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Intercultural communication is defined as “situated communication between individuals or groups of different linguistic and cultural origins”.
Get original essayBuilding and marshmallow spaghetti tower with a group of people from different countries. We had to work together to build a standing tower using 5 marshmallows, 20 spaghetti noodles and the English language. In my group, it was me and 4 other students from France whose first language was not English. The point of this case study was to see how we could work together and communicate efficiently during a group project when we all came from different linguistic and cultural origins.
I believe that my group during this project has a monochronic time concept. We valued the project and the task at hand, our sole purpose as a group was to build a stable tower. Since we had a time constraint, getting our tower done on time was very important to us as a group. We did our tower in steps. First, we brainstormed, then we drew the tower and lastly, we built the tower.
As my group had people in it from France and the United States, I would say we had a low context culture. According to Halverson, low context cultures often display certain aspects. The most prevalent aspects I noticed within our group were our association, interaction and temporality with each other. Association within low context cultures means “relationships begin and end quickly”. My group’s relationship was based on being classmates and group mates. We did not choose each other as a group so we did not have any personal connections. Our association with each other ended when class or our case study ended, we did not take the time to get to know each other on a deeper level. For interaction, “verbal messages are explicit, and communication is seen as a way of exchanging information, ideas and opinions”.
When we interacted with each other during class it was all about our case studies and nothing else. We had a goal and we were focused on getting it done. Given the language differences we tried to be as clear as we could with each other but if someone didn’t understand it was usually ignored because the others understood. Trying to explain something to someone was going to waste time. Also, if someone did not agree with another’s idea they had no problem saying so, even if it wasn’t sugarcoated. Within temporality, “events and tasks were scheduled to be done at particular times”. Our team had a strict way of doing things. We gave five minutes to brainstorming and discussion, five minutes to drawing our plans, and ten minutes to build to the tower. We did not allow any slack time.
I do not believe my team had the best intercultural communication. Our dimensions helped us stay on task and get the job done but it did not allow us to communicate effectively and bond. The issues that arose came from being a low context culture and having a monochronic time concept. The adaptations I would recommend for our group is that we should had taken the time to get to know each other and built a stronger cohesive relationship, I would have felt more comfortable telling them that they needed to speak in English for me because I could not understand when they spoke French. I would also recommend that we could have taken the time to make sure all of our group mates understood what we were planning and doing. We should of double checked with each other. This would have made building go smoother.
This essay focuses on the challenges and benefits of working for an international company and the need for emotional intelligence and personality traits to adapt to intercultural experiences. The challenges for expatriates in cross-cultural adjustments (CCA) are personal, work, and non-work demands. Effective Expatriate Management (EM) is essential for successful diversity management in international corporations. Cultural diversity in multinational companies can lead to increased business profits, company image, and customer satisfaction. Hofstede’s cultural dimensions and institutional theory are important frameworks in understanding intercultural experiences. Possessing cultural intelligence is crucial for better adaptation to differences in cultures. Failure to adapt effectively in the new organization or country may lead to divorce (McNulty, 2015) and negative work performance (Kraimer, Wayne & Jaworski, 2001). Therefore, successful expatriates or employees is usually associated with better adaptation with both work and non-work environments (Zhang, 2013). An individual will be interviewed through a casual Whatsapp conversation in order to analyze his experiences of working for an international company along with supporting arguments from reputable journals and articles.
Get original essayHuman resources have been known to be an invaluable competitive advantage for companies. As a result, international corporations are increasingly seeking well-equipped human resources with the mobile ability to ensure cross-border operations are carried out successfully (Arac?, 2015). However, employees in international organisations especially expatriates face various challenges, especially in terms of cross-cultural adjustments (CCA) to the host environment or country (Arac?, 2015; Koveshnikov, Wechtler, & Dejoux, 2014; Richardson, Tan & Kiumarsi, 2018). Based on the Job Demands-Resources (JDR) by Bakker & Demerouti (2007) and Demerouti, Bakker, Nachreiner, & Schaufeli (2001), the challenges can be identified as personal demands, work demands and non-work demands (Shaffer, Kraimer, Chen & Bolino, 2012). Personal demands are mostly related to stress that arises from the organization or foreign culture, coping strategies and identity transformation. Work demands, on the other hand, comprise of career adjustment process as well as structural and perceptual barriers whereas non-work demands focused on family issues (Shaffer et al. 2012).
The increasing trend of expatriates employed in international companies have called for effective Expatriate Management (EM) in Human Resource Management (HRM) (Arac?, 2015). An effective EM system would result in successful diversity management within international corporations in which multicultural teams have been proven as beneficial in understanding market dynamics and promote innovation (Ehrenmann & Tekic, 2011). Based on the research by Köppel, Yan and Lüdicke (2007), cultural diversity could lead to an increase in business profits, company image and customer satisfaction (Velten & Lashley, 2018).
Hence, the objective of this assignment is to analyze the benefits and challenges of working for an international company critically based on the interview findings and supported further with empirical evidence from academic journals to strengthen the analysis. The assignment is structured with a literature review together with interview findings, analysis and conclusion.
Business culture focuses the culture mainly on economic level and the organizational culture (Kwantes & Sharon, 2017). The business personality can be seen through its organizational culture as it defines the regulations and serves as unique features that differentiate an organization (Taslim, 2011). Organizational culture is shaped by both “formal organizations” (specific tasks taken in the workplace) and “informal organizations” (network of relationship) (Meyer & Rowan, 1977, as cited in Kwantes & Sharon, 2017).
Hofstede’s cultural dimension is one of the renowned cultural theoretical frameworks in which it researched on comparative cross-cultural management studies (Minkov & Hofstede, 2012). Hofstede’s framework has six dimensions which are (1) power distance; (2) indulgence and restraints; (3) uncertainty avoidance; (4) time orientation; (5) masculinity and femininity; and (6) individualism and collectivism (Hofstede, Hofstede & Minkov, 2010). The framework assists in evaluating the range of cultural differences between each country through different dimensions.
Institutional theory have a strong connection to an organizational culture which represents more than tasks, but also the attributes, roles, and common understanding and results in the consensus of decision-making (Suddaby, Elsbach, Greenwood, Meyer & Zilber, 2010). An individual can be either a voluntary or involuntary member of organizational culture and the basis of the membership has real impacts on his or her adjustment and acceptance of the culture (Kwantes & Sharon, 2017). Leadership is also an integral part of shaping the organizational culture (Kwantes & Sharon, 2017). Culture develops from (1) the beliefs and values of the organization’s founder; (2) the knowledge acquisition of the member as the organization develop; and (3) new members and new leader’s beliefs and values (Schein, 2004). On top of that, organizational culture also indirectly reflects the personality traits of Chief Executive Officer (CEO) (Giberson et al., 2009).
