Happy Worker Is A Productive Worker Management Essay

Happy Worker Is A Productive Worker Management Essay The axiom of a happy worker is a productive worker has been traditionally accepted by organizations for many years. The globalization trend, technology changes and development as well as the new business practices continuously influence the importance of motivation and job satisfaction in Malaysian organizations. Nowadays many companies are facing intensive challenge in improving employees job satisfaction and their organizational commitment to gain competitive advantage and at the same time retention of their key employees. Successful organizations realize that employee retention is important to sustain their leadership and growth in the market place. In any meeting and conferences, The Society of Petroleum Engineers (SPE) usually reflects the most challenging issues that face the oil and gas industry. Shortage of labor skills was not even an issue to be discussed in the SPE meetings and conferences for couple of years back. However this issue has emerged in the oil and gas industry and retaining top performance employees is becoming a major concern for many oil and gas companies. Recently most of SPE conferences have in their agenda discussions on the shortage of labor skills which really reflect the magnitude and the size of this issue. Obviously, every manager tries to achieve their organization objectives. In this connection they must concentrate in many aspects to fulfill the organizations wish to keep well trained and effective workforce. Employees with higher job satisfaction are important since they believe that the organization would have tremendous future in the long run and the employer gives credit to the quality of their work, hence those employees are more committed to the organization, have higher retention rates, and tend to have higher productivity. In order to make the best use of people as a valuable resource of the organization, attention must be given to the relationship between staff and the nature and content of their jobs. The organization and the design of jobs can have a significant effect on staff where attention needs to be given to the quality of working life. Many managers in the oil and gas companies when asked what motivates their employees and how to retain them always answer with confidence money, money and money as the only retention factor. It is because of this limited view that many companies are having high turnover rates. Money is necessary but it is not sufficient to retain an employee. An oil company needs to do more than increasing salary, in addition it has more options that are non-monetary and are very effective in order to retain and motivate employees. Motivation is an inner driver that drive individuals to act or perform. Specific theories may propose varying set of factors influencing motivation (Harder, 2008). But many scholars agree that motivation is psychological process that causes the arousel, direction, intensity and persistence of behaviour (Locke and letham, 2004; Pinder, 1998). There are numerous motivation theories that have influenced the way organisations manage employees to achieve a motivated work force. These theories attempt to explain why people behave the way they do and advice on factors and strategies which when employed can get the best out of employees in terms of their commitment to work. Notwithstanding, because of the complex nature of the issues worth considering when motivating people, it is always not an easy task when it comes to organisations motivating workers for effective performance. Job satisfaction is important to an organizations success. Much research has been conducted into ways of improving job satisfaction of workers in various sectors of the Malaysian economy, including the academic sector (Wong Teoh, 2009; Noordin Jusoff, 2009), the hotel sector (Abd. Patah, Radzi, Abdullah, Adzmy, Adli Zain, Derani, 2009), the government sector (Yahaya, A., Yahaya, N., Arshad, Ismail, 2009), the non-profit sector (Ismail Zakaria, 2009), the naval sector (Mohd. Bokti Abu Talib, 2009), and the automobile manufacturing sector (Santhapparaj, Srinivasan, Koh, 2005). There has been relatively little research into the determinants of job satisfaction in the oil and gas in Malaysia. Therefore, this paper endeavours to address this literature gap. PROBLEM STATEMENT One of the leading challenges facing by Managers nowadays is execution of effective human capital strategies to augment firms performance. As a result of pressure to perform, the worth of satisfied employees becomes more indispensable. Job satisfaction describes that how much happy an individual is with his/her job. According to Locke (1976) job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of ones job and job experiences. The happier the individual, the higher is level of job satisfaction. It is assumed that positive attitude towards work and greater organizational commitment increases job satisfaction which in return enhances performance of the individual (Linz, 2002). However, the relationship between motivation and job satisfaction appears to be a very complex one. The fact that employees are satisfied does not necessarily mean that they will perform well and motivated. They may be satisfied because they may not have to work hard, conversely, employees who work hard may not be satisfied. They may be working hard in order to avoid some form of disciplinary action against them (Bhagat, 1982). From findings, the issue of job satisfaction amongst employees also has escalated into other human resource issues such as high turnover. In this era of war for talent, organization realized the high costs associated with turnover and the time spent in replacing the resigned staff. This problem is happening in almost every industry in Malaysia with turnover rate on the rise. Based on the data collected in Hewitts 2007 Total Compensation Management survey, the average employee turnover rate is 18% (Hewitt, 2008). Another report by Hewitt in The Edge Malaysia in 2009, retaining staff would increasingly prove challenging as the turnover rate in Malaysia increased to 10.1% in 2009 compared to 9.3% in 2008. As reported by Malaysian Employers Federation (MEF) in their recent Salary Survey for Executives/Non Executives 2010: Average Monthly Turnover Rate (July 2009-June 2010) Non Executive Executive Oil Gas/Petroleum/Chemical Industry 1.56% 0.87% Overall 1.97% 1.35% Source : Malaysian Employers Federation (MEF) The report showed that the turnover rate for non executives is much higher than executives and this is linked to low employee