Definitions of Evaluation Coursework Example | Topics and Well Written Essays - 500 words

Definitions of Evaluation - Coursework Example nt and development of the best workforce that will, in turn, enable both the employees and the organizations to efficiently accomplish their set goals. The opportunities that an organization’s HRD provides to its employees can be in or beyond their workplaces. The HRD could be formal as in the training programs that are offered within learning institutions (Heathfield, 2012). Alternatively, it could also be informal where managers within an organization are responsible for coaching their employees on various aspects concerning their organizations. HRD has also been defined as the departments that are found within organizations that have been charged with the duty of organizing their employees and reporting on their working relationships. This is done while ensuring the behavior best conforms to their organizational goals. A department of human resource that is forward thinking has been described as one that is concerned with the provision of effective policies, guidelines and procedures that are friendly. This department is responsible for ensuring that an organization’s mission and values along with visions that enable the company to focus on success are usually optimized. The department is generally responsible for compensating, ensuring safety, anddeveloping the human resources within an organization (Heathfield, 2012). Evaluation, on the other hand, has been defined as involving the activities assessing or judging the worth of some work that has been done within an organization or a service provision institution. The major purpose of carrying out the evaluation process is that it helps an organization in reflecting on what it intends to achieve in the course of its operations and assessing its success rate in the achievement of their set goals. It additionally helps in the identification of the required changes within the organization to ensure the set goals are achieved within the budget and cost constraints that have been set (Tufo, 2002). Evaluating a

NASCAR's New Strategy Case Study Example | Topics and Well Written Essays - 750 words

NASCAR's New Strategy - Case Study Example The lawsuit filed by a shareholder can be detrimental to NASCAR in the long run as it can lead to huge contingent liabilities. Considering the prevalence of bias in favor of the company-owned ISC, there is a small probability that NASCAR will win the case. The new rating system put forward by Brian France is met by hesitation and resistance from the current drivers. This can also probably discourage other players and hurt the company's operations. Brian France also needs to consider these issues in the face of NASCAR's move in opening a new track in New York City. All of the aforementioned considerations will have a great impact on this market development strategy. Brian France has three strategic alternatives to choose from in order for NASCAR to sustain its position in the market: 1. focus on developing strategic alliances with its sponsors and forging new ones by finding new venues where the sponsors are given more exposure; 2. voluntarily divest its shares by selling some of its stock to other shareholders; and 3. finding new markets such as Canada. NASCAR recognizes that sponsors are the lifeblood of the business organization. Without sponsorships, stock car racing events will not be held and funded. Thus, the move in developing tighter strategic alliances with current sponsors will be advantageous. ... However, this will give NASCAR the problem of identifying ways on how added and enhanced exposure could be given. The company can also voluntarily divest its shares in order to ward off threats of other lawsuits because of bias and unfairness. This can also give the business organization new blood and ideas which can be beneficial in the long run. However, divestiture can posts problems especially on the management aspect. Looking for other markets like Canada will give NASCAR and its sponsors new opportunities to promote their products. However, in pursuing this alternative, the company also needs to shell out huge amounts of investments. RECOMMENDATION: This paper recommends that NASCAR pursue the first alternative that is, pursue tighter strategic partnership with its current sponsors through the identification of venues where they get more exposure. The company can do this by setting up online gaming and putting advertisements in its gaming website. NASCAR timed advertisement during games can widen the sponsor's reach and gives them more exposure thus, maximizing their investments.

Operation Management Essay Example for Free

Operation Management Essay Hard Rock uses these ten critical decisions of operational management; â€Å"Service and product design, Quality management, Process and capacity design, Location, Layout design/Job design, Supply-chain management, Inventory management, Scheduling and Maintenance†. These practices give the Hard Rock Cafe an edge in meeting new and growing needs of the restaurant, and entertainment industry. The service and product design Hard Rock sells is not just food, it’s a statement and a storied culture that has changed with time as we do as people. The â€Å"living on the edge† crowd of the 1980s can still live a little on the edge today in a Hard Rock restaurant, casino or even in a rock concert. The company is selling the feeling of still being a rebel. Hard Rock Cafe has grown into a successful industry that was once limited to a twenty something budget to grow with the wallets of the generation that gave birth to it. The quality management has been a key factor providing an environment that people want to continue to come back to. High quality products such as gourmet food, quality merchandise, and excellent service have kept the Hard Rock from dying. The individual sight managers alongside with the overall operation managers are responsible for maintaining the high quality products and environment that people expect to find there. Hard Rocks process and capacity design along with location selection are chosen based on high population areas with specific geographic requirements to ensure a large volume of customers. The location chosen requires a high capacity facility that is capable of serving its large number of customers. This is accomplished not just by size but by layout design and the efficient flow of  product and delivery of that product. That product flow along with a good human resources and job design are a crucial part of managing a Hard Rock. The management of the supply-chain and inventory/material is another essential part of Hard Rocks success. Managers have to purchase the correct equipment and supplies needed to efficiently produce the high quality products and take into account how much inventory is required and when to restock. This takes good data analysis and continually requires review to ensure proper inventory of supplies at all times. Lastly, managers need to take into account intermediate and short-term scheduling along with when to perform maintenance on equipment and facilities. Planning on high business times of the year managers can schedule preventative maintenance during the slower parts of the year. In the same way they can schedule part time employees to accommodate the influx of customers during busier parts of the year. Works Cited Professor Barry Render, J. H. (2013). Case Analysis on the Hard Rock Cafe. Trident University.