Possessing cultural intelligence (CQ) or cross-cultural competence (3C) has been implied as imperative traits required in order for individuals to succeed in their international assignments. They can be defined as the skills to act appropriately in cross-cultural situations (Thomas, 2006, as cited in Kwantes & Sharon, 2017). Thomas (2006) stated that there are three factors required to operationalize CQ, which consisted of knowledge, mindfulness and behaviors. Although some elements of CQ or 3C can be learned in the classroom, it can only be successfully developed through cross-cultural experiences including interactions, awareness, interest and growth through experiences. In addition, one’s desire to enjoy intercultural experiences also lead in their openness to learn and try new foods and cultural activities. In short, it is more likely for an individual to become highly culturally intelligent as they have more intercultural experiences and they have higher awareness towards those experiences (Kwantes & Sharon, 2017).
Based on an interview with Mohd Alwi, a Malaysian expatriate in Germany working with Beck GmbH Druckkontrolltechnik in Steinenbronn as a mechanical engineer (R&D) from year 2009 to 2014, he has identified several benefits and challenges of working for an international company. One of the benefits is he managed to bring improvement and become a better version of himself over the years. On top of that, the working experience assists in developing his tolerance level. This is proven that expatriates will have better adaptation by understanding and comprehending cultural variations and similarities in a tolerant way (Rozaimie, 2018). Besides, due to his experience, he finds himself easily accepted in an international environment such as seminars involved with Germans and other foreigners. Besides, there is a higher tendency for the company to choose employees with more exposure to working with foreigners as compared to those who do not have any experience working with foreigners.
However, there will always be challenges specifically when there is a huge difference between the culture in German and Malaysia. He struggles to adapt to the unfamiliar culture in order to work better with the locals there. For example, as Germans are very particular in terms of punctuality hence, arriving at 8 AM for an 8 AM meeting is considered late although it is considered punctual in Malaysia. Despite that, non-work appointment such as dinner appointment has different kind of interpretation, in which if a dinner appointment is set at 8 PM, it is recommended to arrive at 8:15 PM. Another difference in Germans culture compared to most Asian countries is that Asian culture can work beyond the normal working hours but Germans culture is not allowed to do that. Once the working hour has ended, no work-related discussion, calls or messages will be entertained. Moreover, he finds it difficult to adapt, especially when the culture is not particularly aligned or in other words, against his religion or personal principle. In order to overcome the said challenges, he mentioned that being open-minded helped him to accept the culture better, and when a certain culture element is particularly unacceptable, clarifying the reasons behind it to the locals assists in avoiding unwanted displeasure or disapproval.
Being respectful of other cultures has turned out to be the most important thing when it comes to adjusting himself in the business. In addition, he mentioned that being highly tolerant in the workplace assists in familiarising with the organizational culture better. This emotional intelligence is particularly important in the success of cross-cultural adjustments (Koveshnikov, Wechtler, & Dejoux, 2014). Personal abilities which encourage him to overcome business-related challenges are preparation and education on the local’s tradition, language and culture as well as general knowledge such as the country’s culture and history. The preparation is extremely advantageous as the locals tend to become friendlier and respectful when an individual is more sensitive towards their culture. Moreover, it is strongly recommended to avoid starting conversations related to sensitive issues which are related mostly to religious and political issues.
Overall, he stated that there are several lessons which can be obtained from these experiences which is an individual who is open-minded and more accepting of others cultures is easily accepted within the society or organization. Additionally, the challenges of working in an international environment increase the endurance and the ability to be self-sustaining. Apart from that, there are moments when a cultural aspect in German is better as compared to Malaysia. For this instance, it is better to learn, adapt and mould it to become a part of himself for the sole reason of self-improvement.
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Get custom essayTo conclude, it is clear that working for an international company or environment brings about numerous challenges for employees in terms of adjustment and adaptation. A successful and well-adjusted employee is vital in order to produce positive work performance and gain valuable experiences for self-improvement. Nevertheless, acquiring the right attitude and knowledge helped to support the adaptation process and support in overcoming the obstacles and challenges. Regardless, undergoing diverse intercultural experiences and paired with open-mindedness, sensitivity towards other cultures as well as awareness, and a keen attitude to learn is the ideal method in achieving cultural intelligence and be well-adjusted expatriates or employees in an international company.
The happening of the 9/ 11 attack, firefighter Piciatto shares, ” And then the noise started, and the building began to tremble, and we all froze”. Piciatto (2004), also goes on describing the attack, dead solid still. To a man, no one moved, except to lift his eyes to the ceiling, to see where the racket was coming from. The firefighter describes as if they could look clear into the ceiling tiles for an uncomplicated reason for the attack on the twin towers. It was dead silent no words were spoken. The hero recounts this tragedy and shares there was little to no time to develop feelings into words, although there was time to reflect what had happened. Today Muslims residing in America experience issues and are portrayed to some as terrorists after the 9/11 attack. The attack on the Twin Towers is one of many examples that can connect with FGT. Face negotiation theory describes the way individuals of various ethnicities control disagreements. One’s face points to the flattering self-worth encountered throughout communicative positions. This face is considered an emotional expansion of how one views themselves. It consists of everyone from various ethnicities who possess a sense of face, referring to a universal concept. The sense of face can differentiate in cultures around the world. When interacting with others, one is continuously making aware and unaware decisions regarding face-saving and honoring problems connecting with rational, workplace, and worldwide issues. While there were different theories to choose from in the textbook, the face negotiation theory I believe is interesting when observing the conflicts and approaches from different cultures.
Get original essayTo illustrate, the chosen theory was created by Stella Ting-Toomey and describes the culture-based and situational objectives that mold communicators, movement in moving toward and controlling conflicts. It is believed by Ting Toomey and colleagues that there are three sorts of face. The first is self-face, the worry of how one may viewed to others. The second type is called other face, the unease of another’s image. Lastly is mutual face, it has worries for both parties painted pictures or concern with the connection all together. Face is commonly referred as how a person desires other to see them. It also refers to how one desires to be treated and how individuals treat others in engaging with there social self-conception assumptions. To add, there are several core beliefs connected with the centered theory. The first core belief created by Ting Toomey is people from ethnicities around the world attempt to preserve and work out face communication in all disagreements. The second core belief is face being mostly difficult within emotionally frightening or helpless concerns when the set identities of the communicators are then questioned. Next is the cultural worth extent of individualism-collectivism and the sizes of power distance, molding facework worries and types. The fourth focuses on individualism and collectivism usefulness models mold members likings for self-oriented face disturbances against other -oriented situations. Fifth, small to big power distance trends that are useful, shape everyone’s liking for horizontal focused facework compared to vertical based facework. Sixth, in specific scenes consisting of culture there are value elements in coincidence with a persons, comparative, and situational objectives affecting the utilization of specific face-work actions in certain scenes connected with culture. Lastly, intercultural facework skills touches on the optimal assimilation of information, carefulness, and correspondence techniques in controlling powerless identification based clashing situations suitability. According to Zang, Ting-Toomey, & Oetzel (2014), “conflict is essentially a face-negotiation process, but cultural value orientations and individual attributes shape one’s self/other-oriented facework and conflict behavior”.
