Employee Retention
"The U.S. Bureau of Labor Statistics reports that the typical Amercian worker holds nine different jobs before age 32. Turnover cannot be eliminated, and it can be postive. Turnover creates promotional opportunities and allows for the recruitment of new talent. But excessive turnover can disrupt customer service, innovation, and productivity, especially if the employees who leave take with them valuable industry-specific knowledge and customer relationships" (Noe et al., 2003, p. 25). To eliminate turnover, many organizations have put together "balanced scorecards" to encourage and motivate employees, by allowing them to see and participate in the outcomes of their work efforts.

Write a 8-10 page paper (excluding title page and references) that addresses what you think are your critical aspects to be included in the scorecard, how they are to be measured, where the measurements come from (both internally and externally) and means to motivate and inspire performance from your organization.

Be sure to include citations for all quotations and paraphrases with references in APA format and style. Save the file in RTF.

Assignment 2: Motivation

Write a two to three (2-3) page paper in which you:
Identify three (3) challenges a manager faces in motivating employees today as opposed to 50 years ago. Explain your rationale.

Before submitting your response, ensure it is formatted to New Times Roman font (size) 12 pt.
The specific course learning outcomes associated with this assignment are:
Determine how best to apply motivational theories to improve work behavior and performance.
Use technology and information resources to research issues in organizational behavior and leadership.
Write clearly and concisely about organizational behavior using proper writing mechanics.
Grading for this assignment will be based on the criterion established by Write Experience.

Please write a CUSTOM NON plagerized paper on Employee Motivation / Concepts & Theories :
Too many companies believe that employee
motivation rests in monetary rewards, without either realizing or acknowledging individuals' needs for recognition. Formal
studies and informal surveys alike reveal that while managers often will list money as the top factor in motivating employees, the employees themselves are much more likely to list first their desire for recognition, for someone to let them know they truly have done a good job. Today's most successful companies are ones in which employees have no question of the regard in which the company's leadership holds them. Bibliography lists15-20sources.

PLEASE do not plagerize!!!

Start by reading this article on work motivation:
Nohria, N., Groysberg, B., & Lee, L.E. (2008). Employee motivation. A powerful new model. Harvard Business Review, July-August, Vol 86, issue 7/8, p. 78-84.
Nohria and colleagues (2008) describe a new model and a study that they conducted on employee motivation.

Expectations (Content):
1. In your own words, explain what the four drives that underlie motivation are according to the authors. Discuss these needs in length and provide examples for each
2. What was the question that the researchers were attempting to answer in their research (i.e., their research question? and what did the researchers find in term of the influence of certain drives on some motivational indicators?
3. The motivation model that the authors describe in the article posits that employee motivation is influenced by a complex system of managerial and organizational factors. Describe those factors and explain how each factor can fulfill the drives that motivate employees. In other words, explain what actions need to be taken by each factor in order to enhance employees? motivation and what needs or drives are involved.

Read the case found in Chapter 10 and prepare a three to four (3-4) page response to the following questions:

1.?If we take care of our employees, they will take care of our customers? is a common phrase. In your experience, is it actually practiced or is it just a clich? on the wall? Discuss the implications of your answer.

2.Texas Roadhouse uses money as a motivator for employees. In today?s economy, describe alternative methods that could be used to motivate their employees.

3.Discuss the possible effectiveness of each of your alternative methods.

4.Analyze how transferable is the Texas Roadhouse way of motivating employees in other organizations.

The format of the report is to be as follows:
Typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides, APA format.
Use headers for each of the subjects being covered, followed by your response
In addition to the three to four (3-4) pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructor?s name, the course title, and the date.
Note: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

The paper will be graded using the following rubric.
Outcomes Assessed

Examine performance management issues and processes.
Examine the influences on and various approaches to compensation.
Analyze issues related to developing and implementing employee benefit packages.
Use technology and information resources to research issues in human resource management.
Grading Rubric for Assignment 4 ? Texas Roadhouse Won?t Scrimp on Making Employees Happy

Criteria

0

Unacceptable

20

Developing

30

Competent

40

Exemplary

1. Discuss the implications of your answer.

Did not complete the assignment or did not discuss the implications of your answer; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially discussed the implications of your answer; omitted some key information; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently discussed the implications of your answer. Completed with 80-89% accuracy, thoroughness, and logic.

Fully discussed the implications of your answer. Completed with 90-100% accuracy, thoroughness, and logic.

2. Describe alternative methods that could be used to motivate their employees.

Did not complete the assignment or did not describe alternative methods that could be used to motivate their employees; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially described alternative methods that could be used to motivate their employees; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently described alternative methods that could be used to motivate their employees. Completed with 80-89% accuracy, thoroughness, and logic.

Fully described alternative methods that could be used to motivate their employees. Completed with 90-100% accuracy, thoroughness, and logic.

3. Discuss the possible effectiveness of each of your alternative methods.

Did not complete the assignment or did not discuss the possible effectiveness of each of your alternative methods; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially discussed the possible effectiveness of each of your alternative methods; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently discussed the possible effectiveness of each of your alternative methods. Completed with 80-89% accuracy, thoroughness, and logic.

Fully discussed the possible effectiveness of each of your alternative methods. Completed with 90-100% accuracy, thoroughness, and logic.

4. Analyze how transferable is the Texas Roadhouse way of motivating employees in other organizations.

Did not complete the assignment or did not analyze how transferable is the Texas Roadhouse way of motivating employees in other organizations; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic.

Partially analyzed how transferable is the Texas Roadhouse way of motivating employees in other organizations; omitted some key information. Completed with 60-79% accuracy, thoroughness, and logic.

Sufficiently analyzed how transferable is the Texas Roadhouse way of motivating employees in other organizations. Completed with 80-89% accuracy, thoroughness, and logic.

Fully analyzed how transferable is the Texas Roadhouse way of motivating employees in other organizations. Completed with 90-100% accuracy, thoroughness, and logic.

5. Clarity

Did not complete the assignment or explanations are unclear and not organized.

(Major issues)

Explanations generally unclear and not well organized.

(Many issues)

Explanations generally clear and/or organized. (Minor issues)

Explanations very clear and well organized.

(Added helpful details)

6. Writing ? Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.

Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)

Had 6-7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Many issues)

Had 4-5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Minor issues)

Had 0-3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage.

Case: Texas Roadhouse Wont Scrimp on Making Employees Happy
Please read the case "Texas Roadhouse Wont Scrimp on Making Employees Happy". I need a four page responding to the following questions below. The paper should be typed, double-spaced, Times New Roman font (size 12), one-inch margins on all sides. Make sure it is APA format with four quality resources for this paper. Type each question and answer should follow it. The questions are:
1. If we take care of our employees, they will take care of our customers is a common phrase. In your experience, is it actually practiced or is it just a clich on the wall? Discuss the implications of your answer.
2. Texas Roadhouse uses money as a motivator for employees. In todays economy, describe alternative methods that could be used to motivate their employees.
3. Discuss the possible effectiveness of each of your alternative methods.
4. Analyze how transferable is the Texas Roadhouse way of motivating employees in other organizations.

There are faxes for this order.

School of Management (PG)

Assessment Cover Sheet - Please complete the shaded boxes below
PIN or Student ID Date Due
Student Name
Actual word count
Max 1,000


Programme and Centre MSc HRM
MSc Mgt
MSc IBM

Guildford FT
List of references will not be included in the word count.