Home Homeless Housing

Home Homeless Housing This essay will begin by defining homelessness and who it affects. Following this will look at the National Assistance Act 1948 followed by The Housing (Homeless Persons Act) 1977 which imposed a duty on authorities to tackle the problem of homelessness. The Housing Act 1996 will be discussed and also various statistics given. The Homelessness Act 2002 will also be discussed and finally how the prevention of homelessness is seen as a priority for the government and the strategies which they have implemented to house the homeless. Most poor people live in some sort of home or permanent shelter. However, those who do not, the homeless, have become very visible in the streets of cities over the past twenty years (Giddens, 1997). According, to Giddens (1997), â€Å"Like poverty, homelessness isnt as easy to define as we might imagine. Two generations ago, most people still thought of ‘home as the family home. Homeless people were seen as individuals who lived in hostels on skid row. They were called homeless because they lived alone and rarely saw their families or kin†. Over the past 30 years, much more people have come to live alone by choice and therefore the homeless have become defined as people who have nowhere to sleep, and who either stay in free street shelters on a temporary basis or sleep in places not meant for habitation, such as doorways, on park benches, in railway stations or in derelict buildings (Giddens, 1997). Most of the homeless according to Giddens, (1997) â€Å"are people who find themselves on the streets because they have experienced personal disasters, such as parents or relatives and friends no longer able or willing to accommodate, breakdown of relationship with partner, mortgage default or rent arrears and loss of private rental dwellings and loss of service tenancy or other reasons†. Meanwhile, according to the housing action group Shelter, homelessness had grown by 300 per cent between 1978 and 1992 (Giddens, 1997). Local authorities in England and Wales registered 450,000 people as living without a semi-permanent residence during 1995 (Haralambos et al; 1995). Furthermore, according to Haralambos et al; (1995), â€Å"Shelter estimated there were a further 1.7 million unofficial homeless. These consisted of about 8,000 people sleeping rough, approximately 50,000 unauthorised tenants and squatters, 137,000 single people in hostels or lodgings, 77,000 insecure private tenants and about 1,200,000 people living with friends or relatives who needed a home of their own†. Although, not all of these groups would be left out from statistics on Low Income Families, but nevertheless, the rise in all types of homelessness would make a huge difference to the figures if the homeless were included. By this, it can be argued that some of the homeless are suffering from absolute poverty since they do not even have adequate shelter (Haralambos et al; 1995). The provision of more adequate forms of housing is of key importance in tackling homelessness, whether the housing is directly sponsored by the government or not (Giddens, 1997). According to Giddens, (1997) â€Å"regardless of why people are on the streets, giving them a place to live that offers a modicum of privacy and stability is usually the most important thing we can do to improve their lives. Without stable housing, nothing else is likely to work†. The National Assistance Act 1948 ended the Poor Law structure which supported the poor. However, it did not clearly deal with the homeless. For those who were without roofs over their heads they were dealt with by the social services departments (Walsh et al; 2000). As the housing departments felt they had no obligations to house homeless people, and with approximately 2 million people with inadequate or no housing at all after the Second World War (Walsh et al; 2000). By the late 1940s Britain witnessed some of the most serious civil disobedience towards the government, when thousands of people decided to squat on disused military bases and in empty properties (Walsh et al; 2000). Furthermore, the government ignored the problem of homelessness right through the 1950s, 1960s and early 1970s (Walsh et al; 2000). Successive governments either denied there was an issue with homelessness, or they saw the homeless, as people who had brought this condition upon themselves (Walsh et al; 2000). Meanwhile, families who were taken as being homeless by the local authority social services department were housed in temporary or emergency accommodation until they could solve their own housing situations. Furthermore, after a period of time, if their situation had not improved and suitable accommodation found, children were at risk of being taken into care (Walsh et al; 2000). However, in 1977 a private members bill was passed by parliament which recognised homelessness, and set up a supporting structure for dealing with the problem. The Housing (Homeless Persons) Act 1977 was an important way forward to accepting the problems which poor people faced in obtaining housing (Walsh et al; 2000). According, to Carnwath, (1978), â€Å"The words ‘homeless and ‘homelessness, have been used in widely different contexts. They are sometimes used to include all those living in unsatisfactory conditions. Too wide a definition of homeless could tend to obscure the pressing needs of those who are literally without shelter, or are likely to lose in the immediate future what shelter they have†. Furthermore, Carnwath, (1978), The Housing (Homeless Persons) Act 1977 â€Å"transfers statutory responsibility for the homeless from social services authorities to housing authorities. It has become widely accepted over recent years that homelessness is primarily a housing problem, and the primary responsibility for dealing with it should therefore lie with housing authorities, who are naturally better equipped than social services authorities to provide a permanent solution. The effect of the Act will be to ensure that dealing with the problems of homeless will rightly become a normal part of day-to-day housing activities of every housing authority in the country†. The Housing (Homeless Persons) Act 1977 according to Walsh et al; (2000) â€Å"imposed a duty on local authorities to provide permanent accommodation for homeless families who were defined as belonging to ‘priority groups and to give ‘advice and assistance to other homeless people. A person or family was defined as homeless if they had no legal right to housing or if threats of violence prevented them from exercising that right†. Furthermore, Walsh et al; (2000) â€Å"In defining homelessness, the quality of housing was not taken into account, so people living in overcrowded housing, or even accommodation that was injurious to health, were not counted as homeless. The priority groups that had to be provided with permanent housing were, families with children, pregnant women and people sharing their households which could include a male partner, disabled people and elderly people†. In order to obtain housing, the priority groups had to prove to the authorities that they were not deliberately homeless. There was also concern that the Act was being manipulated by people in order to be placed on the ‘priority list (Walsh et al; 2000). This affected the chances of people on the ‘ordinary waiting list and who were living in poor conditions from being considered for housing as their conditions were not grounds for obtaining housing (Walsh et al; 2000). As a consequence of this a tightening-up of the provision of housing for the homeless was introduced (Walsh et al; 2000). Although more attention was being directed towards the young, single mothers who were jumping the housing lists and given priority, less notice was given to the volume of council houses being purchased by existing tenants in the 1980s and the fall in local-authority house-building, resulting in less properties available for rent (Walsh et al; 2000). The properties which had not been purchased and available for rent were on less desirable estates, and often the homeless were placed there (Walsh et al; 2000). By 1996, over 42% of all new local authority tenants were being attracted from the priority homeless groups (Walsh et al; 2000). By the mid-1990s there was strong disagreements to the 1977 and 1985 Acts and the Conservative government introduced the Housing Act 1996 (Walsh et al; 2000). The new Act according to Walsh et al; (2000) â€Å"introduced some very significant changes which made it more difficult for the homeless to be housed permanently. The definitions of homelessness and priority groups were largely retained, but instead of permanent accommodation, local authorities were only obliged to provide temporary accommodation for two years†. During that period, the persons or families in question had to make satisfactory attempts to re-house themselves, as the local authority were not required to provide continuing accommodation (Walsh et al; 