education Act (2002) The Education Act (2002) enforces education institutes to ensure they carry out safeguarding and promoting the welfare of children. 16. Equality Act (2010) The Equality Act (2010) was introduced to clarify equality by joining pre-existing discrimination legislations into a single law. Within the early years childcare setting the equality act relates to sexual orientation, religion/belief, age, disability, ethnicity, gender and socio-economic status. Ofsted regulates and ensures that this is enforced by early year and education providers. Ofsted inspect and grade the setting to ensure they are applying equality measures. Settings must consider how to include not only children but their parents and employees that may also be at risk of discrimination. Health Protection Agency Act (2004) The Health Protection Agency Act (2004) has numerous functions in relation to health such as prevention of the spread of infectious disease. 18. Care of substances hazardous to health (COSHH) regulations (2002) This act is to support workers’ exposure to hazardous substances. This may affect a home-based childcare provider if a staff member has been employed. 19. Special Educational needs and Disability Act (2001) The special educational needs and disability act (2001) protects a person from discrimination on the grounds of disability. Home-based carers must make adjustments to services, provisions and premises so that disabled children do not suffer due to their disability prohibiting them. 20. Protection of Children Act (1999) The Protection of children act (1999) enforces that a list of individuals who are considered unsuitable to work with children be kept by the Secretary of State. 21. Code of Practice for First Aid (1997) The code of practice for first aid sets out the standards for First Aiders. This provides the legal regulations for health and safety. Childminders and home childcarers must ensure that they have an appropriate first aid qualification. 22. Food Safety (General Food Hygiene) Regulations (1995) The Food Safety regulations (1995) is not currently applicable to home-based carers but it does show good practise to register with the local Environmental Health Department (The document from the Food Standards Agency is ‘Safer food, better business for Childminders’) 23. Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) (1995) RIDDOR specifies which accidents are required to be reported Childminders must inform Ofsted of the following:  any incident of food poisoning affecting two or more children in the provider’s care any serious accident or injury to, or the death of any child while receiving childcare any serious accident or injury to, or the death of, any other person on the premises on which childcare is provided any allegation of serious harm to, or abuse of, a child c ommitted by any person looking after children on the premises (whether that allegation relates to harm or abuse committed on the premises or elsewhere), or by any person, where the allegation relates to harm or abuse occurring on those premises. Code of Practice for the Identification and Assessment of Children with Special Educational Needs (1994 revised 2001) This code of practise provides practical advice to educational settings on the statutory duties to identify and make provision for children’s special educational needs. 25. Public Health (Control of Disease) Act (1984) The Public Health Act (1984) states the need for exclusion periods for children with certain infectious diseases. 26. Education Act (1981) The Education Act (1981) ensure adequate safeguards, rights and duties in the education of children are integrated. Parents’ rights regarding their children’s education are also recognised in this act.

What Does Null Mean in C, C and C#

What Does Null Mean in C, C and C# In computer programming, null is both a value and a pointer. Null is a built-in constant that has a value of zero. It is the same as the character 0 used to terminate strings in C. Null can also be the value of a pointer, which is the same as zero unless the CPU supports a special bit pattern for a null pointer. What Is a Null Value? In a database, zero is a value. The value null means that no value exists. When used as a value, null is not a memory location. Only pointers hold memory locations.  Without a null character, a string would not correctly terminate, which would cause problems. What Is a Null Pointer? The C and C programming, a pointer is a variable that holds a memory location. The null pointer is a pointer that intentionally points to nothing. If you dont have an address to assign to a pointer, you can use null. The null value avoids memory leaks and crashes in applications that contain pointers. An example of a null pointer in C is: #include int main() {   Ã‚  int  *ptr NULL;   Ã‚  printf(The value of ptr is %u,ptr);   Ã‚  return 0; } Note: In C, the null macro may have the type void* but this is not allowed in C. Null in C# In C#, null means no object. Information about null and its usages in C# include: You cannot use 0 instead of null in your programs even though null is represented by the value 0.You can use null with any reference type including arrays, strings, and custom types.In C#, null is not the same as the constant zero.