The use of appendices is not permitted in assignments and students should be aware that work submitted as an appendix will not be read and will not count towards the final mark of the assignment.

Module: Management of Human Resources ?" Assignment 1 (20%)


Assignment Brief:
For this assignment you are required to write essay on the following topic:


? Do incentives and/or threats really help to motivate employees?


FORMATTING GUIDE
Essay style ?" no headings or sub-headings.
Use Harvard referencing conventions .
Do not use a table of contents.
Conclusions should be clear ?" this section should commence with, In conclusion..

MARKING GUIDE
Markers should mark using the basis of assessment on p.2 and the grading guide on p.3. A mark should be given for each section and the total mark should be a sum of the section marks. General comments should be written in the section provided. Feedback comments should be legible.








Basis of Assessment
Markers are required to put comments in all the sections

Wtg %
Presentation and Style
Markers comment/s

Inappropriate structure, unclear, referencing minimal or inaccurate:
Appropriate structure, clear articulation, referencing acceptable:
Appropriate structure, clear articulation, correctly/fully referenced:


00 to 04
05 to 07
08 to 10


/10
Evidence of reading/research and use of resources
Markers comment/s

Reference to set texts only:
Includes popular journal articles:
Incorporates specialist texts/books:
Reading extends beyond above and high quality journal articles:


00 to 05
06 to 10
11 to 15
16 to 20


/20
Analysis of the topic
Markers comment/s

Wholly descriptive:
Mainly descriptive but containing limited critical evaluation:
Roughly equal amounts of description and critical evaluation:
Critically evaluative discussion with necessary description:


00 to 10
11 to 20
21 to 30
31 to 40


/40

Use of applied example
Markers comment/s

No example or only marginally appropriate for the assignment:
Some example/s but these are poorly related to theory:
Example/s are highly appropriate and relevance and fully analysed:


00 to 04
05 to 07
08 to 10


/15
Conclusions
Markers comment/s

Little reference to body of assignment:
Reference to main themes in text:
Clear drawing together of theory and applied examples:


00 to 04
05 to 07
08 to 10


/15
Total score ?" subject to moderation & BoE confirmation
General Comments:


Must answer the question

Do incentives and/or threats really help to motivate employees?

Max # of words 1000.

must follow the instructions stated above

Part 1
Motivation

Using the Sirota, et al. article ?Stop de-motivating your employees? discuss what advice you would give a line manager in the auto industry on how to keep his or her employees motivated in the current economic times.

Part 2
Individual Motivation

Discuss at least three factors that motivate you at your current job, or as a student, and why you think they motivate you.
Readings

1. Articles:
Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review. January, 1-13. (Business Source Complete Database: AN 8796887.)

Nohria, M., Groysberg, B. & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review. July- August, 1-7. (Business Source Complete
Database: AN 34403173.)

Sirota, D., Mischkind, L. & Meltzer, M. (2006). Stop de-motivating your employees. Harvard Business Review, January, 1- 6. (Business Source Complete Database: AN
33018727.)

Hi,
I will need some help in preparing my project , I will like to prepare and hand in a proposal including the nature of the project, the sources of information you plan to use, and the most important concepts and techniques to be applied. You will receive feedback on the proposal from the Instructor in Week 6, which will give you time to make adjustments.

For this project, you will research a well-known multinational company or a multinational organisation that you know well and propose an appropriate reward and pay strategy that you believe would best motivate employees to meet the overall organisational strategy and objectives.

Your Final Project will:

Assess the organisation in terms of its organisational strategy, objectives, mission and values.
Analyse the environment in which the organisation operates with regards to industry, business life cycle, etc.
Evaluate the organisation?s current reward and pay strategies on two criteria: for meeting its overall organisational strategy and for maintaining competitive advantage in the face of new challenges and changing conditions.
Reach a reasoned and evidence-based conclusion about the level of success achieved by the organisation in motivating employees to reach organisational objectives and propose a reward and pay strategy that may better serve this purpose.
Naturally, a reference list of sources will be appended to the final analysis.

Your analysis and discussion should have a theoretical foundation based in library research and should demonstrate an awareness of the effect of cultural values on successfully managing a diverse workforce. Please elaborate on each point.

Organisational Behaviour and People Management:

Recent research has shown that a job and a competitive remuneration package are not sufficient for attracting competent professionals to an organisational position. Other benefits that a professional may look for include opportunities to learn and to enhance their skills through structured training in a job. Professionals are also attracted by on-the-job opportunities to acquire certification credentials.

Assume that you have been hired as a CEO of a medium-sized company. The only product line of the company is gas meters. The company has been developing these meters for over 45 years with only minor improvements from year to year. Many of the employees have been with the company for over 30 years. The environment of the company is fairly business-as-usual. A significant number of employees (over 40%) are going to retire in the next five years. In addition, the utility companies are considering adopting systems which transmit gas consumption readings over wireless networks without the need for meter readers to perform door-to-door meter reading every billing cycle. Your company does not have any plans or any expertise in this modern technology. Some of the employees nearing retirement are not interested in new products as they do not see any problems with the company in the near future or through the remaining duration of their employment.

Answer the following questions to indicate what you would do in this situation:
1. How would you motivate employees, who have been working with the company for a long time, to take interest in the long-term future of the company?

2. How would you make sure that the new hires with expertise in new technologies work collectively as a team with the rest of the team members who do not have exposure to the new technologies?

3. What would you offer to the new hires to attract and retain them?

4. Clearly, you are not doing much cutting-edge technological work. Developing wireless gas meters may be considered high-technology within the gas-meter industry. What will be your approach?

Note: Wikipedia is not an acceptable source.

Paper should include the following:
- Explain the principal theories of leadership and motivation.
- Analyze organizational structure and culture of Apple to determine its approach to team development, and comment on whether that approach helps/hinders relationship skills in the workplace.
- Evaluate the performance of Apple's leader based on his or her ethical conduct and effective communication.Comment on the impact of successfully motivating and empowering employees to improve on work performance.
- Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
- Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
- Develop an effective business strategy to address the challenges and issues you have identified above.
- Analyze the importance of ethical behavior to an organizations culture and the new ethical dilemmas created by globalization.

One to two page research on Walt Disney with two references to address the following two questions,

What explicit rewards and status symbols are used to motivate employees?

Are there any stories, legends and myths that are familiar to employees and customers?

Here?s the situation: You?ve been hired as a speech consultant for an American Businesswoman who is traveling to Hong Kong as part of an international business exchange program. You have been asked to write her speech on the general topic of ?the 21st century worker: keeping employees motivated in a global economy.?

Your client will be delivering her twenty-five minute speech to engineering managers at Hongkong Electric Holdings Limited (HEH), a major corporation with 2,400 employees.
She will be delivering this speech in the morning, at the start of the engineers? workday.

The Task
You will be briefing your client on the speech strategy. As part of your oral report, you will prepare a written brief. This brief is a five-to-seven page analysis of the audience, occasion, and organizational approach (speech outline) for the presentation.