2000). Furthermore, according to Walsh et al; (2000), â€Å"the accommodation that the local authorities would provide on a temporary basis was largely to be outside the local authority housing stock. The homeless were therefore to be housed in the private for-rent market, if that was possible, or in hostels, or in housing association properties†. With the decrease in size of the local authority housing stock and the governments Homeless Initiative of 1989 which allocated an extra  £250 million to reduce homelessness in England over a two year period, was directed at London and the South East, which were the main problem area (Balchin, 1995). Of this sum  £177 million went to local authorities to repair their empty properties and lease houses in the private sector for short term housing, and  £73 million to the housing associations for the same purpose (Balchin, 1995). Furthermore, voluntary groups were given grants to help the homeless, which totalled  £2 million in 1990-91 and  £6.1 million in 1992-93 (Balchin, 1995). A rough Sleepers initiative was started in June 1990 with an allocation of  £96 million over a period of three years, with a further  £86 million in 1992 to further the initiative until 1996 (Balchin, 1995). The funds provided hostel spaces and created more permanent move-on accommodation for peop le leaving hostel accommodation. More money was given to local authorities to increase the total number of places for former rough-sleepers in housing leased from private owners (Balchin, 1995). According to Balchin, (1995) â€Å"By mid-1992, the Rough Sleepers Initiative had provided about 850 places in hostels and over 1,200 in move-on accommodation, and a further 1,300 permanent places by December 1993. It is probable that the initiative was largely responsible for reducing the number of people sleeping rough in Central London from 1,046 in January 1991 to 440 in March 1992†. However, with the improvements success, the initiative had only a slight effect on the total problem of homelessness. At the time of its launch, Shelter, according to Balchin, (1995) dubbed it a â€Å"sticking plaster over the wound of Britains growing housing shortage, while the Institute of Housing said that the initiative was ‘calamine lotion to cover the spots†. In December 1989 extra measures to tackle homelessness was announced in Wales. To use the Homelessness Reserve of over  £4 million in an effective way, local authorities were encouraged to submit offers involving partnership schemes with housing associations, and support for voluntary organisations was increased to  £580,000 in 1992-93 (Balchin, 1995). A three year programme to help young single homeless people in Cardiff to find and retain permanent accommodation was started worth  £800, 000 (Balchin, 1995). Meanwhile, in Scotland  £15 million was allocated in the early 1990s to fund projects to tackle homelessness (Balchin, 1995). In 1992-93,  £7.5 billion was spent funding 44 projects which included the supply of emergency hostels, follow-on accommodation, and furnished tenancies in Edinburgh and other places, which provided accommodation for 700 homeless people. Other measures to deal with homelessness included the Flats over Shops Initiative and a system to use homes repossessed by mortgage lenders for accommodating homeless families (Balchin, 1995). However, according to Balchin, (1995), â€Å"The policy measures involved comparatively little public expenditure. The largest of these, the Homeless Initiative, involved expenditure of only  £250 million ‘a paltry sum when measured against the scale of the problem, it was clear that the government was ‘skimming the surface of the problem, instead of tackling the root cause by investing more money in housing†. The Homelessness Act, (2002) which forms the main part of the governments plan for dealing with homelessness in England and Wales, gives more protection to those who are in priority need for housing, such as families, and gives people more choice in the housing they are allocated. The Act furthers the list to include 16 and 17 year olds and 18 to 21 years old who are care-leavers, as well as people who are vulnerable as a result of fleeing violence. Local authorities have a duty to carry out a homeless review, and develop a homeless strategy for the area to prevent homelessness, and provide accommodation and support to people who are or may find themselves homeless. Furthermore, the Homelessness Act, (2002) is considered to be the most important piece of government legislation introduced on housing and homelessness since the Housing Act 1996. Under the Housing Act 1996 (Part VII) and the Homelessness Act 2002 councils must make enquiries to decide what legal housing obligations they have towards a person, and what other help they are entitled to receive as a result of their homelessness application. According, to Communities and Local Government, (2008) â€Å"An extra  £9.6 million to help rough sleepers make a permanent move away from the street was announced by Housing Minister Caroline Flint. The funding will support an additional 11 projects and 2 existing ones to improve and build new hostels and homelessness services across the country, helping homeless people back into independent living by giving them new skills and training†. Furthermore, according to Communities and Local Government, (2008), â€Å"It brings the total investment under the Governments Places of Change Programme to  £80 million over the next three years which will deliver 80 schemes, transforming hostels and homelessness services†. The Housing Minister visited the newly refurbished St. Mungos Endell Street Homeless hostel, which was given  £3.24 million under the previous round of programme, to find out from the residents how the centre had made a difference to their lives (Communities and Local Government, 2008). According to Balchin, (1995) â€Å"It is therefore important to increase the supply of low-cost housing by putting empty houses back into use and to embark upon new house building programmes. Outside of central government, there have been several initiatives taken to reduce the number of empty dwellings. Funded by voluntary organisations, the Empty Homes Agency was set up in 1991 in an attempt to accommodate homeless families in some of the countrys then, 760,000empty houses and flats. The agency aimed to put the owners of empty houses in touch with housing associations subsequently letting them to homeless people nominated by local authorities†. Homelessness acceptance figures show that they have gone down gradually from 35,770 in the third quarter of 2003 to 15,240 during October and December 2007. This is due to effective homelessness strategies and prevention methods implemented by Local Authorities in England (Communities and Local Government, 2008). Statutory Homeless Statistics for 0ctober to December 2007 were down 12 per cent in acceptances compared with the same period the previous year (Communities and Local Government, 2008) Furthermore, the number of people living in temporary accommodation has gone down since the end of 2005, after a time when the figure had stayed the same at around 101,000 and was below 80,000 at the end of December 2007 (Communities and Local Government, 2008). Other statistics show that 87 per cent of households were in self-contained accommodation, 66 per cent in private sector accommodation, 20 per cent in accommodation by social landlords and 9 per cent were in hostel accommodation and womens refuges. Just 5 per cent of households in temporary accommodation were in bed and breakfast accommodation (Communities and Local Government, 2008). And also, 76 per cent of households in temporary accommodation included dependent children and 92 per cent of these were in self-contained accommodation. (Communities and Local Government, 2008) As the prevention of homelessness is a priority for the government they aim to reducing the number of households in temporary accommodation to 50,500 by 2010 (Communities and Local Government, 2008). Since July to September 2003 the figure of households accepted as homeless under the homelessness legislation has gone down by 54 per cent and the number of households in temporary accommodation has fallen below 83,000, the lowest level since July 2002 (Communities and Local Government, 2008). These achievements are due to huge Government investment in services to prevent homelessness and also by continually supporting local authorities and voluntary sector agencies (Communities and Local Government, 2008). The Governments funding for local authority homelessness grants has increased by 23 per cent from  £60 million in 2005-06 to  £74 million in 2007-08, thus bringing the total investment in prevention to  £200 million over three years (Communities and Local Government, 2008). In conclusion, there have been significant policies implemented across the UK to deal with homelessness in recent years, and with legislations from the government and strategies from authorities to tackle homelessness the governments target of reducing the number of households in temporary accommodation will be achieved by the date set. References Balchin, P. (1995). Housing Policy an introduction, Routledge, London Carnwath, R. (1978). A Guide to the HOUSING (Homeless Persons) ACT 1977. Charles Knight @ Company Ltd. London Communities and Local Government, (2008), Housing. ‘Tackling and Preventing Homelessness. Available at: http://www.communities.gov.uk/housing/homelessness/tacklingpreventing/ Communities and Local Government, (2008), Housing. Homelessness trends, Homelessness ‘Acceptances. Available at: http://www.communities.gov.uk/housing/homelessness/homelessnesstrends/ Giddens, A. (1997). Sociology. Polity Press: Cambridge Haralambos, M; Holborn, M. and Heald, R. (1995). Sociology Themes and Perspectives, Collins Educational, London Homelessness Act, (2002). Available at: http://homelesspages.org.uk/kwds/keywords.asp?kwid=291 Walsh, M; Stephens, P. and Moore, S. (2000), Social Policy and Welfare. Stanley Thornes (Publishers) Ltd. Cheltenham