satisfaction. The employees desire to hop from one job to another seem to be the trend of today. In three recent surveys conducted in the United States, Canada and Malaysia, it was reported that more than half would abandon their employers if offered comparable jobs elsewhere (McShane, 2009). Despite monetary rewards, commitment amongst employees is still low. Therefore, the researcher is hoping that this study will be able to provide answers to the following statement: Does achievement increase employee satisfaction? Does advancement increase employee satisfaction? Does work itself increase employee satisfaction? Do recognition increase employee satisfaction? Do growth increase employee satisfaction? The manager needs to understand how best to make work more satisfying for employee and to overcome obstacles to effective performance. As mentioned earlier, because of a high competition, therefore every organization has to compete with other organization. In this connection in order to achieve competitive advantage the organization has to retain work for, organization expects that satisfying employees are more performing. Therefore, there is a need for the organization to satisfy their employees to achieve their objectives. For the employees point of view, job satisfaction leads to several benefits such as, reducing moral stress, create new thinking and innovation which lead them to high level, fresh mind, good relationship with co-workers, supervisor and employees etc. Competition as a result of globalisation, information technology and industrialisation has compelled managers all over the world to seek to motivate their employees in order to get the best out of them and to stay co mpetitive. This has led managers to employ all sorts of techniques to motivate and satisfy their employees. RESEARCH OBJECTIVES The main objectives of the study is to examine the impact of motivational factors on employee job satisfaction. Therefore, the objectives of this research are as follows: To identify the employee perception in regards to achievement, advancement, work itself, recognition, growth and job satisfaction. To examine the relationship between achievement and employee job satisfaction. To examine the relationship between advancement and employee job satisfaction. To examine the relationship between work itself and employee job satisfaction. To examine the relationship between recognition and employee job satisfaction. To examine the relationship between growth and employee job satisfaction. To examine the impact of motivational factors on employee job satisfaction. RESEARCH QUESTIONS The researcher would like to investigate the impact of motivational factors on employee job satisfaction. Therefore, the research questions that will hold relevance to the study are: What is the employee perception with regards to achievement, advancement, work itself, recognition and growth? Is there a relationship between achievement and employee job satisfaction? Is there a relationship between advancement and employee job satisfaction? Is there a relationship between work itself and employee job satisfaction? Is there a relationship between recognition and employee job satisfaction? Is there a relationship between growth and employee job satisfaction? Do motivational factors have an impact on employee job satisfaction? RESEARCH FRAMEWORK The investigation of this study is to analyze the motivational factors that cause job satisfaction in the workplace of employees employed by oil and gas company headquarted in Kuala Lumpur, Malaysia. In essence, the research will focus on the factors that contribute to job satisfaction and high motivation amongst employees. The motivational factors that will be used in this research only focus on achievement, advancement, recognition, work itself and growth. Achievement Specific successes, such as the successful completion of a job, solutions to problems, vindication, and seeing the results of your work. Advancement Actual changes which enhance position or status at work. Recognition Any act of recognition, be it notice or praise. A distinction can be made between situations where concrete rewards are given along with acts of recognition and those in which they are not. Work itself The actual or nature of the job or phases of it. Growth Changes in job situation where the possibilities for professional growth increase. Besides new vistas opened up by promotion, they include increased opportunities in the existing situation for learning and practicing new skills. SIGNIFICANCE OF THE STUDY The researcher hopes that this study will contribute to numerous benefits in terms of theoretical, management as well as academic perspectives. Theoretical perspective: The study would help to shed new light of the usefulness of the Herzberg Two-Factor Theory in explaining the importance of employee motivational factors on employee job satisfaction. Management perspective: The management can use the findings from this study to assist them to gain competitive advantage over their competitors in employee commitment from the same industry. This study is also aimed at helping employees to identify the motivational factors that will drive them towards being more committed and loyal to the organization. The employees will feel contented which is the factor that will make them stay longer in the organization. The longer employee stays with an organization, the more valuable they will be in terms of seniority, skill and knowledge. Academic perspective: This research will benefit other student to understand the impact of motivational factor on job satisfaction better and could be a reference or guideline for other researcher who is interested to study this three relationship dimension in other industry. SCOPE OF THE STUDY The scope of this study only covers employees from oil and gas industry who are based at the headquarters in Kuala Lumpur. For the purpose of this study, the motivational factors only include achievement, advancement, recognition, work itself and growth. LIMITATIONS OF THE STUDY Sample select a sample population that may not reflect the overall population. Respondents too dependent on the self-reported responses. Time limited time to collect back the questionnaires as some of the respondents may be working outstation or on a short foreign assignment. These abovementioned factors may affect the accuracy of the data and steps have been undertaken to reduce this problem by assuring the respondents that this study is confidential. Employees can then be rest assured as to provide true and fair opinion as they need not furnish their names in the questionnaire.