Not to mention, the unrevealed impression of the Face Negotiation theory is that face is a descriptive mechanism in the various styles of conflict. To begin with, emotional conflict is predicted to happen within heterogeneous groups because of explained obstacles diminishing from those insides of the group with a diverse set of values, opinions, and language systems gained from different socialization encounters. When managing conflict some encourage that speaking is an essential way in fixing relationships. While others desire to highlight communicating, is likely to be successful when clashing groups can and will speak. Disagreements connected with emotions especially negative emotions such has frustration and anger can result in dysfunctional team performance. Face is a person’s declared feeling of approving image in the situation of social and comparative networks, and facework makes reference to the actions that individuals use to present self-face and to support or dispute other face. Conflict is believed to be a face negotiation process by which people experience feel face threat or loss, frame positioned faces or identities and perform facework. It is important to note the key principles of the face negotiation theory involving those from collectivistic cultures or others who consider themselves interdependent with self-definition, prefer to be mutual-face oriented abstaining, accommodating, and consolidating. Also, people from cultures such as individualistic or one who is independent in self-definition refer to leaning toward being more self-faced positioned and challenging. At the same time, self-construal also has a connection with the face negotiation theory. This category is a person’s self-awareness of his or her image traits of themselves, that can either considered independent or interdependent. Independent self- definition highlights originality, uniqueness, distinctiveness, and inner characteristics, whereas self-definition underlines relationships, relatedness, and social situations. This style has also obtained interest with intercultural connection study for its capability to connect to both values and behavior of an individual. There is also emotion and feelings connected with the face negotiation theory. Conflict is believed to be emotionally influenced and triggered. Clashing with another individual can be viewed as emotionally initiated and can be conducted in a positive manor. The doubtfulness is suitable partially because of the reason that talking is not a circumstance of talking or starting linguistic remarks – speaking thoughts clearly, referring to “team talk” mentions in other data.
There is also a competing style containing an increase in self-concern and a decrease in a different concern. Zang, Ting-Toomey, & Oetzel (2014) state, “this style is assertive, but uncooperative, which prioritizes one’s own interests and goals, representing an “I win, you lose” perspective” (p. 375). Career field Furthermore, Communication inside of the medical field is crucial. The progress in communicating inside of both the medical and human service settings are recognized today. Inside of the health care field, doctors are required to continuously communicate with a diverse set of individuals. A common goal in medicine is to give successful health care to conserve, progress, and save individuals. According to Kirschbaum (2012), “face-negotiation theory measures and explains how various elements contribute to conflict management style”. This type of style is evaluated by observing how one replies to situations that contemplates conflict among people. To add, there are two objectives that are frequently evaluated in face-negotiation data, categorized as face concerns and self-concept. Prior to the theory, there are concerns such as inspecting identity conception problems that happen when connected with conflict episodes.
Conflict is an essential element to the Face Negotiation theory. Studies frequently utilize three different categories that are branched from the conflict styles categorized as dominating, integrating, and avoiding. It is important to note that none of these three terms reflects good or bad conflict-management styles; rather, they are appropriate or not, depending on the situation. A section of medicine has taken control in guiding communication education and training focusing on those providing services in the operating room. This is comprehended because miscommunication that happens within the operating room, doctors can have an outcome of conflict or putting patients at risk. Distinctive dependent differences present with both pilots and doctor’s self-description. Not to mention, there are various communication variables inside of culture. Inside of the operating room there are different cultural behaviors such has strong motivation and independence with a result of idealism, invulnerability and the avoidance of tiredness and stress. A pertaining example is, when comparing doctors to pilots, the doctors would preferably not be asked questions from those who are beneath them. They also believe that they perform procedures even when having fatigue.
The results suggest that recognition of strength among physicians follow ranking, self-rule, and indestructible. The cultural behaviors shared are maintained inside of long-established medical education. The observation of cultural elements focuses on the miscommunication inside of the operating room, doctors are standard to fix the medical situations. FGT evaluates and discusses the different factors adding to conflict management style. This style is evaluated by observing how people react to situations that display conflict between individuals. Also, the two most frequently evaluated objectives are face negotiation data with both face concern and self-construal. The first objective, self-construal brings an expansion of various cultural dimensions to the sole level of analysis. The second objective, face concern is studied by observing identity consideration problems that happen in linking with clashing episodes.
Conflict style is an essential element within the face negotiation theory. Researchers frequently use three types of categories including controlling, combining, and avoiding. The first category is described as a communication approach that is viewed as unconventional, ambitious, and antagonistic. The next category is mentioned as a communication method that is cooperative encouraging of others and aiming to fix concerns. The last communication approach is aiming to avoid mentioning the problem, revamp the subject, or also alter the focus of the problem. It is important to realized and highlight that none of the shared categories are reviewed as positive or negative conflict management approaches but instead they are perceived as proper or not relying on the situation. Communication studies have observed clashing in a variety of conditions, but the majority of medical data does not particularly say that conflict is alive but exclude how the clashing begins or what objectives give to arguments inside of the operating room. Various observations of procedure room engagement share different type of conflict resolution. Even though not lectured instantly, debating of an argument solution inside of studies encourage that situations happen at the time of engagement within the operating room. Inside of the hospital room there is a firm belief of dispute. When studied and noted by Cole and Crichton there was an outcome of conflict involving subjects such as leadership difficulties and interprofessional clashing. The situations involving interprofessional started from differences involving procedure of clinical interventions. With numerous doctors being accountable for giving patient care, there are is a high chance of difference of which strategies are most crucial.
Cole and Crichton share an example, “one interviewee noted conflict arises when “the patient needs a CT scan they the anesthetists want to put lines in”. Arguments involving priority settings is one factor of conflict inside of the operation room. In addition, disagreement over priority position relates to and possibly aggravated by the second kind of conflict recognized as leadership difficulties. It is believed that a crucial view of the group performance is connected with the identification that the groups accomplishments takes ranking over one’s success. This can be touching for an older member of the group who frequently works with self-rule. Doctors are taught to think independently, but inside of the room with other staff members requires engagement and different communication patterns. Wanting to dishonor the reputation of a member in the group is typical of self-face defense and allows for more proof of the appropriateness of the face negotiation theory inside of health communication date involving operating room surgeons. The results from this study conducted by Cole and Chrichton (2006), display clashing happening inside of hospital rooms with physicians start from cultural influences of self-rule.