The Grapes of Wrath: No One Man, But One Common Soul :: Grapes Wrath essays

The Grapes of Wrath: No One Man, But One Common Soul         Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Many writers in American literature try to instill the philosophy of their choosing into their reader.   This is often a philosophy derived at from their own personal experiences.   John Steinbeck is no exception to this.   When traveling through his native Californian in the mid-1930s, Steinbeck witnessed people living in appalling conditions of extreme poverty due to the Great Depression and the agricultural disaster known as the Dust Bowl.   He noticed that these people received no aid whatsoever from neither the state of California nor the federal government.   The rage he experienced from seeing such treatment fueled his novel The Grapes of Wrath.   Steinbeck sought to change the suffering plight of these farmers who had migrated from the midwest to California.   Also, and more importantly, he wanted to suggest a philosophy into the reader, and insure that this suffering would never occur again (Critical 1).   Steinbeck shows in The Grapes of Wrath that there is no one man, but one common soul in which we all belong to.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The subject of Steinbeck's fiction is not the most thoughtful, imaginative, and constructive aspects of humanity, but rather the process of life itself (Wilson 785).   Steinbeck has been compared to a twentieth century Charles Dickens of California; a social critic with more sentiment than science or system.   His writing is warm, human, inconsistent, occasionally angry, but more often delighted with the joys associated with human life on its lowest levels (Holman 20).   This biological image of man creates techniques and aspects of form capable of conveying this image of man with esthetic power and conviction; the power to overcome adversity through collectiveness, or in this case, as one combined soul(Curley 224).      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Steinbeck's basic purpose of the novel is essentially religious, but not in any orthodox sense of the word.   He is religious in that he contemplates man's relation to the cosmos and attempts to transcend scientific explanations based on sense experience.   He is also religious in that he explicitly attests the holiness of nature (Curley 220).   A common fear during the nineteenth century was one of this naturalism leading to the end of reverence, worship, and sentiment.   Steinbeck, however, is the first significant author to build his own set of beliefs, which some would refer to as a â€Å"religion,† upon a naturalistic basis.   Because of his â€Å" religious† style on a naturalistic basis, he is able to relate man with a natural soul that they own, and combine them into a grouping of a larger, more important soul (220).      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   America and American literature was founded on the spirit of

Auschwitz Concentration Camp :: essays research papers

Auschwitz EVEN IN THE SILENCE OF THE POLISH countryside, Auschwitz can not rest in peace. The name alone prompts instant recognition--a shorthand for the criminal barbarity of the 20th century. If ever there were a place in which myth was unseemly and unnecessary, where fact could be left unadorned, it would be Auschwitz. For 50 years, that has not been the case. The list of myths and misconceptions about the largest Nazi concentration camp is a long one. Soviet investigators declared in May 1945 that 4 million people had died in Auschwitz, and the Polish Communist authorities stuck to this inflated figure until they lost power in 1989. Since then the number has heen revised to between 1.1 million and 1.5 million, which most historians now believe is accurate. Until the Soviet bloc fell, the exhibits at Auschwitz downplayed the number of Jewish victims, suggesting that their part of the total was smaller than the 90 percent figure generally accepted today. In the West, many erroneously believed that the camp was created to murder Jews, and that Auschwitz was the primary killing ground for Polish Jews. The facts are more complex. A former army barracks located near the town of Oswiecim, or Auschwitz in German, the main camp received its first transport of 728 Poles in June 1940. These were political prisoners, usually affiliated with resistance movements. In most cases, they were Catholics, since the deportations of Jews had not yet begun. But as soon as those first prisoners arrived, they were treated to a speech that signaled the future evolution of the camp. "You have come not to a sanatorium but to a German concentration camp where the only way out is through the chimney," Karl Fritsch, the SS chief in charge of the prisoners, declared. "If someone doesn't like it, he can throw himself on the barbed wire. If there are Jews in the transport, they don't have the right to live more than two weeks; priests, one month, and the others, three months." "The camp was created to destroy the most valuable part of Polish society, and the Germans partly succeeded in this," says Zygmunt Gaudasinski, an early political prisoner there. Some prisoners, like Guadasinski's father, were shot; torture was commonplace, and the early mortality rate was very high. That changed once prisoners latched onto jobs--in the kitchens, warehouses and other sheltered places--which increased their odds for survival. Auschwitz Concentration Camp :: essays research papers Auschwitz EVEN IN THE SILENCE OF THE POLISH countryside, Auschwitz can not rest in peace. The name alone prompts instant recognition--a shorthand for the criminal barbarity of the 20th century. If ever there were a place in which myth was unseemly and unnecessary, where fact could be left unadorned, it would be Auschwitz. For 50 years, that has not been the case. The list of myths and misconceptions about the largest Nazi concentration camp is a long one. Soviet investigators declared in May 1945 that 4 million people had died in Auschwitz, and the Polish Communist authorities stuck to this inflated figure until they lost power in 1989. Since then the number has heen revised to between 1.1 million and 1.5 million, which most historians now believe is accurate. Until the Soviet bloc fell, the exhibits at Auschwitz downplayed the number of Jewish victims, suggesting that their part of the total was smaller than the 90 percent figure generally accepted today. In the West, many erroneously believed that the camp was created to murder Jews, and that Auschwitz was the primary killing ground for Polish Jews. The facts are more complex. A former army barracks located near the town of Oswiecim, or Auschwitz in German, the main camp received its first transport of 728 Poles in June 1940. These were political prisoners, usually affiliated with resistance movements. In most cases, they were Catholics, since the deportations of Jews had not yet begun. But as soon as those first prisoners arrived, they were treated to a speech that signaled the future evolution of the camp. "You have come not to a sanatorium but to a German concentration camp where the only way out is through the chimney," Karl Fritsch, the SS chief in charge of the prisoners, declared. "If someone doesn't like it, he can throw himself on the barbed wire. If there are Jews in the transport, they don't have the right to live more than two weeks; priests, one month, and the others, three months." "The camp was created to destroy the most valuable part of Polish society, and the Germans partly succeeded in this," says Zygmunt Gaudasinski, an early political prisoner there. Some prisoners, like Guadasinski's father, were shot; torture was commonplace, and the early mortality rate was very high. That changed once prisoners latched onto jobs--in the kitchens, warehouses and other sheltered places--which increased their odds for survival.