You need to address the following issues in the report:

1) Audience/topic assessment: What approach to employee motivation will be most successful for this company and employee group? Why?
2) Topic development: Explain how you have limited and developed the topic.
3) Speech outline: Include a formal speech outline. This should identify major points you would suggest for the introduction, body and conclusion of the presentation.
4) Cultural adaptation: Explain how you have addressed cultural issues relating to worker motivation in Hong Kong.
5) Company focus: How can the speaker ?connect? with this company?

RESOURCES

Resources for Speech Consultants
Allyn and Bacon Public Speaking web site
http://www.abacon.com/pubspeak/
Click on any of the modules/guides.

Human Communication, 8th edition
http://www.awlonline.com/devito
Click on student resources and choose ?Speech Writer?s Workshop CD-ROM?
(if available for this course)

Art of Speaking in Public
Mahavir Mohnot Managing Director
Samata Systems Pvt. Ltd., Internet-marketing consultants
http://www.angelfire.com/ab/speakers/main.htm

Company Information
Hongkong Electric Holdings Limited (HEH) web site
http://www.heh.com/hec/index.htm

Wright Investors Service
Corporate Information: Hong Kong
http://profiles.wisi.com/profiles/HongKong.htm
CLICK on Hongkong Electric Holdings, Ltd. for profile

Information Resources on Hong Kong
Kristina Kade Troost, Ph.D.
East Asian Librarian
Duke University
http://www.lib.duke.edu/ias/eac/ILE4/HKinfo.htm

Information on Employee Motivation
UNR Library
http://www.library.unr.edu/
CLICK on ?articles and web sites? and scroll down to ProQuest Research, to look up the following articles:
?Three Steps to Motivating Employees,? HR Magazine; Volume 45, Issue 11; Nov 2000;
?Do Incentive Awards Work?,? HR Focus; Volume 77, Issue 10; Oct 2000;

I need help on the below question. Please write a project proposal of the below.
For this project, you will research a well-known multinational company or a multinational organisation that you know well and propose an appropriate reward and pay strategy that you believe would best motivate employees to meet the overall organisational strategy and objectives.

Your Final Project will:
Assess the organisation in terms of its organisational strategy, objectives, mission and values.
Analyse the environment in which the organisation operates with regards to industry, business life cycle, etc.
Evaluate the organisation?s current reward and pay strategies on two criteria: for meeting its overall organisational strategy and for maintaining competitive advantage in the face of new challenges and changing conditions.
Reach a reasoned and evidence-based conclusion about the level of success achieved by the organisation in motivating employees to reach organisational objectives and propose a reward and pay strategy that may better serve this purpose.
Naturally, a reference list of sources will be appended to the final analysis.

Your analysis and discussion should have a theoretical foundation based in library research and should demonstrate an awareness of the effect of cultural values on successfully managing a diverse workforce.

Please choose a specific company and i need a detailed analysis on the situation and evaluation of the link between pay and strategy.

Please answer each question with one page and list references at the end of each question. Case Studies are to be considered one question, even though they may have two or three questions, they are still just one page.16 questions16 pages. Min 250 words per pageMin 1 resource per page. Please use this book as one of the references if possible, can use more than once.


Martocchio, J. J. (2011). Strategic compensation: A human resource management approach (6th ed.). Upper Saddle River, NJ: Prentice Hall..
Citations:
First time used.
(Martocchio, 2011)
If a direct quote.
(Martocchio, 2011, p. x)

1. Explain the job characteristics theory. How does it tie in with intrinsic compensation?
2. Read Case Study Exempt or Nonexempt?, page 52 (in resources). Answer the three questions at the end of case study. Write question out. List as 2. A2.b.and 2 c. Do this for all case study questions.
3. What are profit sharing plans? List and describe at least two advantages and disadvantages of profit sharing plans.
4. Read Case Study Appraising Performance at Precision, page 79 (in resources) Answer the two questions at end of case study. Write question out.
5. What are the two chief considerations in analyzing survey data? How are statistics used to summarize survey data? Support your answer with examples.
6. Read Case Study Nutriments New Hires, page 171. Answer two questions at the end of the case study.
7. What types of claims can be made under workers compensation programs? Explain.
8. Read Case Study Time off at Superior Software Services page 226. Answer questions at the end.
9. Analyze the issues surrounding cash balance plans.
10. Read Case Study A Health Savings Account at Frontline PR page 257. Answer questions at end.
11. What impact will flexible work schedules have on employees commitment to their employers? On employee productivity? On company effectiveness?
12. Read case study Telecommuting at Med Ex Answer questions at end.
13. Should U.S companies increase base pay (beyond the level that would be paid in the United States to motivate employees to accept foreign assignments? Explain your answer.
14. Read case study Jenkins Goes Abroad page 355answer questions at the end
15. Why is it important for HR compensation professionals to learn about compensation practices in other parts of the world? Support your answer.
16. Read Case study North American Expansion for Threads Apparel page 377. Answer the two questions at the end.
There are faxes for this order.

Dissertation prospectus Running Head: ISSERTATION PROSPECTUS 1
Disintegrating Relationship between organizational leaders and employees
Submitted by