While there were different theories to choose from in the textbook, the face negotiation theory I believe is interesting when observing the conflicts and approaches from different cultures.
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Get custom essayTing Toomey share cultures from all over the world discussing the idea of facework. The idea of face is mostly difficult in situations that include questioning the ethnicity of groups that leave one either embarrassed or the creation of conflict. Within this theory contains face-negotiations involving various goal alignments, demonstrated in facework. Those who are considered negotiators demonstrate the requirement of separation of negative positive face in challenging situations. According to Ting-Toomey, & Kurogi (1998), “in relating facework with conflict styles while individualists tend to use more direct, face threatening conflict styles (e. g dominating style), collectivists (e. g. Taiwan and China respondents) tend to use more indirect, mutual face-saving conflict style (e. g. avoiding and obligating styles – connoting either high mutual-face or other- face concern)”. Male genders within the United States and Japan have a tendency of using controlling methods compared to the female gender. Koreans react by using an indirect conversational type and seek indirect explanations than those who reside in the United States. As can be seen it is important to increase intercultural understanding to decrease conflict amongst different cultural groups in society.
Industrialization or Industrial Civilization is a complex subject. The clearest definition for industrial civilization would that it “refers to the state of civilization following the Industrial Revolution, characterized by widespread use of powered machines”. As Rachel puts it, it demands an infinite amount of resources in a finite earth and that alone, makes industrial civilization dangerous for everything on Earth that life depends upon to continue to live. Industrialization is a complex series of socioeconomic ways of life that has become quite conspicuous from the 18th century. And in the same context it is “highly significant as the first truly global civilization, integrating all parts of the globe into a single unit for the first time”. Now that it is clear to what industrial civilization is, questions need to extrapolate from these statements regarding Industrial Civilization: If it demands so much resources, how come is it still in occurrence? Why has it not been discontinued if it poses as such danger to humanity? What result could infer from this so called threat? When will the resources reach the stopping point? Where will that then leave us, the species?
Get original essayNowadays the focus of the society on the function of economic growth has become quite unsustainable as wealth is dependent upon the destruction of the biosphere, so basically what this means is that societies and their economies depend on the health of the environment in order to function. Mike Ray’s view is that capitalism thrives on the back of cheap labor, but even these jobs are not safe from machines. According to Jan Mertl and Radim Valen?ík, this change in focus resembles the challenging of the traditional social policy similarly to the 19th century, this led to the introduction of many socioeconomic systems that then led to the situation we have today. They also postulated that even with the restrictions that the earth has posed, there can be economic growth. Zuber Angkasa Wazir (2017) proposes that these changes of the society’s focus is created mainly through social institutions and that is because society regard social institution as significant parts of the community. According to Carstens (2018) “the socioeconomic structures of industrial civilization are built on the premise that living creatures and ecosystems are nothing more than inert and exploitable resources.”
This whole ordeal likely began in the 19th century. Elizabeth argues that “it may seem impossible to imagine that a technologically advanced society could choose, in essence, to destroy itself, but that is what we are now in the process of doing”. Jerzy Zubrzycki (1983) argues that the knowledge that is fundamental to our professions should be based profoundly on a view of a person in a modern society and he proposes that humans handed themselves to Industrialization with hope that it would bring hope.
As it stands, the 6th mass extinction is in motion as a result of human consumption and human activities. Jones (2009) claims that human beings are the ones that are altering the process of evolution of new species. Diamond (2004) clarifies and verifies this statement by stating that the humanity is facing these environmental problems: Destruction or loss of natural resources; ceilings of natural resources; Harmful things we produce: population issues. These problems are solely based upon human behavior as they are controlled only by us. The future threats may be divided into short and long term categories. The difference is that short term depends on whether we behave ourselves correctly and long term on the other hand isn't entirely based on whether behave ourselves, it has already gotten out of hand and the least we could do is minimize our production and consumption. Extinction events are accompanied by burst of evolutionary innovation and speciation.
The human race is not the first species to alter the biosphere through its activities with a resultant impact on other species’ viability, that distinction belongs to the photosynthetic organisms that produced oxygen to create the atmosphere on which all subsequent life has depended. The 6th mass extinction is yet to be the most significant extinction that the Earth will experience if it will even be present. It is said that human production dictates ecological principles and values.
We cannot prevent environmental change or species extinction. It will take all the political force that can be marshaled just to influence the direction and rate of change of the natural world. What we can do is to try to affect the rate of extinction and direction of environmental change in such a way as to make a decent life for human beings possible.
?There are different strategies that interest groups (and social movements) may rely on for getting around the free rider problem and ultimately attract members and activists. One way of doing this is through the packaging of selective incentives. These selective incentives come in the form of exclusive benefits that are only available to those who choose to join interest groups and contribute. It is important that any group or movement that decants in favor of this strategy be able to guarantee that non-members will never be able to receive the benefits that members are receiving. For example, there are interest groups that offer member-only benefits, e.g. attending meetings and conferences, and it is these types of selective benefits that will disincentive free rider behavior.
Get original essay?Another strategy that interest groups may pursue is to instill fear and anger among would-be members. This is an approach that draws from the disturbance theory, which essentially posits that individuals will see an incentive to organize if and when their political (or economic) interests are directly threatened. It is not a matter of whether or not the threat is real, but rather about the individuals believing that the threat is real. If the interest group is able to convince the targeted individuals about, whether through real events or fear mongering, then there will be no issue with the free rider problem. Here again, individuals are motivated to act when they see it is in their best interest to do so. It may be true that some of those who see themselves threatened may stand to benefit if others act in their stead, but the problem for them would be that they would not be able to risk inaction (i.e. being free riders). If the threat (or perceived threat) is too great, the risk of inaction will be too great and individuals will be incentivized to action instead.
?A third general strategy that an interest group may bank on is to rely on the support of wealthy, powerful patrons. This is an approach that does not abandon the possibility of attracting a relatively large number of new members, but does focus on leveraging the few patrons available to provide the necessary funding (and support) for the group to remain viable while it seeks alternatives to drive up membership. This is an approach that is sustained on the assumption that individuals will respond to purposive incentives, i.e. incentives that derive from the individual’s interest in ideological goals as opposed to tangible rewards or benefits. This is a strategy that is successful among those groups that most strongly appeal to the public’s sense of humanity by emphasizing solidarity to society and the environment as a whole.