Hydrogen spectrum Essays

Hydrogen spectrum Essays Hydrogen spectrum Paper Hydrogen spectrum Paper A hydrogen discharge tube is a device that can trap small amount hydrogen in a sealed tube of glass, and if potential difference is applied to that tube an emission of an atomic spectrum can be produced. The emission of the spectrum is produced from the excitation of the hydrogen electron (by the voltage) to a higher energy level and falling back to its original one. In this practical a diffraction grating is used to analyze the emitted light into spectral Balmer (visible) lines. Using a spectrometer the wave length of each line can be determine and hence an experimental Rydbergs constant. At the beginning of the experiment the slit of the collimator was adjusted to get a sharp focused light. The hydrogen lamp was placed in front of the slit. Then the diffraction grating was put at a right angle to the collimator. After the diffraction grating has analyzed the spectrum emitted, visible light was detected and spectral lines were produced at deferent angles. The telescope was rotated from one side of the normal until a focused sharp spectral line is located and the angle was recorded. After that the telescope was rotated to the other side and the angle taken. This short procedure was performed for each color line detected in the series. From the wavelengths of each spectral line, Rydbergs constant can be determined empirically using Rydbergs formula: m and n are integers that identify the energy levels of the electron. For more explanation is that in order to emit light the hydrogen atom electron must make a transition between two orbits (from a higher energy level to a lower). m and n represent the quantum number of these energy levels where n is the initial energy level and m is the final one. The Balmer series (only visible light is emitted) has a specific range of energy levels where m the final state electron state is equal to 2 and n has a quantum number of 3,4,5,6 each number correspond to a specific spectral line depending on their wavelength (the larger the integer the shorter the wavelength nred=3, nblue =4, nviolet=5 and nviolet=6). Rydbergs constant was calculated by substituting each color wavelength in the formula with its energy levels number. When calculating R for the violet line, the quantum number that was taken into consideration as a substituent of n is n=6, because I thought a better result would be obtained for R and also for the reason that the wavelength of violet obtained was quite short if it would be compared to the accepted values of both the wavelengths of the violet in the Balmer series we find it that the empirical wavelength of violet is closer to the one with 410.2 nm. And this light wavelength(410. 2nm) is obtained from the transition of a hydrogen electron from orbit number 6 to 2.

Google company Essay Example | Topics and Well Written Essays - 2750 words

Google company - Essay Example The company has attachments to education and libraries as part of their company culture as stated in Guyette, (2007, p. 2). This is a marketing approach implemented to improve the market share. Most of the students are loyal customers of Google and help improve their brand name all over the world. Other contributors to the market share are partnerships and a wide range of advertising done using Ad Words (Guyette, 2007, p. p. 2). Google’s plan is to make more acquisitions internationally to add on the products that people require and, therefore, fill that market gap and to be more competitive with the competitors in an effort of trying to catch up (Guyette, 2007, p. p. 2). Therefore, this paper focuses on the marketing strategies of Google while evaluating its internal and external environments. Introduction Google, the most popular search engine, was founded by two Stanford students, Larry Page and Sergey Brin. Because of its popularity, it has captured the market attributed t o an industrious and innovative marketing plan team. Innovation is achieved by the many uses that google.com does to its customers who are the revenue earners of any organization as indicated by Fifield (2007, p. 23). The role of every organization is to achieve market success and this achievement is dependent on the customers’ preference. Thereby it is the role of the marketing departments in the organization to win the customers preference. Google has leverage over the other competitors who have led to its competitive advantage in the variety of uses that it grants the customer. The competitive advantage over the other firms instills focus to the marketing program of a firm as stated in Ferrell &Hartline (2011, p. 19). Google’s marketing strategy is evident on the fulfillment of the want s and needs that the customers desire. It has incorporated all the individuals, companies, organizations and any interested parties through segregation of these target groups as a ma rketing program in the market strategy. Through the use of its strengths and opportunities and constant awareness of weakness and threats imposed on it, the marketing strategy can be formulated matching the needs and requirements of the market ventured (Ferrell & Hartline, 2011, p. 19). Google controls 40% of the market and estimates to control 70% of the market in the near future. The control of the market varies according to countries. For Instance, in a country like France; Google takes 71% of the market share. This reduced market share is caused by the competitors in the market. In the US alone, Google controls 67% of the search market. This was achieved in November 2012 but dipped just slightly in December hitting 66.7% of market share (Goodwin, 2012, p. 2). This significant market dominance is a milestone for Google as a company and as a brand name despite all the competition. Goodwin (2012, p. 2) continues to explain the effect of the competitors on the search market. For exa mple, Microsoft, even with the addition of Bing-powered searches, is way far behind Google. The competition between yahoo and Bing in the month of January 2012 significantly led to the rise of Google’s market share (Goodwin, 2012, p. 3). Google faces its competition from other companies that are to the same goal of giving people