Andre Alexandre Jr



Grand Canyon Univers ity
Phoenix, Arizona
Feb 05, 2014





Introduction
Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. Lately, however, relationship between employees and organizational leaders are sinking with a speedy rate in workplaces .The reason for that escalation in the relationship is unclear. Organizational leadership tend to take employees for granted . They used them in time of organizational needs and ignore their potentiality and their commitment afterward,it seems also that organizational leaders sometimes ignore employees needs and do not thing that employees organizational commitment is important. When employees answer the organization?s call and are willing to cooperate in time of hard ship, leaders should recognize them for their efforts put together . According to (Podsakoff, 2006), satisfied employees generally are easier to perform contributions role that exceed other role. If employees are satisfied then propensity to commit becomes stronger because there is what is called reciprocity norm or psychological contract (Carol, 2007). Evidence suggests satisfied employee likely to speak positively about organization, helping co-workers, and making their performance beyond normal estimates, more than that the satisfied employees are more obedient to duty call (Robbins, 2006).
This study will contribute to existing knowledge in that most studies focus on rewards such as pay increase or higher position , but employees feeling and emotions, fairness, and justice should be taken into consideration in the process . Organizational leaders need employees to support the organizations in hard time, they should recognize them after economic stress is over . Employees are normally concerned about the fairness of outcomes rather than the fairness of procedures( Greenberg, 2005). Procedural justice, according to Greenberg (2005), is one of the forms of organizational justice. Greenberg defined organizational justice as a term used to describe the role of fairness in the work place. It is concerned with the ways in which employees determine if they have been treated fairly in their jobs as well as the ways in which those determinations can affect other work-related influences . A poor relationship between organizational leadership and employees create a controversial atmosphere within the place , and that could have a negative
DISSERTATION PROSPECTUS 3
effect on the organization objectives. At the beginning of the 21st century, employee?s animosity towards organizational leaders are speedily increasing. In time of hardship, leaders tend to convince employees to support the organizations by accepting to perform extra task in order for the organization to remain operative. When leaders expect employees cooperation during the organizations rainy days , they must acknowledge and show understanding after recovery, otherwise that will create unsatisfactory , which will affect the organization culture and performance. Lately, the relationship between organizational leaders and employees are disintegrating on a daily basis.
The research rationale is whether the relationship between employees and leaders is motivated by leaders lack of recognition of employees support and commitment to the organization, or whether organizations are at risk to pay the price of this poor relationship. This study is important to conduct because this interaction between leaders and employees treating to have significant effects on employee performance .
Background of the Study
Organizational leaders should create a positive leader-employee relationship and to promote interaction which would be essential quality that leaders can implement to motivate employees to improve the effectiveness of their performance . Therefore, theThis study?s focus will be on the employees and leaders relationship, and at the same time some questions or concerns will be examined eventually. Without any doubt, certain aspects of research and practice in organizations will be challenged.The relationship between employees and leaders is disintegrating daily and organizations continue to be at risk of suffering from the existing conflict. The internal culture of an organization is usually determined by leadership behavior and the perceptions of employees in the workplace. Leadership in an organization is usually a two-sided interaction between leaders and employees to achieve a common objective (Holloway, 2012, p.10 ). Therefore, this study will use a qualitative approach to examine a number of circumstances, and one of them is the growing intensity between employees and leaders. Engagement provides the basis for leaders to influence the behaviors of their employees while simultaneously influencing their perceptions (Albrecht, 2010, p. 27). .
DISSERTATION PROSPECTUS 4
The disintegrating relationship between employees and leaders is attributed to various factors including the failure to focus on employees? emotions at work, stressful events, and physical settings. Actually, many studies on employee-leader relationship have primarily focused on employees? production and rewards without examining the human side of these employees, which has a significant effect on the relationship. These studies have failed to address the consequences of leaders? behavior on employees? feelings and contributed to ineffective organizational leadership that continues to affect the personal life and behaviors of employees .
The second reason for disintegrating relationship between employees and leaders is the actions taken by organizational leadership during times of economic and financial hardships (Goswami, 2013, p.8). In most cases, organizations are forced to downsize personnel to reduce their payroll. As a result, the remaining workforce is required to collaborate with leaders in accepting to carry out extra task through sharing the leftover workload for the organization to remain fully operational. Employees put their efforts together in helping the organization to deal with the effects of economic hardship in the hope of being recognized afterward, instead they found themselves still budding workloads and not seeing any reward coming their way, even though the economy resurfaces. This not only contributes to low employee morale but affects their relationship with leaders because they do not perceive the workplace as fair. Employees view of leaders practices should have a direct impact on their performance and help improve their achievement( Richards,2007).The study will focus on examining some more issues, such as the nature and purpose of organizations.
Even though this relationship has continued to disintegrate, these employees are currently juggling multiple roles without any recognition, pay increase or promotion. They are being derogated and feel disenfranchised. The worst outcome of this problem is that some employees become depressed because they have no choice but to stay with these organizations. The study will use person to person interviews which can be held through telephone/video call to have a better understanding of the nature of the conflict between leaders and employees, both leaders and employees will be observed and interviewed. Consequently, many organizations continue to
DISSERTATION PROSPECTUS 5
have discouraged employees. Notably, one of the major problems of modern organizations is the lack of trust between employees and leaders (Abrrow et. al., 2013, p.26).

Problem Statement
It is not known how the concept of leadership in organizations has come to limelight after the mid twentieth century when nations of the world realized that organizations are growing everywhere, and play a vital role in shaping the economic, social, cultural and political norms, and values of a society . Nevertheless, continuous challenges in relationship between leaders and employees are further creating obstacles for leaders to cope with the situation (Smith & Hughey, 2006). Leaders?behavior in the workplace has created major problems for organizations and employees as well. Employees complaint that their pay increases do not cover the annual inflation rates, thus resulting in lessened purchasing power, even though they are loyal and committed to the organizations. Another concern is way they have treated after cooperating with these organizational leaders in time of crisis, there is no recognition whatsoever..The relationship between employees and leaders has been disintegrating on a daily basis and that is a threat to the productivity of the organization s. The study is worthwhile since organizations continue to retain a workforce that is demoralized and people are forced to stay only because of personal financial engagement .
Therefore, conducting the research will help identify ways in which organizations can address these challenges and create a system of high motivation and satisfaction among employees across all their operations.
Purpose of the Study
The purpose of this qualitative study is to examine in depth the the relationship between organizations leaders and employees, where organizational leadership aims to win the commitment and loyalty of personnel in order to achieve efficiency and effectiveness , but ignore employees commitments and needs. Leaders in organizations must possess strong negotiation
DISSERTATION PROSPECTUS 6
skills, since they have to maintain a balance between the needs and demands of employees, and external stakeholders (Smith & Hughey, 2006). The current study will examine the main issues, by using interviews within the organizations to examine the role of key people such as leaders and will use method of observation to investigate and address the causes and effects of poor relationship that exist within most organizations.
The study will also explore why the relationship between organizational leaders and employees continue to disintegrate and whether organizations are at risk of paying the price of the existing problem. The study will be carried out on the basis of the effect of poor relationship on employee perception of the workplace. The reason for such consideration is that leaders? behaviors influence employees? perception of justice and fairness in the workplace and employee citizenship behavior can make an organization successful . The study will use MLQ to measure the leadership styles and employees perception of the workplace.
Research Questions
The following research questions guide this study.
Research Question 1: Why is the relationship between organizational leaders and employees disintegrating every day ?
Research question2:How the poor relationship between leaders and employees can affect the organization performance?
Research Question 3: How are organizations at risk to pay the price of the existing conflict?
Significance of the Study
This study is important to conduct because it will help in identifying the reasons for and magnitude of the disintegrating relationship between organizational leaders and employees . In addition, this study will help determine why and how organizations are at risk of suffering from the consequences of the existing conflict. The study will help in identifying ways organizations can use to promote healthy relationships between leaders and employees and ensure that they retain a workforce of highly motivated and satisfied employees who remain committed to the organization for the right reasons. Since many studies have primarily focused on employees? production and rewards, this research will provide insights on the need to focus on the human side of employees i.e. their emotions at work, stressful events, and physical settings. As a result, the study will provide a different dimension of understanding employees? perception of the workplace based on addressing their human side in daily interactions with leaders.
Preliminary Review of the Literature
According to Swindall (2011), employees? ability to engage is affected by various factors including the type of relationships with organizational leaders (p. 212). While leaders can create performance goals, employees experience difficulties in meeting these goals if their relationship with leaders is disintegrating. Broner (2009), states that employees? perceptions of workplace fairness in light of leaders? attitudes towards subordinates have significant effects on employee retention (p.19). For instance, the fast food industry experience annual high turnover rates of employees because of poor relationships between leaders and workers. Smither & London (2009), state that disintegrating relationship between leaders and employees is demonstrated in interpersonal aggression toward employees. This kind of treatment is specifically strong when employees work for financial need instead of personal fulfillment purposes. The existing literature shows that ?
? Employee retention is affected by their perceptions of workplace fairness and justice, which are dependent on organizational leaders? behaviors.
? While some employees are forced to stay and be committed to organizations because of lack of alternatives, high turnover rates are experienced in some industries because of disintegrating relationship between employees and leaders.
? Disintegrating relationship between employees and leaders is demonstrated in aggression where organizational leaders take employees for granted.
? When employees have poor relationships with their leaders, they stay and commit to the organization for financial gain rather than personal fulfillment reasons.