A final strategy to mention is to bank on the appeal power of the group’s entrepreneurs. The logic behind this approach is that individuals will only choose to join a group (and remain actively involved with the group) if they believe that the group’s leaders (i.e. its entrepreneurs) will deliver in the form of tangible benefits and rewards. Entrepreneurs may offer material benefits, purposive benefits, or solidary rewards. Whatever the motivation of the new members is in joining the group, it ultimately comes down to their belief that its leaders are entrepreneurs who can guarantee results.
Over the course of history, there have been different groups and movements. Each has been forced to cope with the free rider problem, and each has resorted to a distinct approach to achieving this goal. The Moral Majority was a conservative religious group that developed in the late 1970s in the United States. This group dealt with the free rider problem through fear and anger. This group succeeded in making people (i.e. conservatives) believe that traditional values were being threatened by a new wave of liberal ideals. People who joined the organization truly believed that their way of life was being directly threatened, and this incentivized them to act.
This was the same incentive that prompted the creation of the anti-evolution movement. This movement opposed the teaching of science and evolution in public schools; it fundamentally rejected Darwin’s evolution theory. Those who joined this movement were keen on maintaining the status quo in public education, i.e. a curriculum that gave credence to the biblical representation of creation and humanity (i.e. creationism). What becomes clear is that people were motivated to participate and contribute in this movement because they felt their values, beliefs, and very way of life was being threatened. It was nothing to do with selective incentives, or with having patrons (or entrepreneurs) offering benefits. Members were incentivized to protect their own interests, and in this particular case, it all came down to opposing evolution.
In the case of the Native American tribes, the free rider problem appears to be handled through the use of selective incentives. As has been mentioned, these incentives come in the form of benefits that exclusive only to those who are members of the group or movement. It would make sense to expect that tribe members would be motivated to be actively engaged and contribute in the tribe’s activities if they understand that failure to contribute could lead to being disenfranchised from the tribe. In other words, Native Americans live in community under the understanding that everyone must contribute if they are to remain part of the tribe and enjoy the benefits (or privileges) that it has to offer.
Finally, the coal miners in Matewan also decided to confront the free rider problem through fear and anger. Coal miners wanted to unionize in order to improve their work and life conditions. The company responded by threatening their jobs and their lives; replacement employees were brought by train and mercenaries were hired to resolve the problem through violence if necessary. The miners recognized that their livelihoods (and those of their families) would only be secure if they fought for a strong union. Those who were reluctant to join the newly formed union were scared or threatened into joining. On the one hand there were the mercenaries, and on the other hand there were the intimidating coal workers who had already joined. In this sense, joining the union was the only way of improving work conditions, and also to have some semblance of safety and security, both for them and for their families.
?Interest groups are always seeking out members and donors. To effectively do this, there are different strategies or approaches that the interest group may choose from. Individuals choose to become members or donors because they expect they will receive something in return. For some people, the expectation will be a reward in the form of some material (tangible) benefit. For others, this reward will take the form of a purposive benefit, i.e. benefits (or objectives) that offer them no direct, material benefit. There will even be those who decide to join a group because they simply want to socially interact with those who share their own interests and beliefs. These are three types of incentives that motivate people to join a group or become a donor. Different groups will target different types of individuals by offering one or more of these incentives.
?It is not a secret that interest groups require funds to operate. This means that they need donors, because even though some of its members may be volunteers who neither need nor want compensation, there will be members who are also employees and they will need to receive compensation in exchange for working solely on the group’s agenda. It is therefore very important for these interest groups to be able to persuade potential donors (individual donors and business organizations alike) that any contributions they make will generate significant returns. This is certainly the case with political action committees (PACs) set up to mobilize support (and donations) for a politician, or to lobby for a specific industry. For example, in 1985 sugar PACS made generous donations to politicians in order to lobby them to protect government subsidies on sugar. It was later estimated that a total of 192,000 USD in political contributions (i.e. donations) from sugar PACS translated into more than 5 billion USD of industry value (via government subsidies on sugar) between 1985 and 1990.
?The example of the sugar PACs presented above is very telling, to the extent it underlines the importance that donors have for interest groups to function and succeed in their efforts. There is no doubt that major corporations in the sugar industry were behind the contributions that the PACs received and subsequently redirected to the politicians who voted to protect the government subsidies on sugar. It therefore becomes clear that this was a case in which group membership and donations were motivated by the prospect of receiving material benefits in return. In these types of cases, i.e. cases in which the donation translates into a much greater benefit, the (selective) incentive for individuals (and corporations) become active members and donors is very high.
?There is another aspect to consider: people’s perceptions of themselves as citizens. This has to do with purposive incentives. There will be individuals who will make the decision to get involved with an interest group, either as a member or donor (or both) because they believe that this new role will make them a better citizen. There is no doubt that for these people, participation in interest groups is a means for contributing to making society a better place, for themselves and also for their peers. Such is the case for those who advocate for environmental protection (e.g. transitioning away from fossil fuels or banning plastics), for animal rights, for women’s (reproductive) rights, or even for the rights of unborn children.
?Going into the actual mechanisms and strategies that interest groups rely on to attract members and donors (other than promising benefits), it is important to discuss technology and marketing strategies. Interest groups today are highly organized; they invest in marketing and in technology infrastructure because they recognize that this is a highly cost-effective way for maximum exposure and market penetration. Interest groups today have fully-functional websites, and they maintain active presences on social media (e.g. Facebook, Twitter, and Instagram). On their websites and on the marketing content posted on social media, interest groups invite the public to become members and to make donations. This accomplishes a dual purpose. On the one hand, it immediately attracts those who recognize the potential for selective or purposive incentives. On the other hand, it catches the eye of those who may have no vested interest in the group or its agenda items, but who may nonetheless find the messaging appealing. Appealing to sympathetic (and otherwise uninterested) individuals is a good way of widening the group’s membership and its donor base.
?Social media is a highly effective channel for attracting new members and donors. Making the distinction between social media and the Internet at large is important. This is the case because the Internet, in spite of its low costs (for generating and disseminating content), offers a relatively low response rate. Interest groups are interesting in maximum exposure and penetration, but they are also interested in that exposure translating into actual memberships and donations. This is why social media today, and also because it is a cost-effective means for gathering data on potential members and donors. The information that can be collected through social media can be leveraged later on by interest groups to target individuals in a more focused manner later on. Personalized marketing content (and information) may be sent through direct mail or email. This information can also be leveraged for inviting some individuals to free membership trials. Those who agree to the free trial are brought into the group and this makes it easier for more actively targeting them and ultimately transform them into permanent members.
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Get custom essayOne final strategy that should not be overlooked is merchandising. A growing number of interest groups today operate stores where donors, members, and even (passive) supporters can purchase merchandise. This is a way in which interest groups manage to bring in a lot of money, because merchandise (e.g. hats, shirts, and coffee mugs) may appeal to people simply because they think they are nice or reasonably priced. There will be people who will contribute (i.e. donate) to the group through their purchases without even caring or realizing that they are actually donating.