Employee Survey Essay Example | Topics and Well Written Essays - 500 words

Employee Survey - Essay Example The employee engagement survey of McDonald’s will consider three aspects of employee equity such as alignment of the Human Resources (HR), their capabilities and their engagement in the organizational process. The employee engagement survey is designed for the purpose of studying employee equity which includes their alignment, their capabilities and their engagement with the overall organizational process. The survey is intended to be based on the questionnaire method where employees will be provided with several close-ended questions in order to judge the equity. Contextually, it can be mentioned that survey is a useful method for recognizing the degree of alignment, possessed capabilities and level of engagement of employees. The major component of the survey is the type of questions to be asked to the respondents. The questions are designed in a close-ended framework so that it can fully address all the aspects of employee equity and make it a valid one reducing any kind of ambiguity (Nawaz, 2011). The reaction of respondents will be measured through Likert scaling method and will also be benchmarked by contrasting with other similar organizations. Employee engagement is considered as one of the biggest challenges for a multinational company such as McDonald’s. The sample for the survey will be selected randomly in order to avoid any kind of biasness from every hierarchical position of the organizational structure. The survey report on employee equity will depict the suitability of approaches and strategies used by McDonald’s in order to make employees satisfied and capable enough to contribute in the overall organizational productivity. It is worth mentioning in this regard that the survey has been developed in order to measure the level of organizational proficiency of McDonald’s and similar other businesses to manage their human resources

Consumer Chemistry Essay Example | Topics and Well Written Essays - 250 words

Consumer Chemistry - Essay Example Land degradation, global warming and resistant organisms have limited the adequate food supply through traditional plant breeding (McKinney & Schoch, 322). These problems have called for the introduction and development of genetically modified food or transgenic crops, which are resistant to disease causing micro-organisms and drought. However, this technology has met strong critics due to the health risks it has on the population. This limitation has slowed down the rate of its adoption and implementation in several countries, especially in the third world countries (McKinney & Schoch, 322). Most people, including some biotechnology specialists, feels GM foods are potential inducers of new allergen in the human body. This is evident in some people and children who are highly resistant to GM foods and peanuts (Jensen & Malter 2). Genes can originate from different species, for example, when an animal gene is introduced into plan genome. With the GM foods, the human body is at risk of developing resistant bacteria, which may become extremely difficult to control using the normal antibiotics. This can lead to increased spread of diseases (Jensen & Malter 2). In conclusion, despite the health risks imposed by the GM foods, it should be understood that it only has negative effects on a small percentage of the population. Most of the supermarkets are stocked with GM foods, and only a small percentage of shoppers complain of their side effects. This, therefore, is an indication that GM foods are the future sources of food. Biotechnology advancements should be supported, and adopted by all nations, so as to address the problems of drought and crop resistant organisms on the traditional plant breeding method. This will ensure adequate and better food is supplied to the ever-growing population (Evenson & Santaniello

Is Everything an Argument Essay Example | Topics and Well Written Essays - 750 words