Martin Luther King. American Rhetoric Essay

Martin Luther King Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While giving his speech, Martin Luther King used pathos as well as ethos and logos. By using pathos, King intended to make the people hate racism. King states that Negroes have been crippled by â€Å"†¦chains of discrimination†¦ (American Rhetoric, 2001)†By this statement, King intended to make the whites realize that they have broken the promises drafted in the constitution. While using ethos, King uses the example of bad check. This is seen when he states that denying Negroes their civil rights shows that, â€Å"†¦America has given the Negro people a bad check†¦(American Rhetoric, 2001)†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While using logos, King refers to the Emancipation Proclamation that was signed by Lincoln in a move to end slavery. While addressing the crowd, King states that Lincoln signed the Emancipation proclamation to end, â€Å"†¦the long night of their captivity†¦ (American Rhetoric, 2001)† The main objective of this statement was to inform the crowd that that even Lincoln, a very prominent figure in the US history, was against racism. References American Rhetoric. (2001). Martin Luther King, Jr. Retrieved on 1 January 2015 from http://www.americanrhetoric.com/speeches/mlkihaveadream.htm Source document

Internal Factors Essay

Parents strategies( W1+ T2)| a) SO strategy Eastern & Oriental has a good brand name and well- known product among Malaysians. Brand equity is the value and strength of the brand that decides its worth. E&O is a strong and familiar company with their brand like hotels where is give some favourable positive strong and distinctive brand association in the public’s memory. Eastern & Oriental Berhad should strengthen their promotion method by using advertisement through mass media. E&O can use Malaysian Tourism Sector to improve their brand equity. Malaysian Tourism Sector is the one way to promote product and let people know their products. Populations in Malaysia increasing everydays, it gives E&O more opportunities with increasing the number of branches. Besides that, E&O can expand their business with make a good relationship between employee. Great relationship with employee can motivate workers to do great tasks and jobs. b) ST strategy As we know nature disaster is not under our controlled. We cannot control when nature disaster can occur. Eastern & Oriental can take this threat as a strength, where E&O may build many station or branches as alternative options. So that, when disaster nature happens, only station for that location are damaged but then, there are anothers branches. E&O have to build a good relationship between customers. So that, indirectly, customers will help E&O promote their products to relatives, friends and others. Top management of E&O should emphasize about relationships between customers and employees. Success of a company not only depends on the operating solely but also the efficiency of employees in the company. For E &O Berhad, their employees are most valuable asset toward the success of business. Beside the incentives that already be given to the employee such as rewards, E & O incentives for workers who perform on their performances accordance to standards such as reward or bonuses is one of the strategic method to motivate workers give full commitment in completing their jobs. Natural of human being, people tends to do their best if they will be rewarded. By using this method of management, an organization could get benefit in their production and thus increase the profit. c) WO Strategy Placing a good strategic can affect the frequency number of customers’ consumption towards company’s products. This is one of the factors which the company should have to be concern regarding sensitivity of customers that is risk assessment. E & O can analyze and do research of the environmental scanning in terms of the location which has uncertainty risk that it will be threat towards company’s activity performance such as earthquakes, rainfall region, high land and any other places that have high possibility in risk. As we know, nowadays people tends to use technologies most of the time. Purchasing groceries, monitor children and others transactions with the technology. So that, E & O must take this threats of technologies as a opportunities where it can ease E & O more. d) WT Strategy In order to avoid competition in hospitality industry, E & O could use a parent procedure or guidelines to overcome those threats. Parents procedure usually was a successful strategy that already approved by the performance of parents company. Thus by using parents procedure, E & O just not able to overcome the threats but also able to increasing company performance toward company objective. Ratio Analysis. Ratio| Formula| Answer| Current