The company reported a consolidated net profit of ?1,019 crore in the three months ended 1 October. That compares with the ?1,660 crore profit estimate by analysts in a Bloomberg survey. In the same quarter last year, Tata Steel had reported a loss of ? 49.4 crore. The main reason behind the company missing estimates is that, Tata Steel’s earnings before interest, taxes, depreciation and amortization (EBITDA) of ? 4,730.8 crore during the quarter came in well below analysts’ expectations of ? 5,230 crore despite rising by 53.5% from the year-ago period. The EBITDA margin widened 318 basis points to 14.2% from a year earlier on lower raw material costs. A basis point is one-hundredth of a percentage point. Tata Steel, however, managed to meet revenue estimates by reporting a 19 % jump from the year-ago period to ? 32,460 crore. Sales volume jumped 13 % from the year-ago period to 6.42 million tonnes.
Get original essayTata Steel has various subsidiaries beneath it:
They also produce:
The steel plant produces:
Products Tata steel's important competitors consist of Arcelor Mittal, Essar steel, Jindal steel and power, JSW steel, SAIL and VISA steel. Tata steel has 74,000 personnel globally.
Both domestic and foreign brokerages have given thumbs as much as Tata steel's ? 23,500 crore growth plans with ? 12,802 crore rights issue mentioning the increase visibility. Even though the organic expansion at Odisha might have been largely funded through a mixture of internal accruals and debt, without a huge equity dilution, corporation could have faced limited headroom to gather big assets totally funded via debt for the reason that it’s consolidated net debt to fairness ratio of 2.2, said analysts. Stocks of Tata steel BSE -0.69% gained 76% so far this year from ? 406 on 1 January to ? 705 on Wednesday as against 28% gain in Nifty and 43% rise in NSE steel index.
Jamsetji Tata joined his father in Mumbai at the age of 14 and enrolled at the Elphinstone college finishing his education as a 'green scholar' (equivalent of a graduate). He was married to Hirabai Daboo at the same time as he was still a student. He graduated from college in 1858 and joined his father's trading firm. It was a turbulent time to step into commercial enterprise as the Indian revolt of 1857 had just been suppressed by the British authorities. Tata made many journeys abroad, mainly to England, USA, Europe, China, and Japan to establish branches for his father's enterprise. Tata steel on Thursday, 12 February 2015 announced buying three strip product services centers in Sweden, Finland and Norway from SSAB to reinforce its offering in Nordic area. The organization, however, did not reveal price of the transactions. In September 2017, ThyssenKrupp in Germany and Tata steel introduced plans to combined their European steelmaking groups. The deal will structure the European property as Thyssenkrupp Tata steel, a 50-50 joint project. The announcement estimated that the business enterprise would be Europe’s second-largest steelmaker.
Jamsetji Nusserwanji (3 March 1839 – 19 May 1904) became an Indian pioneer industrialist, who founded the Tata group, India's biggest conglomerate employer. He was born to a Parsi Zoroastrian family in Navsari then part of the princely state of Baroda. He founded what would later emerge as the Tata group of companies. Tata is appeared as the legendary "Father of Indian industry”. Jamsetji Nusserwanji Tata was born to Nusserwanji and Jeevanbai Tata on 3 March 1839 in Navsari, a town in south Gujarat. His father, Nusserwanji, was the first businessman in a family of Parsi Zoroastrian priests. He broke the tradition to come to be the primary family member to start a commercial enterprise. He commenced an export trading firm in Mumbai.
It has its advertising and marketing headquarters at the Tata Centre in Kolkata, West Bengal. It has a presence in around 50 nations with production operations in 26 nations including: India, Malaysia, Vietnam, Thailand, UAE, Ivory Coast, Mozambique, South Africa, Australia, UK, The Netherlands, France and Canada. Tata steel primarily serves customers in the automobile, construction, consumer goods, engineering, packaging, lifting and excavating, strength and electricity, aerospace, shipbuilding, rail and defence and protection sectors.
Tata steel has production operations in 26 countries, which includes Australia, China, India, the Netherlands, Singapore, Thailand and the United Kingdom, and employs around 80,500 people. Its largest plant placed in Jamshedpur, Jharkhand. In 2007 Tata steel received the United Kingdom-primarily based steel maker Corus. It was ranked 487th in the 2014 Fortune global 500 ranking of the world's largest corporations. It became the 7th most valuable Indian brand of 2013 as per brand Finance.
Tata Iron and Steel Company was founded by Jamshetji Tata and established by Dorabji Tata on 26 August 1907, as a part of his father Jamshetji's Tata group. By 1939, it operated the largest steel plant inside the British Empire. The corporation released a major modernization and expansion program in 1951. Later in 1958, this system became upgraded to 2 million metric tonnes in line with annum (MTPA) assignment. With the aid of 1970, the organization employed round 39,900 people at Jamshedpur, with in addition to 20,001 in the neighboring coal mines. In 1971 and 1979, there had been unsuccessful attempts to nationalize the corporation. In 1990, it commenced growth plan and established its subsidiary Tata Inc. in New York. The company modified its name from TISCO to TS in 2005. It is one of the pinnacle steel producing companies globally with annual crude steel deliveries of 23.9 million tonnes (in FY17), and the second one largest steel corporation in India with an annual potential of 13.1 million tonnes after SAIL.
Interior design is the study and application of improving the look and feel of the interiors of a specific place to get a more delightful and exciting atmosphere. An interior designer is a person who does the planning, researching, coordination, and management of such projects and works. Interior design specialty consists of so many work areas that include development of conceptions, planning of space, site overlook, researching , programming , contacting stakeholders of a specific project. Construction supervision and management, and implementation of design.
Get original essayInteriors used to be combined altogether intuitively as a part of building steps. The interior design specialty has been a result of the of civilization and the complex architecture that has caused from the growth of industrialized procedures in the past. The hunt of active use of space, user well-being and functional design has contributed to the development of the contemporary interior design profession. In the United States of America, the profession of interior design is separate and distinct from the work of interior decorator. In the United Kingdom, the term is less common where the job of interior design is still unrecognized and consequently, firmly speaking, not yet recognized to be an official job.
One of the mythology gods in India, the architect Vishwakarma had references that proved this. Furthermore, in palaces built and developed in the 17th century in India, sculptures portraying old texts and events. In addition, in prehistoric Egypt, "soul houses" or mockups of houses were located in tombs as receptacles for food offerings. From these, it is possible to distinguish details about the interior design of not the same residences throughout the different Egyptian families, such as changes in airing, porticoes, columns, loggias, windows, and doors.