Is Everything an Argument - Essay Example Several types of argument exist based on the nature and type of the argument. In response to the different social issues, the argument may be classified as forensic, deliberative or ceremonial. Arguments trying to verify or elaborate on the issues of the past are viewed as forensic audit of the past and it involved the explanation of events in the past that may influence and alter the present situations. The presentation of idea will facilitate the development of understanding of the situation while also developing an argument on the idea (Casey, 2012). Forensic arguments are common while explaining issues that occurred in the past such as the women's liberation struggles. In addition, the forensic argument is vital in the creation of chronology of events. The article by Benedict Carey touches on issues that pertains to the effect of gay parenting on the child development and deals with major issues that affect the development of understanding and control of the children. The argumen t by the author is based deliberation. The study of effect of gay marriage on child development is a debatable issue in the society. The author addresses the issues by deliberating within the ideal and the coming situation and addressing the issues via elaboration studies conducted. In the community, several issues need to be deliberated upon in order to develop the necessary conclusion. Deliberation arguments are based on the findings of the research and develop several understanding of the situation. According to article by Carey, the major issues affecting the cognitive development of the children are in the nature of the family set up. According to him, same sex marriage brings creates a non-conducive environment for the children leading to sociological problems in later life (Casey, 2012). The deliberation is supported by several other findings which are stipulated by Casey. In the analysis of the essay, it is evident that the author is relying on the creation of an argument to dispel personal opinion as well as the development of new ideas about the whole situation. In defining the argument several factors are established creating an atmosphere of deliberation as the reader studies the article. Such deliberations are present in other articles with the main objective of passing the information across and creating a perceived conclusion on the document. However, several other arguments exist in writing that are employed or the sole purpose of explanation without offering any guidance or opportunity to address the issues. Such writings are present but will always take the view of the author and can be viewed in the manner of presentation taken by the author.

Comparison of Detroit and Cleveland Essay Example | Topics and Well Written Essays - 750 words - 1

Comparison of Detroit and Cleveland - Essay Example On a comparable state is the city of Cleveland which is considered as the ‘shrinking city’ because of its declining economy. Detroit began its rise with the plan of Gallatin, the man who proposed the canal system in the nineteenth century which eventually caused people to travel easily to the city from its neighboring places. The canals attracted travelers and the density gradient of the city’s population rapidly rose. The influx of people in the city was economic based requiring more rapid transportation and inspiring the use of airlines to concentrate people in the city, which in turn produced economic success and cultural vitality, affecting how America was to be defined. The transport system later required the building of railroads which connected cities and states in the 1960s, similar to the canal system of Gallatin which catered to the buses and cars during that time. As cars increased, more and more people travelled on their own cars leaving those who are not able to afford the transportation to commute through bus and trains. However, the roads were more frequented by cars and the transportation system declined, affecting the economy of the city. People left the city in search of better places where they are allowed to travel to their workplaces in a faster means and this suffered the city as its economy went down with its population. On a similar form, Cleveland experienced economic failure, shrinking to one of the poorest cities now in America and considered along with Detroit as exurb. Could the two cities regain their former state? With the competition of nations and cities for success, Detroit called its foundations, politicians and city planners to look into a plan for gentrification, a design that would bring back the life the city once had when its economy was at its peak. The groups mentioned proposed wirings that would enable electrically operated

Lean Manufacturing Research Paper Example | Topics and Well Written Essays - 3000 words

Lean Manufacturing - Research Paper Example In manufacturing, the issue of cost has become one of the most significant aspects for majority of organizations. The contemporary period of conducting business has certainly become harder which demands high level of cost efficiency and productivity. Lean manufacturing not only decreases the operational expenses but also enhance organizations’ attractiveness (Bourque & Fox, n.d.). Lean manufacturing is often recognized in refining functional efficiency. Lean manufacturing is the progression, method, approach and initiative being applied by organizations globally in order to reduce redundant and unproductive activities which can result in extra expenses. Therefore, it enhances the workplace productivity and develops better working environment. The paper will describe the use of lean manufacturing in organizations to save cost and increase efficiency. In order to analyze the issue the paper will discuss three case studies of Toyota, Motorola, and Park Nicollet that operate in different industries, and have successfully improved productivity and reduced costs by implementation of lean manufacturing system in their workplace. Nowadays, economic affordability concerning customer price sensitivity, product quality, and price are gradually motivating organizations to apply lean manufacturing system. International competition is growing in almost every commercial segment. The incorporation of capital market, decline in trade obstructions and increased business expansion where production costs are lesser can be proved as significant obstacles for competition. For any organization, the first mover advantage and rapid response to customers’ requirements, enhancement of product quality, and decrease in production costs in order to keep the price of products low are vital for success in the competitive market. Lean manufacturing with its major concentration on the organized abolition of waste has rapidly