Motivation

Describe, compare and contrast one process and one content theory of motivation. Evaluate how appropriate they are for organisations today. Motivation is the desire or willingness of someone to do something. Craig C. Pinder (1998) defined work motivation as a â€Å"set of internal and external forces that initiate work related behaviour and determine its form, direction, intensity and duration. † Motivation plays an important role in a business environment, as employee motivation is believed to improved work performance.Discussed in this essay are two types of motivation theories; Content theory which tries to identify specific needs that motivate people and Process theories which is based on developing models relating needs, motives and behaviour. In this essay, I aim to asses content and process theories accordingly; Abraham Maslow’s Hierarchy of Needs Theory and Stacey Adams Equity Theory; comparing these theories and highlighting any assumptions, strengths, weakness , positives and negatives individually and comparatively to be able to come to a critical conclusion as to whether these theories are suitable for organisations today.My content theory is based on Maslow’s Hierarchy of Needs theory, published in 1943 by Abraham Maslow. His hypothesis was that â€Å"human needs arrange themselves in hierarchies† as quoted in his publication of A Theory of Human Motivation in 1943 (p. 370). In hierarchical order physiological needs which entails food, water, shelter and warmth. Safety needs refers to security, stability and freedom from fear. Social needs include the need for affection and friendships. Esteem needs refers to ego needs, recognition and respect.Finally, Self-actualisation, realisation of ones full potential ‘becoming everything that one is capable of becoming. ’ â€Å"When one set of needs is satisfied, it ceases to be a motivating factor. Thereafter the next set of needs in the hierarchy order takes places,à ¢â‚¬  (Maslow, 1943) this continually occurs until the assumption of self-actualisation is satisfied, as Maslow stated, â€Å"a satisfied need is no longer a motivator. † Equity Theory, a process theory first proposed by Stacey Adams in 1963 ocuses on people’s feelings on how fairly they have been treated in comparison with the treatment received by others. It is based on exchange theory (Homans 1961) undergoing an exchange process, which involve inputs and outcomes. In ‘Social Behaviour: its Elementary Forms’ by George C. Homans he created the rule of ‘Distributive Justice’: â€Å" a man in exchange relation with another will expect that the reward of each man be proportional to his costs†¦ the greater the investments, the greater the profit,† (Homans 1961 p. 75).Numerous business environments present inequality, however, the acknowledgement of inequality will motivate an individual to decrease or eradicate the inequality. These two theories illustrate a relationship in terms of how they motivate individuals by fulfilling a need that affects them both mentally and physically; for example, Maslow’s theory suggests you will be motivated to the next ‘higher level’ of needs if the previous level is fulfilled satisfactorily, if this is not met, work performance will deteriorate and affect individuals mentally or physically as they cannot advance to the next level.As well as, Adams Equity Theory; Work on Walster, Berscheid and Walster, 1973 was covered by Kingsley, Catherine, Park, Hee Sun and Lee, Hye Eun (2007) where they suggested â€Å"mathematically, equity theory predicts that people will be uncomfortable in relationships in which their own ratio of inputs to outcomes is not equivalent to the other party’s ratio of inputs to outcomes†, in other words, this ‘discomfort’ can lead to further enthusiasm to reach the next goal or increase input to ultimately increas e outcomes to reach satisfaction and eliminate the ‘discomfort’.Furthermore, research has proved that both theories of Maslow and Adams can result in consequential behaviour if their needs are unable to be satisfied. For instance, Maslow’s theory states there are five stages of the hierarchy, considering psychological needs are most important, in having a healthy work relationship, if this is not fulfilled, individuals might resort to criminal activities to satisfy that need in order to survive.Similarly, evidence from research highlight that there are negative ways in which workers can redress inequality; As seen in Organizational behaviour and Work, Wilson, Fiona M, (2010), it highlights the ways in which individuals act negatively towards inequity â€Å"underpayment leads to lowered job performance (Prichard et al. , 1972; Lord and Hohenfeld, 1979). Another form of reaction to underpayment is disruptive, deviant behaviour, such as vandalism and theft (Holling er and Clark, 1983). Theft might be seen as a means to replenish feelings of underpayment inequity.The Hawthrone Studies conducted by Elton Mayo between 1924 and 1932, showed that employees are not just motivated by the money, â€Å"outcomes,† but their attitudes, â€Å"needs† as well. Initiating the human relations approach to management and the needs and motivation of employees was the primary concentre of managers. In short, both Maslow and Adams theories can be considered Equity theories of motivation. In some way, Equity Theory may seem more relatable to organisations today globally, as equity is part of the human rights laws, as compared to Maslow’s theory.Maslow’s theory is unmasked as ethnocentric by Geert Hofstede (1984), he stated, there are ‘cultural limitations’ in the study of this theory conducted by Haire, Ghiselli and Porter (1966) where Haire et al, concluded ‘the only nationality group that ordered their need importanc e almost, and their need satisfaction exactly, in the Maslow order was the U. S. managers. The other nationalities showed more or less deviant patterns. ’ Hoftsede argues that Maslow’s theory is based on an individualistic society seeking self-actualisation as their most important goal/need.However, in collectivist societies such as China seeking â€Å"harmony† or â€Å"family support† or job satisfaction, which are not represented in the hierarchy of needs, are seen as their necessary goals. Nevis (1983) study emphasises that Maslow’s Hierarchy is not relatable to Chinese culture. His main observations were that there was a difference in the cultures in terms of belonging; Individualistic society as opposed to collectivist societies seeks belonging, whereas collectivist societies basic needs only emerge after they have satisfied their need to belong.This indicates Maslow’s theory is not appropriate to all cultures, however, there is a predo minant relationship illustrating the need for equity in business environments. Empirical support for Maslow’s Theory is lacking (Murcell 1976), Maslow himself admitted in 1962: ‘my motivation theory was published 20 years ago†¦ nobody repeated it, tested it, or really analysed or criticized it. ’ Lowry (1982: 63). Another criticism discussed (McLeod 2007) concerning the assumption that the lower needs must be satisfied before a person can achieve their full potential and self-actualise.McLeod (2007) argues that this is not always the case, and therefore the theory is ‘falsified. ’ Many creative people such as authors, musicians and artists have exhibited self-actualisation without meeting the lower needs. Van Gogh, who was poor and considered by many psychotic; Rembrandt, who had no food or majority of the basic psychological needs; Toulouse Lautrec, whose body tormented him; were all engaged in some form of self actualisation. Perhaps the devel opment of uniqueness and creativity in meeting some of the levels, in someway compensates for the lack of having the basics.It is sensible however to state that some people aim for self actualisation even when their physiological needs or lower needs are not fully