During the course of the 17th and into the early 19th century, interior decoration was the worry of the homemaker, or artisan who would advise on the creative stylishness of an interior universe. Architects would also employ craftsmen or artisans to finish interior design for their constructions.
An engine in which the chemical energy of the fuel is released inside the engine and is converted into mechanical work can be defined as an internal combustion engine (Ferguson and Kirkpatrick 2015).
Get original essayAn increase in pressure is caused due to the combustion of fuels such as diesel or petrol in the combustion chamber. This drives down the piston and through this process, chemical energy is converted into mechanical energy.
A Few Highlights
How it Works (Two Stroke Engine)
There are 4 distinct strokes in a 4-stroke engine. They are:
For characters in The Great Gatsby, rendering delusive illusions of one’s self may be fundamental to climbing social hierarchy, but compromising the tension between their painted picture and concealed canvas may be internally agonizing. From the instance of the enigmatic relationship of the Buchanan’s, to Gatsby’s antagonizing conflict with his past and Nick Carraway’s judgements, the internal and external concepts these characters carry can be compared to something as significant as the deteriorating climate of the Valley of Ashes versus the opulent lifestyle of the East Egg.
Get original essayWhen reviewing the exclusive relationship of the Buchanan’s, it becomes transparent that Daisy reconditions herself to adapt to the proliferating needs of a wealthy woman accompanying the roaring twenties. A woman who once gazed at her spouse with “unfathomable delight” appears locked into the relationship by her monetary greed for Tom Buchanan’s extravagant “pomp and circumstances” whilst experiencing little emotional intimacy towards her spouse. The conflict exists between Tom and Daisy’s marital ties in the public eye, versus suggestions of underlying neglect and desperation experienced by both characters throughout the novel. The fast paced “young and rich and wild” life Tom and Daisy live together is, at first, venerated by Caraway’s narration; exhibiting the romantic visionaries of many youth in the twenties. This delusive misconception fools many, but remains a fairy-tale fable through Fitzgerald’s illustration of Tom’s marital infidelity. Acknowledging Tom and Myrtle’s relationship with “tense gaiety”, Daisy is clearly aware of the chronic extramarital affairs her husband busies himself in but remains blinded by her intemperance for his wealth. Furthermore, Daisy gratifies Tom’s power and his desire for egotistic superiority. After his marriage is challenged and masculine dominance begins to collapse, he is chagrined at the fact that he could simply “let Mr Nobody from Nowhere”, meaning Gatsby, embezzle his wife. This may, in fact, suggest that the relationship’s superficial appearance deviates strongly from the internal tension that both characters face - similar to the comparison of the “fashionable” East Egg; where white palaces “glitter along the water” versus the “desolate” Valley of Ashes.
An unparalleled depiction of the contrasting internal and external lives of characters in The Great Gatsby is Jay Gatsby himself. His “overwhelming self-absorption” leads to a powering desire of living a fictional fantasy. Once a son of “unsuccessful farm people”, he alters the image of his past to then becoming the “son of some wealthy people in the Middle West”. Perhaps, significant childhood occurrences were a reason behind this; creating an emotional hollow towards his bloodline which led to the “Platonic conception” of himself to suppress impoverished memories of the past. Conclusively, becoming a wealthy businessman possessing endless “beautiful shirts” is a conflicting external concept that contrasts significantly from Gatsby’s true past and his roots that he conceals from the public eye in an attempt to climb social hierarchy – but, ultimately failing after Daisy’s dismal rejection as he failed to meet her standards. Similarly, the same differences that lie between Gatsby’s internal and external lives also appear in the contrast between the Valley of Ashes, where the uninhibited pursuit for wealth is pure fantasy, and the East Egg, where “marble steps” support the weight of the lonely millionaires.
Nick Carraway and his supposed “inclined judgements” differ significantly from his outlying observations of the decaying social and moral concepts through Fitzgerald’s illustrations. Carraway blatantly narrates happenings of the crumbling society through instances such as labelling Tom and Daisy as “careless people” and Jordan as “incurably dishonest”. Collectively, these instances result in an image of Nick that challenge his external portrait as an innocent narrator throughout the novel and metaphorical comparison of him being “an absolute rose”. This can be compared to the supposed “lavish” lifestyles that characters from the East Egg live in, which conceal the true struggles and desperations characters live in just like those experienced in the Valley of Ashes. Furthermore, Nick’s contrasting values are exemplified when Jordan questions his validity: “I thought you were an honest, straightforward person”, meaning how Nick shaped himself to appear compared to his surfacing truth causes conflicting attitudes which eventually lead to the fall of his relationships with characters in the novel.
The differences that lie in the Valley of Ashes and East Egg can evidently be used to compare the contrasting concepts of the internal and external lives of characters in The Great Gatsby, in instances such as the unresolvable marital issues of Tom and Daisy Buchanan’s relationship versus the picture perfect family life they live in the public eye, along with the ways in which Gatsby challenges his past and Nick’s validity when compared to his judgements throughout the novel. When collectively contrasted, it can be concluded that there is more to the external lives of characters living real-life opulence, for they are simply painted to be picture perfect for those that stand outside closed doors.
Research has emphasized that organisational performance and improvement are highly influenced by employee motivation. This essay is therefore going to discuss the extent to which organisations can influence or affect employees’ motivation to enhance job satisfaction and the overall performance of the organisation. Content theories that discuss the basics of what motivates people and process theories that discuss how people are motivated and what ways to motivate them will be talked about. Earlier content theories such as Maslow’s hierarchy of needs suggested that basic human needs were arranged hierarchically, and individuals seek to satisfy these needs one after the other in order to achieve job satisfaction. The theory came under heavy criticism by various authors thus, the essay looks at other theories that would help in the understanding and influencing of employee motivation. These include the equity theory, self-determination theory, cognitive theory and many others. However, in certain instances, organisations may not be able to affect employees’ motivation and factors that may aid this are discussed as well.
Get original essayMaslow initially suggested five basic human need categories that would describe what motivates human behaviour and are arranged hierarchically from the bottom to the top. These categories include; physiological needs, safety needs, social needs, esteem needs and finally self-actualization needs.
Physiological needs are placed at the bottom of the pyramid and these include fundamental needs such as food, water and shelter. Maslow’s theory suggests that organisations must therefore provide employees with earnings that would enable them to afford these needs to enable them to make a meaningful contribution to the organisation. Safety needs are placed on the next level and are activated when physiological needs are met. They basically refer to the need of employees to work in a safe environment free from harm. Social needs are the third level of needs that are activated after safety needs are met and they refer to the need by employees to feel loved and accepted by co-workers or colleagues and participation in social events. Esteem needs are on the fourth level of the pyramid and these represent the need for the approval of others, self-respect, and recognition. Organisations could therefore introduce award ceremonies to recognise hardworking employees. Finally, at the top of the pyramid is self-actualisation which refers to an individual reaching their full potential and becoming valuable assets to the organisation. Maslow claimed that the lowest need at the bottom had to be fulfilled before the need above it and so on. According to Maslow, one needs to know where an employee is on the hierarchical pyramid in order for organisations to understand how to him or her and focus on meeting each of those needs at every level. Thus, if organisations want employees to reach their full potential and be creative at work, they would have to fulfil all the needs starting from the bottom of the pyramid.