DISSERTATION PROSPECTUS 8
Research Methodology
The general approach of this research is qualitative study, which seems to be the most appropriate research methodology for the problem. The rationale for selecting this research methodology is that the research focuses on understanding a human or social issue through developing a holistic view. Since the problem under evaluation does not require analysis of statistical procedures, qualitative study is the best methodology. Furthermore, this method is appropriate because there is very little knowledge regarding the phenomenon being explored. Data collection methods to be used in the study are observations, individual interviews, and analysis of documents and materials. The qualitative study will demonstrate investigate how leaders? negative behavior influences employee perception of fairness and affect their relationship. Secondly, the study will also show how organizations can pay the price for this conflict.
Research Design
The study will use grounded theory research design , which is research based on observations or data from various data sources. This design aligns with the research methodology since the data sources will provide information that will be subjected to analysis and review. The design is appropriate because the problem has gained minimal focus in the past though employees are ready to provide information that will address the issue. In addition, the phenomenon being evaluated is based on generation of theory rather than theory description or testing.
Source of Data
The types of data that will be collected in the study include relationship between leaders and employees, the link between leadership behavior and employees? perception, and employees? production and rewards. The data will be gathered from organizational leaders and employees as well as documents and materials that address the problem.


DISSERTATION PROSPECTUS 9
Data Collection and Procedures
Interviews are the most frequently used method to explore what leadership patterns exist in organizations. However,this study will use both interviews and observations as methods to collect data. The interview is undoubtedly the most common source of data collection in qualitative studies. For this study?s approach, using person-to-person format is most prevalent for accuracy. Interviews could be formatted from the highly structured style, in which questions will be determined before the interviews, to the open-ended, and conversational format. Twelve(12 )organizations are targeted and will be selected across the states of New York , and the participants will include high ranking leaders such as Presidents ,Vice-presidents, general managers, and departmental supervisors. For the employees, both interviews and observations will be used. For the most part, interviews are more open ended and less structured (Merriam, 2001).In the process, the study will use the same tactic to ask the same questions of all the participants, but the order of the questions, the exact wording, and the type of follow-up questions may vary considerably for leaders and employees.
Since data collection in qualitative research is usually a time consuming process because of research methodology, the data will be collected from a group of 30 participants and evaluation of 7 different documents and materials on the subject. The study tend to use as data collection instruments the Multifactor Leadership Questionnaire (MLQ) 45 item questionnaire with four dimensions (Transformational, Transactional, Laissez-Faire Leadership and Outcomes of Leadership, such as Effort, Effectiveness and Satisfaction) (see Bass, 1998.This instrument have been systematically developed and tested in relation to subordinates outcomes, has been scientifically studied tend to be appropriate for this study.This will be followed by making observations on the participants during direct interactions. The final step in the process will be analysis of current literature regarding the relationship between employees and leaders in organizations.
Data Analysis Procedures
This study will use simple Correlation to analyze the relationship bwrween leaders and employees relationship, transformational leadership dimensions of organizational leaders. Based on the relationship of thematic analysis to phenomelogy, this study will use a thematic analysis of data, where it will focus on recurring themes and patterns in the process. To be more specific, coding will play a critical role in the analysis process of the data collected from participants. In the process, Creswell?s (2007) linear, hierarchical approach data coding will be used. Three steps will be used in the process: organizing and preparing data for analysis, critically reading through all data, and then coding the data. Emerging, recurring themes, and ideas will be grouped in different categories. That will show how various factors are interrelated and how they can lead to a successful relationship between leadership and employees within organizations. The procedures to be used to conduct the data analysis include constant comparative analysis and discourse analysis. The two procedures will be used in analyzing the first research question to compare the reasons provided by employees and examine the pattern or flow of communication respectively. The second and third research questions will be analyzed through constant comparative analysis to determine the similarities and differences in the risks organizations face because of disintegrated relationship.
Ethical Considerations
There are probable ethical issues that will emerge during the research including employees? concerns on confidentiality, potential legal actions against organizational leaders, and probable victimization of the employees or leaders. In attempts to address these ethical considerations, human subjects will be protected through seeking their informed consent from each of them as well as from the organization. The informed consent will be properly documented and interviews and observations conducted in environments that ensure confidentiality. The protection of human subjects and data will also be enhanced through seeking for Office for Human Research Protections (OHRP) approval. Site authorization will be achieved through seeking approval from the institution and organizations? top management and using contacts that can help remove barriers to entrance.



DISSERTATION PROSPECTUS 11
References:
Abrrow, H.A., Ardakani, M.S., Harooni, A. & Pour, H.M. (2013, July). The Relationship
Between Organizational Trust and Organizational Justice Components and Their Role in Job Involvement in Education. International Journal of Management Academy, 1(1), 25-41.
Albrecht, S.L. (2010). Handbook of employee engagement: perspectives, issues, research and
practice. Northampton, MA: Edward Elgar Publishing.
Broner, S. (2009). Employees? perceptions of leaders? attitudes and employee retention: a
quantitative study on perceived attitudes. Ann Arbor, MI: ProQuest LLC.
Creswell, J.W.(2007). Qualitative inquiry & research design: Choosing among five approaches .(2nd ed.).Thousand Oaks, CA: SAGE.
Goswami, J.H. (2013, March). Sustaining Employee Engagement in the Face of Crisis ? A Test
of Leadership and Introduction of a New Model. International Journal of Research in Computer Application & Management, 3(3), 8-12.
Smith, B.L. & Hughey, A.W. (2006). Leadership in Higher Education- Its Evolution and Potential: A unique role facing critical challenges. Counseling and Student Affairs Faculty Publications, Western Kentucky University.
Holloway, J.B. (2012). Leadership Behavior and Organizational Climate: An Empirical Study in
a Non-profit Organization. Emerging Leadership Journeys, 5(1), 9-35.
Merriam, S. B. (2001). Something old, something new: The changing mosaic of
adult learning theory. Andragogy Today, 4(1), 1-29.

Richards, B. J., & Malvern, D. D. (2007). Validity and threats to the validity of vocabulary assessment. In H. Daller, J. Milton, & J. Treffers-Daller (Eds.), Modelling and assessing lexical knowledge. Cambridge: Cambridge University Press.
Smither, J.W. & London, M. (2009). Performance management: putting research into action.
Hoboken, NJ: John Wiley & Sons, Inc.
Swindall, C. (2011). Engaged leadership: building a culture to overcome employee
disengagement. Hoboken, NJ: John Wiley & Sons, Inc.


DISSERTATION PROSPECTUS
Appendix A
Phenomena and Data Analysis
Table 1
Research Questions Phenomenon (Problem) Being Studied Sources of Data Analysis Plan
1. Why is the relationship between organizational leaders and employees disintegrating every day?
Reasons that contribute to this poor relationship between employees and leaders based on the actions and behaviors of leaders. 1. Individual interviews.
2. Interviews on focus groups.
3. Observations during direct interactions.
4. Documents and Materials. 1. Constant comparative analysis on reasons provided by employees regarding the problem.
2. Discourse analysis of the pattern or flow of communication between employees and leaders.
2. How are organizations at risk to pay the price of the existing conflict? The extent with which organizations suffer due to disintegrating relationship between leaders and workers. 1. Documents and materials.
2. Interviews on organizational leaders. Constant comparative analysis on the similarity and differences of risks that organizations face as stated by different organizational leaders.