met. Moreover, Maslow defined self-actualisers as people of great accomplishment such as dignitaries and presidents. This statement makes it complex to understand the concept of self-actualisation. In fact, Muchinsky (1993) states that Maslow’s theory is more philosophical than empirical, which means it is complicated to test.The only way to do so is to say that ‘all people are at different stages of development, and all of them are self actualisers in some form,’ Poston (2009). Another weakness is the arrangement of hierarchy; Bellot & Tutor (1990) argue that the arrangement does not apply to organisations today and modern society. They conclude that ‘self actualisation is a proponent need fo r self-esteem’ implying self-esteem would follow only after self- actualisation, which is clearly not illustrated in the Maslow’s theory model.Equity Theory can be assessed into four basic propositions according to Huseman, Hatfield and Miles (1987). One of the propositions being: Individuals develop their perception of fairness by calculating a ratio of their inputs and outcomes and then comparing this to the ratios of others (Huseman, et al. , 1987). Noticeably some inputs and outcomes are intangible, in the sense that they cannot be measured or quantified such as Inputs: experience, knowledge, ability, qualifications and ambition of the individual (Cory, 2006) and outcomes: recognition or job security.This makes coming to a suitable conclusion for an individual’s input and outcomes ratios more difficult as these concepts are intangible, meaning it is difficult to define or understand, as it is vague and abstract a concept. Another proposition suggests that: a s the difference in inequity increase, the tension and distress felt by individuals will increase (Huseman, et al. , 1987). However, not every person will experience equity or inequity in the same way because people have varying tolerance levels for sensitivity to perceived situations of inequity.Huseman et al. , suggest that there are three types of individuals on an Equity Sensitivity Spectrum: Benevolent (more tolerant of under-reward), Equity Sennsitives (follow the ‘norm’ of equity theory) and Entitled (prefer over-reward situations)(Huseman, et al. , 1987). In my earlier statements about Wilson, Fiona M, (2010) work that highlights the ways in which individuals act negatively towards inequity may be narrowed down using this spectrum, unlike the generic idea that â€Å"underpayment leads to lowered job performance (Prichard et al. 1972; Lord and Hohenfeld, 1979). Using the spectrum, Benevolents, will experience distress and guilt if they are in a situation of over -reward. Equity Sensitives, will experience distress when faced with either type of inequity and Entitleds, experience distress when in an equitable or under reward situation. This structure is useful for addressing and understanding equity theory and individuals behaviour. However, needless to say this is just a broad spectrum. The Equity Sensitivity Spectrum does not account for all individual differences in preferences and behaviour.Individuals might show different equity sensitivities in different contexts (Huseman, et al. , 1987). For instance an individual might be Equity Sensitive in their relationships, favouring an equitable balance. Conversely, they might be an Entitled in business environments and are open to the idea of over-reward. Equity theory in a business environment is said to be less damaging if employees are given a voice, respect and feeling of belonging in a workplace. â€Å" People feel affirmed if the procedures that are adopted treat hem with respect and di gnity, making it easier to accept outcomes they do not like,† Deutsch, 2000, p. 45). Skarlicki and Folger (1997) found that employees that are treated with respect are more likely to tolerate unfair pay. The perception of inequity is more likely to be tolerated if employees feel comfortable, belong and are respected by their employer. This further prevents detrimental behaviour an employee is likely to illustrate, if uncompensated for the inequity at work such as counter-productivity work.These intangible concepts such as respect help maintain or increase motivation and prevent problems that arise from under-reward. Cultural differences influence the equity theory (Fadil, Williams, Limpaphayom, and Smatt, 2005). Research shown on Eastern culture illustrate that, equality as opposed to equity was preferred (Leung and Bond, 1982, 1984; Leung and Park, 1986; Mahler, Greenberg and Hayashi, 1981 as cited in Fadil et al. , 2005). Eastern cultural shows that rewards will be given out equally to all those involved in the group’s performance regardless of individual inputs or personal efforts (Fadil, et al. 2005). This is probably as a result of primary sector being the most occupied sector in these cultures. Equality as opposed to Equity is a good ideology that will benefit the equity theory significantly. The business climate today allows Maslow and Adams theory to be applied, although to a limiting degree. Undoubtedly, both theories have shown weakness, strengths and assumptions, which I have explored widely. Today, Maslow’s model is relatable because people do seek to achieve psychological, safety, social and esteem needs, and to discover the realm of self-actualisation.However, as discussed, Maslow’s theory is a very individualistic model that does not relate globally, in collectivist societies. Thus, proving that Maslow’s theory may not be appropriate to business environments globally, which practice collectivism such as China. A lternatively, Adams theory is more fitting for business environments globally in the present and certainly in the future as equity is seen as a necessity of human rights. Finally, ’one of the difficulties in motivating workers is that they, all are ifferent and react differently to the same kind of change or action. ’(Haleopota, 2005) once this concept is understood, it is much easier to regard these theories individually, monitoring the effects on an individual over short and prolonged periods of time. These theories discussed are outdated and difficult to empirically test, even though they have been published for years now. Businesses evolve over the years and structures rotate as time goes along. Needless to say, some aspects of these theories are relatable today but are quickly diminishing.It is essential to remember ‘the concept of motivation is somewhat abstract, different strategies produce different results at different times, and there is no single strat egy that can produce guaranteed favourable results all the time. ’(Halepota, 2005). Bibliography List of references Bellott, F. K. , & Tutor, F. D. (1990). â€Å"A Challenge to the Conventional Wisdom of Herzberg and Maslow Theories†, Paper presented at the Nineteenth Annual Meeting of the Mid-South Educational Research Association. New Orleans, LA Berscheid, E. , Walster, G. , & Hatfield Walster, E. 1978, Equity: Theory & Research, Allyn & Bacon, Inc. Brain, C 2002, Advanced Psychology: Applications, Issues & Perspectives, Nelson Thrones, Cheltenham. p 131-132. Cory, C. , 2006, Equity theory and employee motivation, Buzzle, retrieved from http://www. buzzle. com/editorials/6-24-2006-100325 Deutsch, M. , 2000, Justice and conflict, In M. Deutsch and P. T Coleman (Eds), the Handbook of conflict resolution: theory and practice, San Francisco: Jossey- Bass Inc. Publishers. Eisenhardt, K. M. , The Academy of Management Review, Vol. 14, No. 1 (Jan. , 198 9), pp. 57-74Fadil, P. A. , Williams, R. J. , Limpaphayom, W. , & Smatt, C. , 2005, Equity and Equality? A Conceptual Examination of the Influence of Individualism/Collectivism on the Cross-cultural Application of Equity Theory, Cross Cultural Management, 12 (4), 17-36 Geare, A 1977, Wage Payment Systems, Methuen, New Zealand. P 80 Greenberg, J. , 1988, Equity and Workplace Status: a Field Experiment, Journal of Applied Psychology, 4, 606-613 Greenberg, J. , 1990, Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of pay cuts, Journal of Applied Psychology, 5, 561-563Halepota, H. A. ; 2005 A Motivational Theories and Their Application in Construction, Cost Engineering Vol. 47/No. 3 March, 2005, p. 14. Hallez, T. , Ball, B. , 2010, ‘Stacey Adams Equity Theory', Your Coach, Accessed 12th November 2012, Source: from http://http://www. yourcoach. be/en/employee-motivation-theories/stacey-adams-equity-theory. php Hofstede, G. , 1984, The Cultural relativity of the Quality of Life Concept, Academy of Management Review Vol. 9 issue. 