Although Maslow’s theory has had a significant impact in the field of organisational behaviour, especially in terms in employee motivation, it is heavily criticised by various authors for several reasons, one of them being the lack of empirical data to support Maslow’s conclusions and measurement of satisfaction of an individual’s needs is not always possible. Maslow’s hierarchy of needs theory assumes that all employees are the same and have similar needs yet that is not the case, people are different, and some needs may be less important for some people and more important for others. According to some researchers, human needs may not necessarily follow a hierarchical order and before certain needs are satisfied or fulfilled, others may arise. It is important for organisations to look at the process theories that can help them examine how employees’ needs influence their behaviour and in turn how best to motivate them. One of the theories to aid in doing so is the cognitive evaluation theory.
The cognitive evaluation theory suggests that tangible or extrinsic rewards diminish feelings of autonomy or independence and further suggests that high levels of autonomy influence intrinsic motivation. Intrinsic motivation is described as employees doing a work-related activity because they are interested and gain satisfaction from while extrinsic motivation requires rewards both tangible and verbal not from the activity but from the results that the activity leads to. The theory assumes that employees need to feel autonomous and competent, therefore factors that promote autonomy and competence would enhance intrinsic motivation. The self-determination theory confirms the existence of these distinct types of motivation namely; intrinsic and extrinsic and both are important in determining the behaviour of human beings. The self-determination theory further distinguishes between controlled motivation and autonomous motivation. Controlled motivation is mainly comprised of external regulation which is considered the most extrinsic form of motivation. This type of motivation is due to direct external control where an individual does an activity explicitly for external rewards or fear of punishment. On the other hand, autonomous motivation is the type of motivation that describes behaviour that comes from internal sources and individuals act because they want to, they value and respect the reasons for their behaviour. Employees driven by autonomous motivation are associated with achievement, persistence and effort. Research has shown that employees found challenging activities increase autonomy and thus organisations could make work for employees more interesting and engaging by making it more challenging. According to, positive feedback facilitated intrinsic motivation and improved competence because it made people feel responsible for their good performance. Organisations could use this research to ensure positive feedback is given to employees to increase motivation.
However, the cognitive theory does not put into consideration that all employees work to earn money and therefore using monetary rewards as the main motivational strategy would appeal to most employees. The cognitive theory implies that managers ad researchers would have to focus on one type of motivation or the other. That is, either they promote intrinsic motivation through engagement and empowerment while minimizing extrinsic motivation or they focus on extrinsic motivation through rewards and ignore intrinsic motivation. The theory does not consider the fact that managers can use both types of motivations at the same time. Although the self-determination theory has a lot of empirical support, there are some debates and criticisms about it. For example, some researchers believe that autonomous motivation is less likely to be achieved in the work environment due to the focus on compensation and recognition at work. Other researchers also claim that the theory ignores the fact that extrinsic rewards given such as salaries, independent of tasks, do not necessarily undermine autonomous motivation as the theory suggests.
In relation to autonomous motivation, organisations can affect employees’ motivation through the job characteristics theory. Hackman & Oldman proposed that five characteristics enhance the motivational potential of jobs and are influential in job satisfaction and employee motivation. These characteristics include; skill variety, task identity, task significance, autonomy and job feedback. This theory focuses on promoting internal motivation in employees through the development of skills, job feedback and offering employee independence and autonomy, freedom to make decisions and performance feedback. According to research by Gagne, job characteristics promote autonomous motivation in employees. However, the theory ignores how dynamic jobs and have become overtime leading to dynamic job characteristics that may vary across work situations. The theory also ignores the individual differences amongst employees and not all may react similarly to motivating job characteristics and these differences may moderate effects on employees.
Organisations can affect employees’ motivation by ensuring organisational justice to promote job satisfaction and motivation. Fair procedures and interventions in an organisation promote the perception of fairness and thus lead to work involvement and motivation.
The Equity theory affirms this by stating that individuals seek and value fairness in organisations. It further states that employees’ perception of inequity in payment on performance in comparison to other employees may lead to tension. Adding onto the equity theory, argued that the more monetary inducement is given to an employee, the more the employee reciprocates by being committed and motivated to the organisation. However, researchers have claimed that organisational justice and equity theory ignores that individual differences may lead to variance in perceptions about what employees think is ‘fair’ or influence their justice perceptions.
However, there are factors that affect employee motivation that organisations have no control over and one of these important factors is personality. The personality of employees is an influential factor in employee motivation. This is because people are different in some respects and therefore motivational strategies may not work on everyone in the same way. Researchers agree that there are individual differences in motivation, and this can be explained through the big five models. The model includes; Neuroticism, extraversion, conscientiousness, agreeableness and openness to experience. Extraversion represents the ability to be sociable, positive and dominant. Such people usually enjoy their jobs and are more likely to find them rewarding and are considered to respond to extrinsic motivation. Neuroticism represents being temperamental, anxious and having poor emotional stability. These individuals tend to be less goal-oriented, and competitive and may therefore be harder to motivate. Conscientiousness represents being organised, on time, task-focused and dependable. Researchers believe that this trait represents a work involvement tendency and is, therefore, more likely to respond to intrinsic motivation. It is important that organisations take employees’ personalities into account because they determine the work ethics of employees, engagement, efficiency and motivation.
Although personality is an important aspect to consider, the personality job fit theory offers a way for organisations to ensure compatibility between individuals and jobs or tasks. The theory states that a good fit between an individual’s traits and their job will lead to higher job satisfaction which will positively influence job performance. The basis of the theory is that if an individual’s personality and workplace fit, then they are more likely to engage in their work more and enjoy their jobs. The theory focuses on how individuals pick jobs or organisations based on access to rewards and their ability to satisfy their motivational needs.
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Get custom essayIn conclusion, organisations can affect employees’ motivation to a larger extent as shown by Research that has emphasized organisational success is strongly associated with employee motivation. Through intrinsic motivation, employees are able to be autonomous and independent which improves job satisfaction and organisational performance. However, to a smaller extent, organisations may not be able to affect employee motivation unless they consider personality when motivating employees. Different people have to be motivated differently in order for organisations to see results for example, conscientious people are more likely to respond to intrinsic motivation while extraverts are more likely to respond to extrinsic motivation and neurotic people may not be able to be motivated at all.