Answer the following two questions:

1. Indicate whether you agree or disagree with following statement: "Individual incentive plans are less preferable than group incentives and companywide incentives" Explain your answers.

2. Critics of profit sharing plans maintain that these plans do not motivate employees to perform at higher levels. Under what conditions are profit sharing plans not likely to motivate employees?

Please use 1 page for each question!

Now that you have created an appraisal system for employees on your new team and a career development plan for each member, it is time to develop a compensation plan. Because InterClean is embarking on a new strategic direction, upper management has asked you to suggest a new compensation plan specifically for your team. Propose your ideas and rationale to the Human Resource Department Manager for approval.

o Describing three components of a total rewards package that would motivate employees to reach peak performance
o Describing your compensation plan?s benefits to the individual and team as well to the company

CRJ620 WEEK 2

STUDENT.ASHFORD.EDU

Prior to beginning work on this interactive assignment, read Chapters 6 and 7 in your textbook to learn more about the theories of leadership and motivating employees to improve morale. In addition, watch the Leaders as Servants (Links to an external site.), Qualities of Strong Leaders (Links to an external site.), and Role of Humanity in Business (Links to an external site.) video segments below.You must research three additional professional resources on the City of Baltimore crime rates and the leadership of the Baltimore Police Department for this assignment. (Access the MSCJ Professional Resources guide (Links to an external site.) for assistance with finding appropriate resources.)

It is reported that the Baltimore City Police Department is experiencing a terrible morale situation. Some of the department?s officers have been seen in disguise on YouTube in which they discuss how morale and motivation of law enforcement is so deficient that law enforcement officers are choosing not to respond to calls for assistance in a timely manner. Crime rates are on the rise due to a lack of motivation by the officers to implement crime prevention initiatives, community policing, or even daily required operations.

For this assignment, you will take on the role of an expert law enforcement consultant hired by the Mayor to assist the Chief of Police in determining how to fix the morale problems within the city's police force, improve community relations between law enforcement and the citizens, and decrease crime within the city. Formulate a one-page memorandum addressed to the Mayor that addresses the following. (Information on writing business memos (Links to an external site.), as well as a business memo template (Links to an external site.) and a sample business memo (Links to an external site.) are provided for your convenience.)

Apply theoretical concepts of leadership to the situation in the Baltimore City Police Department.
Propose changes that may improve employee morale by motivating law enforcement to perform their duties as required to decrease crime in the city.
Develop a plan for implementing the proposed changes, including the timeline and steps necessary to execute the recommendations.
Create the memorandum in a document format, attach it to your initial post, and submit to the forum.

Guided Response: Review several of your colleagues? posts and respond to at least two of your peers by 11:59 p.m. on Day 7 of the week. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this assignment forum.

Acting as a voting member of a council or board, provide comments that critically evaluate your peers' memos regarding the changes being proposed. Explain the elements of the memo that were particularly thought provoking and informational. Describe how these might act to sway your vote regarding executing the recommendations. Explain why these aspects should be highlighted in your colleague?s Intervention Plan due in Week Six. Describe any pieces of information you felt were missing or unclear and suggest ways in which these might be included or clarified in the Intervention Plan. You are encouraged to post your required replies earlier in the week to promote more meaningful and interactive discourse in this assignment forum.

Research Brocade Communications System, Inc. as a publicly traded company and then download the annual report for the most recent year reported for use in this assignment.

1. Analyze the companys mission and vision statements against the performance of the organization. Then, evaluate how well the company lives out its mission and vision statement. Provide support from the organizations performance in your evaluation.
2. Assess how the organizations strategic goals link to the companys mission and vision.
3. Analyze the companys financial performance to determine the link between the companys strategic goals, strategy, and its financial performance. Detail your findings.
4. Conduct a competitive and marketing analysis of the organization to determine strengths and opportunities.
5. Apply the appropriate strategy (low cost, differentiation, or niche) that will maximize the organizations return to shareholders. Provide a detailed rationale for the reason you chose this strategy and state the expected outcome(s).
6. Create a detailed scenario in which a merger or acquisition would be a viable strategy to implement. Consider who the merger or acquisition would involve, the market conditions making it a good choice, and the type of strategy that would make it a success.
7. If you were a leader in this organization, determine the appropriate rewards that would best motivate employees toward achieving the desired strategy. Review the financial performance of the company to ensure the rewards are appropriate. Justify your selection.
8. Evaluate how the companys current strategy supports or discourages ethical business behaviors (or perhaps both). Discuss how you arrived at your assessment.

I would like to request the writer (baldwinmba) to complete this Order

Dear Writer,
Earlier in February Ive requested a thesis proposal which you have completed and now I would like to request a thesis paper with you. This is the Thesis Statement which you will be using :

Please note that I will be needing a 1 page summary and the outline in 5 days maximum, which is on the 3rd of April. I need to send it to my advisor. Please let me know if that will be possible, its very important.


Human Resources

The role of human resources in the modern business environment training has become elevated in regards to achieving or maintaining a competitive advantage. This primarily arises from that industry standards require high level of professional development in order for the organization to achieve a sustainable competitive advantage have increased significantly. The dictionary definition for learning is something to the effect of the acquiring of skills or knowledge however human resources must take a more holistic approach to training and development. One of the strategies that can facilitate learning is to build a culture with motivated employees who share a predisposition to learning. This analysis will introduce training and development and analyze the recent developments in this field as they relate to effectiveness and how they support organizational change.
An organization is in a perpetual state of learning whether they consciously chose to learn or not; it is required to sustained existence (Kim, 1993). The dictionary definition for learning is something to the effect of the acquiring of skills or knowledge. Some have argued that this only effectively takes place when new knowledge can translate into a different behavior that is replicable; others believe that it requires the ability to develop our existing mental concepts based on our experience to develop new mental models, while others argue that it is a way to transfer experience (Sarin, 2010). A study should be conducted to determine how organizational learning has developed in the last few years with the new platforms that have emerged such a e-learning and distance learning for example.











Here are my Instructions:
The Thesis has to raise a problem and then give solutions.
It should be innovative.
The topic should controllable and testable.
Remember you should be more analytical than descriptive (Strategic Analysis)




The structure should include the following steps:
1-Preforme a Synthesis of Literature(the existence of the subject)
2- State the assumptions of the study
3- Adopt a research Methodology
4- Conduct an empirical research based on the study of the hypotheses
5-Scientifically validate the Hypotheses of the study
6- Conclude with a critical approach to performance.





1-Introduction:

1-The Paper should have a long Introduction that states the subject and its importance (Why did you pick this subject ? how is it important )
2- You should connect the subject with the current economical Situation
3- Show the overall structure of the Thesis.
4- You have to include a Synthesis review (Question, assumptions, Hypothesis)

2-First Chapter:
This Part should present a summary of literature related to the subject, it should set out the various hypotheses of the study.
1-Should describe the Methodological approach adopted
2-Describe the data relevant to the treatment of the problem
3- Explain the type of Methodology (Qualitative)
4- You have to include a critical Analysis (Study, Results, Tables and Graphics)
5-you have to raise questions, then validate them.