3 p. 389-39 Hollinger, R. C. , & Clark, J. P. 1983, Deterrence in the workplace: Perceived Certainty, Perceived Severity, and Employee Theft. Social Forces, 5, 561-568 Huseman, R. C. , Hatfield, J. D. , and Miles, E. W. , Lawler, E. 1968, ‘Equity theory as a predictor of productivity and work quality’, Psychological Bulletin, vol. 70, pp. 598-610 Maslow, A 1970, Motivation and Personality, 3rd ed. , Harper ;amp; Row, New York. Chapter 2: p. 15-31. Huseman, R. C. , Hatfield, J. D. , Miles, E. W. , 1987, The Academy of Management Review, Vol 12(2), p. 222-234 Maslow, Abraham H. , Lowry, Richard J. 1940-, Maslow, Bertha G, Freedman, Jonathan L. , and International Study Project The journals of Abraham Maslow. Lewis Pub. Co, Lexington, Mass, 1982. McLeod, S 2007, ‘Maslow's Hierarchy of Needs', Simple Psychology, Accessed 11th November 2012, Source: from http://http://www. simplypsychology. org/maslow. html Muchinsky, P. M. , 1993, Psychology applied to work: An introduction to industrial and organizational psychology, 4th edition, Brooks/Cole (Pacific Grove, Calif. ), p. 584 Oleson, M. , Exploring the Relationship between Money Attitudes and Maslow's Hierarchy of Needs.International Journal of Consumer Studies, Vol. 28, No. 1, pp. 83-92, January 2004. Pinder, C. C. 1998. Work motivation in organizational behaviour. Upper Saddle River, NJ: Prentice-Hall Poston, B 2009, ‘Maslow's Hierarchy of Needs', An Exercise in Personal Explorations, Association of Surgical Technologists, p. 347-353 Pritchard, R. , 1969, ‘Equity theory: A review and critique', Organizational Behaviour and Human Performance, vol. 4, issue 2, pp. 176-211 REDMOND, B 2009, ‘Equity Theory',  The Pennsylvania State University, PSYCH 484: Work Attitudes and Job Motivation, pp. -16 Rakowski, N 2011, Maslow's Hierarchy of Needs Model – the Difference of the Chinese and the Western Pyramid on the Example of Purchasing Luxurious Products, GRIN Verlag. Shapiro, D. , Steers, R. M. , ;amp; Mowday, R 2004, ‘INTRODUCTION TO SPECIAL TOPIC FORUM THE FUTURE OF WORK MOTIVATION THEORY', The Academy of Management Review, vol. 29 issue 3, pp. 379-387 The Academy of Management Review, Vol. 12, No. 2 (Apr. , 1987), pp. 222-234 Trevino, A. Javier (2009) ‘George C. Homans, the human group and elementary social behaviour', the encyclopaedia of informal education, p. [Www. infed. org/thinkers/george_homans. htm] WAHBA, M. , ;amp; BRIDWELL, L. , 1976, ‘Maslow Reconsidered: A Review of Research on the Need Hierarchy Theory', ORGANIZATIONAL BEHAVIOR AND HUMAN PERFORMANCE, vol. 15, pp. 212-240 Westerman, C. , Park, H-S. , ;amp; lee, H-E. , 2007, A Test of equity theory in multidimensional friendships: a comparison of the United States and Korea. Journal of Communication, 57, 576-598 Wilson, Fiona M (2010) â€Å"Chapter 6: Motivation†. Organizational behaviou r and work: a critical introduction, (pp. 123-142) Oxford: Oxford University Press Motivation This paper presents the findings with regards to the motivation levels of Officers in the Defense Sector under several parameters. The Indian Army serves as the ultimate instrument for maintaining the unity and the integrity of the nation in the face of external threats and internal unrest and disturbances. Teamwork breeds comradeship which, in turn, leads to pride in belonging to a team and fosters esprit De corps. Motivation thrives on a continuing sense of purpose and it is the Job of the commander to instill this purpose.Skill in the techniques of leadership is the foremost quality in the art of command and contributes very largely to success at all levels of war. The basic structure and motivational ethos of the armed forces in general and the Indian Army in particular, has remained rooted in the colonial context. The entire basis of military motivation has been focused around the Zeta/ honor and martial traditions of the sub-nationality based Regiment. The pride in the â€Å"G uam† (substantiation) has been the primary basis of the military motivational ideology. The history and achievements of the â€Å"Guam† have used to inspire the older.The Indian National Army (NINA) of Subtask Chancre Bose provided a readmes model for the Indian context. It had tried to apply the German and Japanese techniques of military motivation to the Indian context with considerable success. The relation between employee motivation level (dependent variable) with the extent of leadership behavior, organizational culture, team spirit, personal effectiveness and effect of financial motivators (independent variables), as reflected through analysis of data by using Crossbar and Chi-square method is presented as follows: 6. Extent of Leadership Behavior * Level of Employee Motivation Table 6. : Crossbar of Extent of Leadership Behavior * Level of Motivation in Defense Crossbar Level of Employee Motivation Low Medium High Total Autocratic Count 23 11 0 34 % within Exten t of Leadership Behavior 67. 6% 32. 4% 100. 0% Participative Count 6 64 9 79 7. 6% 81. 0% 11. 4% 100. 0% count 18 1937 Extent of Leadership Behavior Charismatic 48. 6% 51 100. 0% Total count 2993 28 150 19. 3% 62. 0% 18. 7% 100. 0% Table 6. 2: Chi Square of Extent of Leadership Behavior * Level of Motivation Chi- Square Tests Value UDF Assam. Gigs. (2-sided) Pearson Chi-Square 94. AAA 4 . 000 Likelihood Ratio 87. 164 4 .OHO Linear-by-Linear Association 65. 070 1 . 000 N of Valid Cases 150 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 6. 35. 124 Fig. 6. 1: Graph for Extent of Leadership Behavior * Level of Employee Motivation Table 6. 1 presents the information related to the extent of leadership behavior and level of motivation of the employees. It is evident that 81% of the employees falling in participative leadership behavior have a medium level of motivation, whereas in al other leadership behavior categories, around 41% of the employees have m edium level of motivation.Autocratic leadership style and behavior has sizeable 68% respondents in low level of motivation, whereas the relative percentage of participative and charismatic leadership behavior is much less. Hence, it seems that as the close-control leadership behavior is increasing, the level of employee motivation is decreasing. To test this association between extent of leadership behavior and level of employee motivation, Chi Square test (Table 6. 2) has been seed, Here, the null hypotheses is that there is no relationship between leadership behavior and level of employee motivation.A high Chi Square value, I. E. 94. 085 confirms this relationship. Asymptotic significance value has been 0. 000, which shows that the relationship is statistically significant at 5% level of significance. Thus, the null hypotheses, stating no relationship between leadership behavior and level of employee motivation stands rejected. Hence, it may be concluded that leadership behavior p lays a significant role in employee motivation. As the close control of dervish behavior increases, the level of employee motivation tends to decrease. 6. Organizational Culture * Level of Employee Motivation Table 6. 3: Crossbar of Organizational Culture * Level of Motivation Crossbar Level of Employee Less count 2429 1 54 Conducive % within Organizational Culture 44. 4% 53. 7% 1. 9% 100. 0% Moderately count 5 37 7 49 10. 