Leadership Values To Individuals And Society General Studies Essay

Leadership Values To Individuals And Society General Studies Essay Leadership is the art of making people to do what you want them to do. It is a process of influencing others working for the common good and common goals while offering purpose and paths to achieve that. The army defines leadership as influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization (Army Leadership, Personnel General, Army Regulation 600-100). There are different approaches to leadership as transactional leadership, transformational leadership, situational leadership, and contingency leadership. Even that all these leadership approaches have similarities and differences they have all incorporated into them fear and/or respect as a mean to achieve goals. Looking at the leaders side this is his/her personal behavior and the environment that they surrounded with or they faced at the beginning of the career what actually shape their future style of leading. If one leader dealt with fear and pressur e from his/her supervisors, it is very likely that they will also treat their subordinates the same way. In the other hand, if the leader was treated with respect and this was what build and shaped his or her base of leadership it is very likely that he will treat his/her subordinates the same way. Even that there are different theories in the practice there always has been in question whether it is better to be feared or respected. And both of these are used in military leadership and in leadership in non-military organizations. It is very apparent that to some leaders only fear exists as a driving force toward achieving goals. They do not prefer to use other means as motivation for pushing their subordinates. In the other hand, seems that subordinates do not prefer fear to be their driving force. Instead they would like to have such a relationship that would push them to work tirelessly to satisfy their leader, but not fear. In this paper I am going to explore what does it mean for a leader to be feared or respected and what effect has it in his/her subordinates in particular or to the society in general based on personal experience as a cadet and what I learned and read about leadership. This paper actually is going to come across military leadership and leadership in non-military organizations. Respect by definition is esteem for or a sense of the worth or excellence of a person, a personal quality or ability, or something considered as a manifestation of a personal quality or ability (www.dictionary.com) respect is acknowledged to be a positive value that people posses. But people are not very conscious of what respect really means and of what significance it is. In most cases respect is perceived to as a judgment or opinion of someone not as a value. Based on my personal experience I can say that for respect to be durable it should be earned. It is important that a person should show respect to himself, to others (people that surround us), and try to earn the deserved respect. Since respect is viewed as a perspective for relationship, people decide whether it is achieved as a commitment for a successful relationship between people or whether it is part of our culture. For creating a world with collaboration and mutual respect we have to build a culture with worldwide respect and transmit our commitments toward others as respectable human beings. The basis for achieving respect in the leader-subordinate aspect is having satisfactory interactions with others. If there is a respectful environment there are possibilities for sharing vision, trust, mission, and there will be stronger teams within the organization to achieve common goals. A quote by Mark Clement says that leaders who win the respect of others are the ones who deliver more than they promise, not the ones who premise more that they can deliver. This shows that the influence of a leader is largely increased when he or she has the respect of the subordinates and through this they can achieve what is thought to be unachievable paving the road to success. But expecting to reach all the goals with only the respect of the subordinates might have shortcomings as well. Subordinates can be of a level not mature enough to understand what mutual respect means and this may turn against the leader. Also the leader might not make a realistic evaluation of the subordinates and as a result the reliance on the respect might end in catastrophe. Machiavelli in his book Prince gives several reasons why a leader should not rely on peoples respect because they are ungrateful, fickle, false, cowardly, covetous, and as long as you succeed they are yours entirely; they will offer you their blood, property, life and children. As is said above, when the need is far distant; but when it approaches they turn against you (Prince, 79). This actually tells that a leader must much more rely in his/her own forces and make a proper evaluation of the readiness of his/her subordinates in order to not have a catastrophic end. Among the very first things taught in military academies is respect. This is also taught to all soldiers. The very difference is that leaders have to know to win respect for themselves and for the others with whom they work and to create a respectful environment. Even that in militaries a straight chain of command exists there is an apparent need for respect. It is essential having respect for one another because that is actually what makes the military to operate. Having respect means also having trust between each other which essential for performing daily activities and during crisis. Without respect subordinates would always look for ways to escape from their leaders and things would hardly ever be done on time. There are several ways to earn respect in military. On and the most important one is by living with army