3-Second Chapter:
Describes the Methodological Approach adopted, it should also describe the data relevant to the solution of the problem raised( You should raise a problematic Question), and includes the detailed empirical study of the study or case adopted.
Perspectives
4- Third Chapter: Includes the analysis and critique the results of the second part. It should also contain a form of recommendations(Answers to the Hypotheses

Finally A Conclusion
Which presents the key elements of the Thesis and opens up future p

Conduct a Synthesis of Literature.
Formulate Hypotheses Study :Here you should state the study assumptions, which are variations of the problem.(These are questions we must answer (validation of the hypothesis or not )

Adopt a Research Methodology :This is also to justify your assumptions. You could either use A questionnaire Method, or testing the hypothesis.

Conduct an empirical research based on the study on the hypotheses:
For this part you are to collect the date necessary for the study.

Validate the hypothesis Scientifically.
Conclude with a critical approach to performance :This is the third and last part, that is to express yourself freely on the approach and the results. This is the critical analysis part of what have the student learned and discovered from this paper . This is the creative part of the paper.


Please make sure that you cite everything, even the tables and graphs

Please note that I will be requesting more pages the thesis has to be 60 to 70pages long.
And please send me the outline and one page summary.
If you have any questions please let me know ASAP.

THANK YOU

Customer is requesting that (baldwinmba) completes this order.

Part one
Kodak and Fujifilm

Write a seven (7) page paper in which you describe
1) Describe the history and core business of each company.
2) Compare and contrast the approach to management that each company has pursued in order to embrace innovation.
3) Determine what other management differences have impacted the relative success of Kodak and Fujifilm. Provide specific examples to support your response.
4) Evaluate each company's approach to ethics and social responsibilty and the impact those approaches have had on each company's profitability.
5) Discuss the extent to which management of both companies adapted to changing market conditions.
6) Reccommed three (3) ways any company should build in flexibility to back up its decision making process in order to adapt to changing market conditions
NO WIKIPEDIA NO.COM ALLOWED
Either .gov, .net, .edu or books with page numbers. At least 5 references

PART TWO
LEADERSHIP ASSESSMENT
Write a seven(7) page paper in which:
1) Analyze the leadership style(s) of a senior executive (CEO, CFO, COO, Director, etc) in your current or previous organization who made a positive or negative impact on you.
2) Analyze the organizational structure and culture of the company for which you work (or would like to work) to determine its approach to team development, and whether that approach helped to enhance your relationship skills in the workplace.
3)Evaluate the performance of your selected leader based on his or her ethical conduct and effective communication to determine if this leader was succesful in motivating and empowering you to improve on your work performance. Explain your answer.
4) Determine three (3) best practices organizational leaders can use to motivate employees and discuss their potential benefits.
5)Discuss some of the challenges leaders encounter when managing diversity and how diversity helps business organizations better compete in global markets.
6) Develop an effective business startegy to address the challenges and issues you have identified above.
NO WIKIPEDIA NO.COM ALLOWED
Either .net, .gov .edu or books with page numbers At least 5 references

PART THREE
Presentation of part two LEADERSHIP ASSESSMENT

Write a nine (9) slide presentation in which:
1) Provide a tilte slide (as indicated in the format requirements below) followed by a slide with an introduction to your presentation.
2) Summarize your response to each of the criteria in Assignment 2-one (1) slide per criteron, for a total of six (6) slides.
3)Provide a summary slide which addresses key points of your paper.

Format the PowerPoint presenattion with headings on each slde and three to four (3-4) relevant graphics (photographs, graphs, clip art, etc). ensuring that the presentation is visually appealing and readable.
Include a title slide conatining the title of the assignment.
NO WIKIPEDIA NO .COM ALLOWED
Either .gov, .net.edu or books with page numbers

Job Redesign and Workplace Rewards Assessment on outside sales

The Job Redesign and Workplace Rewards Assessment is a project which asks one to assess the current state of your workplace environment (outside sales) in regard to how it motivates (or fails to motivate) employees to affect increased job satisfaction and workplace productivity.
Prepare an assessment focusing on outside sales in a company in regard to the system of goal-setting, performance evaluation, and workplace rewards which impact productivity both positively and negatively and job satisfaction in outside sales.

Be sure to address the following:
Identify the current major components, tasks, or responsibilities of outside sales. Does the job currently allow any self-management or sense of choice? Does the position cultivate a sense of intrinsic motivation?
Briefly discuss what company-wide rewards (e.g., bonus plans and/or profit-sharing) and one-to-one rewards (e.g., praise and/or recognition) currently exist. Examine and evaluate if these rewards are effective (or are not effective) in motivating behavior for this position.
Identify how goals are used at your company with regard to the selected position. Be sure to consider what kinds of goals are set, how the goals are set, and if the goal system is effective for this position.

Reference:
Understanding Motivation and Emotion by Johnmarshall Reeve, 3rd edition, 2001

You are to write a 1-page. Provide a written discussion of the article and how it applies to the economic model of behavior. Do Not Use Outsides Sources.

Why Incentive Plans Cannot Work

When reward systems fail, don't blame the program -- look at the premise behind it.