2% 75. 5% 14. 3% 100. 0% count 0 27 20 47 Organizational Culture Highly 57. 4% 42. 6% 100. 0% % within 19. 3% 62. 0% 18. 7% 100. 06 Table 6. 4: Chi Square of Organizational Culture * Level of Motivation Chi-Square Tests Pearson Chi-Square 54. 60AAAikelihood Ratio 60. 297 4 .OOOHOinear-by-Linear Association 47. 912 1 . 000 a. O cells (. 0%) have expected c oumountess than 5. The minimum expected count is 8. 77. Fig. 6. 2: Graph for Organizational Culture * Level of Employee Motivation Table 6. 3 presents the information related to the organizational culture and le vel of motivation of the employees. It is evident that 76% of the employees falling in moderately conducive organization culture have a medium level of motivation, whereas in all other organizational culture categories, around 55% of the employees have medium level of motivation.Less conducive organizational culture has sizeable 44% respondents in low level of motivation, whereas the relative percentage of moderately and highly conducive organization culture is much less. Hence, it seems that with more conducive organization culture, the level of employee motivation is increasing. To test this association between organizational culture and level of employee motivation, Chi Square test (Table 6. 4) has been used, Here, the null hypotheses is that there is no relationship between organizational culture and level of employee motivation.A moderately high Chi Square value, i.I. 54. 060 confirms this relationship. AsAsymptoticignificance value has been 0. 000, which shows that the relatio nship is statistically significant at 5% level of significance. Thus, the null hypotheses, stating no relationship between organizational culture and level of employee motivation stands rejected. Hence, it may be concluded that organizational culture plays a significant role in employee motivation. With more conducive organization culture, the level of employee motivation is increasing. 6. 3 Team Spirit * Table 6. : CrCrossbarf Team Spirit * Level of Motivation LOW count 24 24 0 48 within -ream spirit 50. 0% 50. 0% 100. 0% Moderate count 5 48 5 58 % within -ream spirit 8. 6% 82. 8% 8. 6% 100. 0% count 0 21 2344 Team Spirit High % within -ream spspent7. 7% 52. 3% 100. 0% % within -ream spirit 19. 3% 62. 0% 18. 7% 100. 0% Table 6. 6: Chi Square of Team Spirit * Level of Motivation Chi-Square Tests Pearson Chi-Square 80. 60AAAikelihood Ratio 83. 585 4 . OOOHOinear-by-Linear Association 62. 774 1 . 000 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 8. 2 1 . 129 Fig. 6. : Graph for Team Spirit * Level of Employee Motivation Table 6. prPresentshe information related to the team spirit and level of motivation of the employees. It is evident that 83% of the employees having moderate team spirit have a medium level of motivation, whereas in all other team spirit categories, around 49% of the employees have medium level of motivation. Low team spirit has sizeable 50% respondents in low level of motivation, whereas the relative percentage of high team spirit is much less. Hence, it seems that as the team spirit is increasing, the level of employee motivation is increasing.To test this association between team piprintnd level of employee motivation, Chi Square test (Table 6. 6) has been used, Here, the null hypotheses is that there is no relationship between team spirit and level of employee motivation. A high Chi Square value, i.Ie.E80. 607 confirms this hypotheses, stating no relationship between team spirit and level of employee motivat ion stands rejected. Hence, it may be concluded that team spirit plays a significant role in employee motivation. As the team spirit of employee increases, the level of motivation tends to increase. 6. 4 Personal Effectiveness * Level of Employee Table 6. CrCrossbarf Personal Effectiveness * Level of Motivation CrCrossbarOW count 1260 18 % within Personal Effectiveness 66. 7% 33. 3% 100. 0% Medium count 14 564 74 18. 9% 75. 7% 5. 4% 100. 0% count 3 31 2458 Personal 5. 2% 53. 4% 41 100. 0% 19. 3% 62. 0% 18. 7% 100. 01 Table 6. 8: Chi Square of Personal Effectiveness * Level of Motivation Chi-Square Pearson Chi-Square 58. 544aAAAelihood Ratio 55. 162 4 . OOO OHOear-by-Linear Association 44. 284 1 . 000 a. 2 cells (22. 2%) have expected count less than 5. The minimum expected count is 3. 36. Fig. 6. 4: Graph for Personal Effectiveness * Level of Employee Motivation Table . presPresents information related to the personal effectiveness and level of motivation of the employees. It is ev ident that 76% of the employees having medium personal effectiveness have a medium level of motivation, whereas in all other personal effectiveness categories, around 43% of the employees have medium level of motivation. Low personal effectiveness has sizeable 67% respondents in low level of motivation, whereas the relative percentage of high personal effectiveness is much less. Hence, it seems that as the personal effectiveness is increasing, the level f employee motivation is increasing moderately.To test this association between personal effectiveness and level of employee motivation, Chi Square test (Table 6. 8) has been used, Here, the null hypotheses is that there is no relationship between personal effectiveness and level of employee motivation. A moderately high Chi Square value, i. eI 5E. 544 confirms this relationship. AsymAsymptoticnificance value has been 0. 000, which shows that the relationship is statistically significant at 5% level of significance. Thus, the null hy potheses, stating no relationship between personal ffeceffectiveness level of employee motivation stands rejected.Hence, it may be concluded that personal effectiveness plays a significant role in employee motivation. As the personal effectiveness of employee increases, the level of motivation tends to increase moderately. 6. 5 Effect of Financial Motivators * Level of Employee Motivation Table 6. 9: CrosCrossbarEffect of Financial Motivators * Level of Motivation CrosCrossbar count 10 27 1047 Affected % within Effect of Financial Motivators 21 57. 4% 21 100. 0% count 1966 18 103 Effect of Financial 18. 4% 64. 1% 17. 5% 100. 0% Table 6. 0: Chi Square of Effect of Financial Motivators * Level of Motivation Pearson Chi-Square . 12a AAA 736 Likelihood Ratio . 608 2 . 738 Linear-by-Linear Association . 008 1 . 929 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 8. 77. Fig. 6. 5: Graph for Effect of Financial Motivators * Level of Employee Motivation Tabl e 6. 9 presents the information related to the effect of financial motivators and level of motivation of the employees. It is evident that 64% of the employees affected by financial motivators have a medium level of motivation, whereas those unaffected by inanuncialivators, i. eI aEouAround of the employees have medium level of motivation.Of the employees affected as well as not affected by financial motivators, sizeable 20% respondents have low level of motivation. Hence, it seems that there is no much variation in motivation level of the employees affected by financial motivators and the ones not affected by financial motivators. To test this association between effect of financial motivators and level of employee motivation, Chi Square test (Table 6. 10) has been used, Here, the null hypotheses is that there is no elatlegislationween financial motivators and level of employee motivation.A low Chi Square value, i. eI 0E 612 confirms this non-relationship. AsymAsymptoticnificance v alue has been 0. 736, which shows that the relationship is statistically insignificant at 5% level of significance. Thus, the null hypotheses, stating no relationship between financial motivators and level of employee motivation stands accepted. Hence, it may be concluded that financial motivators have no significant effect on employee motivation. Hence, there is no relationship between financial motivators and level of employee motivation.