values and becoming a role model for people that surround you. Moreover, the higher you go in ranks gives you a higher respect since earning higher ranks is not easily attained. In military when you have the respect of your subordinates it is much easier to empower them and delegate tasks without being reluctant that they will not perform well. Thus, it is worth quoting KPC (Kosovo Protection Corps) Officers Manual 103, which states that mutual respect will create a bond between officers and soldiers and it will always be there when tough times appear. There are certain ways to show that you respect someone. If you always tell the truth in good or bad times it is a sign of respect, if you make promises and keep them it is a sign of respect, and if you treat all your subordinates at the same level it is a sign of respect. There are many cases in which leaders were respected. This was actually the main driving force of peoples belief on their leaders and their decisions to be implied. Sir Winston Churchill was one of the most respected leaders in history. He led United Kingdom during the most difficult times. He had many cases when he had to make tough decisions that were not very popular but were very well accepted. These decisions were accepted only for a reason, the respect that people had for him. In the other hand, the other component of authority is fear. This derives mainly from the capacity of the leader to punish his/her subordinates. Some leaders have coercive power and use as the main tool in achieving their goals. These types of leaders tend to believe that through coercion you can achieve much more because you get the most from subordinate since they fear you. This derives from the belief that if someone fears you he or she will do anything just to not put into question your authority. Fearing the leader is a process that starts when subordinates come to contact for any sort information about this particular leader. They might hear that from the other fellow employees or other soldiers if military organization, that the leader is really a person who punishes in hardest way. In the book Prince, Machiavelli believes that it is impossible to achieve both respect and fear but when you have to choose between them fear is much more productive. He states that since you canno t trust people in tough times and it is better to be feared because fear preserves you by a dread of punishment which never fails you (Prince, 80). The coercive power mentioned above is based on fear and is the ability to punish someone for any noncompliance. One way that leaders coerce their subordinates is by showing them that they are not complying with the process enforced by leader. However, also by fear and coercion can be achieved a lot of results. In the military fear of leader exists in all levels, from the newly recruits up to the senior officers. In the beginning of the military career soldiers fear from the leader because he can use his power and authority to punish them, which can have a negative result in their career. Interesting is the fact that these new soldiers have their utmost respect for their commander but yet fear has more influence than respect. This is much related to the stages of individual development and to the environment they perform in. There are a lot of cases that soldiers do things only regarding to the fear they have from their leader. There are also a lot of leaders that use fear upon their subordinates even that they complained when their former leaders used coercion on them. A good example of a leader who used fear could be Enver Hoxha, the communist leader of Albania. He was considered to be the best man to lead Albania after World War II. He had graduated from a prominent French University and fought heroically during the war. But Albanian people turned to be wrong. As he came to power he started eliminating his opponents and anyone who could come on his way. The most known eliminations were deportation, imprisonment, family punishments and not excluding killing people. These eliminations had a very high psychological effect on the population. During this time Albania became a country where the continuous repression had affected everyone. This paper has been an overview of two sides of conceptualization of leadership by subordinates, respect and fear. Fear has the tendency to make employees or soldiers perform better and achieve results but they feel unworthy as individuals. Respect is much more welcomed because it makes employees or soldiers to feel more confident and to feel themselves as part of team. At the military point of view much respect is assigned to certain positions and ranks but only the real respect is the everlasting one. In conclusion I think that in order to be a properly respected leader you must at first show respect. If you earn to the respect of the employees is much easier to accomplish goals, also the job performed by the subordinates will be of a higher level. The point is that if you earn the respect of the employees or the soldiers in a military organization, they will perform accordingly whatever the situation or when not under direct supervision. Promoting respect to any organization gives a dose of authority through influencing people. We should always try to make respect the core of our relationship with others. Having a mutual respect with subordinates only brings us success and continuous improvements. This kind of relationship will have sincerity at the top of it something that will create an everlasting desire and willingness to help each other. Only the true respect will inspire the subordinates to perform their best, and their best means the best for leader.

Effect of Motivation on Employee Performance

Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it Effect of Motivation on Employee Performance Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it