Ratio| Current AssetsCurrent Liabilities| E&O Berhad’s rich history and heritage, infused by its namesake, the E&O Hotel in Penang form the cornerstone for the Group’s corporate social responsibility (CSR) initiatives. This is E&O’s guiding principle as they conduct their business in a manner that will enable them to contribute towards the preservation of the heritage, culture and arts within the communities they operate in. This is specially meaningful since George Town’s inscription as a UNESCO World Heritage Site in 2008 as well as the recognition of the 127- years old E&O Hotel as a Penang heritage landmark. Demonstrate they commitment to and belief in CSR by conducting their business in an economically, socially and environmentally responsible manner while simultaneously balancing the interests of their diverse stakeholders. Preserving culture, heritage and arts During the financial year, a significant portion of the E&O Group’s limited available resources were allocated towards heritage and cultural activities supporting George Town as a UNESCO World Heritage Site, consistent with the Group’s strong presence in Penang. This included supporting the month- long George Town Festival (GTF) which is organized by the Penang State Government, Municipal Council of Penang Island, George Town World Heritage Incorporated and Penang Global Tourism to commemorate the city’s inscription on the UNESCO World Heritage listing. The Group’s collaboration with The Actors Studio (TAS), Malaysia’s foremost performing arts group, to set up the Performing Arts Centre of Penang (penangpac) is seen as a positive step in providing penangites and the northern region with greater access to the arts. Other ongoing CSR initiatives include contributions to underprivileged communities, charities and non- governmental organisations as well as facilitating the Community Recycling Centre in their Seri Tanjung Pinang masterplanned seafront development as part of the â€Å"Green Our World† initiative where proceeds from the sale of recyclable items were donated to charity. The Group also contributed to the Chinese New Year Cultural and Heritage celebrations that were held Penang- state wide with the participation of local associations and schools in the core heritage zone. Transparency in the market place. In maintaining transparency and accountability to their stakeholders, the Group continually provides clear, transparent and timely information to the marketplace through regular press releases, roadshows, briefings, meetings and interviews with members of the media, investment community and analyst. Shareholders and invited participants like the Minority Stakeholder Watchdog Group (MSWG) are briefed directly on the company’s performance and plans at annual and extraordinary general meetings. Accessible in the public domain and regularly updated is the Group’s corporate information at www. easterandoriental.

The Globalization of Cell Phones - 2179 Words

Principles of Globalization Globalization is a process of collaboration and amalgamation among different cultural groups, a process driven by trade, investment and the advancement of technology. It creates a world where everyone is united and there is a single culture flowing through many different lifestyles, effecting environment, political systems, economic development and prosperity, and the physical well-being of individuals (www.globalization101.org). The concept of globalization has been in act for many years, however recently, the severity of the merging cultures is becoming much more apparent. There are many types of globalization, each focusing on a different aspect in today’s current world issues. Economic globalization†¦show more content†¦This fact is evidently proving that the american culture is spreading and it is happening through the devices we all currently hold. Without the various producers continuing to operate and manufacture phones, the industry would not be able to go gl obal, preventing the use of cell phones to travel across the globe to various continents. The Lead-Up With the recent advancement in information technology, it is foreseeable that the trends will spread to countries all over the world. Where developing countries used to not have any form of communication, the recent expansion has reached out all the way to these former-deprived countries. The developing world represents approximately 75% of all mobile phone subscriptions, suggesting that the effects of globalization are being felt across the globe and not just in the developed world (http://blogs.sungard.com/ten/efficiency/opportunities-for-banks-in-this-age-of-ubiquitous-mobility/). The use of mobile phones and technology in developing countries used to not even be an option, as they did not have these insightful opportunities. 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