It is difficult to overstate the extent to which most managers and the people who advise them believe in the redemptive power of rewards. Certainly, the vast majority of U.S. corporations use some sort of program intended to motivate employees by tying compensation to one index of performance or another. But more striking is the rarely examined belief that people will do a better job if they have been promised some sort of incentive. This assumption and the practices associated with it are pervasive, but a growing collection of evidence supports an opposing view. According to numerous studies in laboratories, workplaces, classrooms, and other settings, rewards typically undermine the very processes they are intended to enhance. The findings suggest that the failure of any given incentive program is due less to a glitch in that program than to the inadequacy of the psychological assumptions that ground all such plans.
Temporary Compliance
Behaviorist theory, derived from work with laboratory animals, is indirectly responsible for such programs as piece-work pay for factory workers, stock options for top executives, special privileges accorded to Employees of the Month, and commissions for salespeople. Indeed, the livelihood of innumerable consultants has long been based on devising fresh formulas for computing bonuses to wave in front of employees. Money, vacations, banquets, plaques--the list of variations on a single, simple behaviorist model of motivation is limitless. And today even many people who are regarded as forward thinking--those who promote teamwork, participative management, continuous improvement, and the like--urge the use of rewards to institute and maintain these very reforms. What we use bribes to accomplish may have changed, but the reliance on bribes, on behaviorist doctrine, has not.
Moreover, the few articles that appear to criticize incentive plans are invariably limited to details of implementation. Only fine-tune the calculations and delivery of the incentive--or perhaps hire the author as a consultant--and the problem will be solved, we are told. As Herbert H. Meyer, professor emeritus in the psychology department at the College of Social and Behavioral Sciences at the University of South Florida, has written, "Anyone reading the literature on this subject published 20 years ago would find that the articles look almost identical to those published today." That assessment, which could have been written this morning, was actually offered in 1975. In nearly forty years, the thinking hasn't changed.
Do rewards work? The answer depends on what we mean by "work." Research suggests that, by and large, rewards succeed at securing one thing only: temporary compliance. When it comes to producing lasting change in attitudes and behavior, however, rewards, like punishment, are strikingly ineffective. Once the rewards run out, people revert to their old behaviors. Studies show that offering incentives for losing weight, quitting smoking, using seat belts, or (in the case of children) acting generously is not only less effective than other strategies but often proves worse than doing nothing at all. Incentives, a version of what psychologists call extrinsic motivators, do not alter the attitudes that underlie our behaviors. They do not create an enduring commitment to any value or action. Rather, incentives merely--and temporarily--change what we do.
As for productivity, at least two dozen studies over the last three decades have conclusively shown that people who expect to receive a reward for completing a task or for doing that task successfully simply do not perform as well as those who expect no reward at all. These studies examined rewards for children and adults, males and females, and included tasks ranging from memorizing facts to creative problem-solving to designing collages. In general, the more cognitive sophistication and open-ended thinking that was required, the worse people performed when working for a reward. Interestingly enough, the researchers themselves were often taken by surprise. They assumed that rewards would produce better work but discovered otherwise.
The question for managers is whether incentive plans can work when extrinsic motivators more generally do not. Unfortunately, as author G. Douglas Jenkins, Jr., has noted, most organizational studies to date--like the articles published-have tended "to focus on the effects of variations in incentive conditions, and not on whether performance-based pay per se raises performance levels."
A number of studies, however, have examined whether or not pay, especially at the executive level, is related to corporate profitability and other measures of organizational performance. Often they have found slight or even negative correlations between pay and performance. Typically, the absence of such a relationship is interpreted as evidence of links between compensation and something other than how well people do their jobs. But most of these data could support a different conclusion, one that reverses the causal arrow. Perhaps what these studies reveal is that higher pay does not produce better performance. In other words, the very idea of trying to reward quality may be a fool's errand.
Consider the findings of Jude T. Rich and John A. Larson, formerly of McKinsey & Company. In 1982, using interviews and proxy statements, they examined compensation programs at 90 major U.S. companies to determine whether return to shareholders was better for corporations that had incentive plans for top executives than it was for those companies that had no such plans. They were unable to find any difference.
Four years later, Jenkins tracked down 28 previously published studies that measured the impact of financial incentives on performance. (Some were conducted in the laboratory and some in the field.) His analysis, "Financial Incentives," published in 1986, revealed that 16, or 57%, of the studies found a positive effect on performance. However, all of the performance measures were quantitative in nature: a good job consisted of producing more of something or doing it faster. Only five of the studies looked at the quality of performance. And none of those five showed any benefits from incentives.
Another analysis took advantage of an unusual situation that affected a group of welders at a Midwestern manufacturing company. At the request of the union, an incentive system that had been in effect for some years was abruptly eliminated. Now, if a financial incentive supplies motivation, its absence should drive down production. And that is exactly what happened, at first. Fortunately, Harold F. Rothe, former personnel manager and corporate staff assistant at the Beloit Corporation, tracked production over a period of months, providing the sort of long-term data rarely collected in this field. After the initial slump, Rothe found that in the absence of incentives the welders' production quickly began to rise and eventually reached a level as high or higher than it had been before.
One of the largest reviews of how intervention programs affect worker productivity, a meta-analysis of some 330 comparisons from 98 studies, was conducted in the mid-1980s by Richard A. Guzzo, associate professor of psychology at the University of Maryland, College Park, and his colleagues at New York University. The raw numbers seemed to suggest a positive relationship between financial incentives and productivity, but because of the huge variations from one study to another, statistical tests indicated that there was no significant effect overall. What's more, financial incentives were virtually unrelated to the number of workers who were absent or who quit their jobs over a period of time. By contrast, training and goal-setting programs had a far greater impact on productivty than did pay-for-performance plans.
Why Rewards Fail
Why do most executives continue to rely on incentive programs? Perhaps it's because few people take the time to examine the connection between incentive programs and problems with workplace productivity and morale. Rewards buy temporary compliance, so it looks like the problems are solved. It's harder to spot the harm they cause over the long term. Moreover, it does not occur to most of us to suspect rewards, given that our own teachers, parents, and managers probably used them. "Do this and you'll get that" is part of the fabric of American life. Finally, by clinging to the belief that motivational problems are due to the particular incentive system in effect at the moment, rather than to the psychological theory behind all incentives, we can remain optimistic that a relatively minor adjustment will repair the damage.
Over the long haul, however, the potential cost to any organization of trying to fine-tune reward-driven compensation systems may be considerable. The fundamental flaws of behaviorism itself doom the prospects of affecting long-term behavior change or performance improvement through the use of rewards. Consider the following six-point framework that examines the true costs of an incentive program.
1. "Pay is not a motivator." W. Edward Deming's declaration may seem surprising, even absurd. Of course, money buys the things people want and need. Moreover, the less people are paid, the more concerned they are likely to be about financial matters. Indeed, several studies over the last few decades have found that when people are asked to guess what matters to their coworkers--or, in the case of managers, to their subordinates--they assume money heads the list. But put the question directly--"What do you care about?"--and pay typically ranks only fifth or sixth.
Even if people were principally concerned with their salaries, this does not prove that money is motivating. There is no firm basis for the assumption that paying people more will encourage them to do better work or even, in the long run, more work. As Frederick Herzberg, Distinguished Professor of Management at the University of Utah's Graduate School of Management, has argued, just because too little money can irritate and demotivate does not mean that more and more money will bring about increased satisfaction, much less increased motivation. It is plausible to assume that if someone's take-home pay was cut in half, his or her morale would suffer enough to undermine performance. But it doesn't necessarily follow that doubling that person's pay would result in better work.
2. Rewards punish. Many managers understand that coercion and fear destroy motivation and create defiance, defensiveness, and rage. They realize that punitive management is a contradiction in terms. As Herzberg wrote in HBR some 25 years ago ("One More Time: How Do You Motivate Employees?" January-February 1968), a "KITA"-which, he coyly explains, stands for "kick in the pants"--may produce movement but never motivation.
What most executives fail to recognize is that Herzberg's observation is equally true of rewards. Punishment and rewards are two sides of the same coin. Rewards have a punitive effect because they, like outright punishment, are manipulative. "Do this and you'll get that" is not really very different from "Do this or here's what will happen to you." In the case of incentives, the reward itself may be highly desired; but by making that bonus contingent on certain behaviors, managers manipulate their subordinates, and that experience of being controlled is likely to assume a punitive quality over time.
Further, not receiving a reward one had expected to receive is also indistinguishable from being punished. Whether the incentive is withheld or withdrawn deliberately, or simply not received by someone who had hoped to get it, the effect is identical. And the more desirable the reward, the more demoralizing it is to miss out.
The new school, which exhorts us to catch people doing something right and reward them for it, is not very different from the old school, which advised us to catch people doing something wrong and threaten to punish them if they ever do it again. What is essentially taking place in both approaches is that a lot of people are getting caught. Managers are creating a workplace in which people feel controlled, not an environment conducive to exploration, learning, and progress.
3. Rewards rupture relationships. Relationships among employees are often casualties of the scramble for rewards. As leaders of the Total Quality Management movement have emphasized, incentive programs, and the performance appraisal systems that accompany them, reduce the possibilities for cooperation. Peter R. Scholtes, senior management consultant at Joiner Associates Inc., put it starkly, "Everyone is pressuring the system for individual gain. No one is improving the system for collective gain. The system will inevitably crash." Without teamwork, in other words, there can be no quality.
The surest way to destroy cooperation and, therefore, organizational excellence, is to force people to compete for rewards or recognition or to rank them against each other. For each person who wins, there are many others who carry with them the feeling of having lost. And the more these awards are publicized through the use of memos, newsletters, and awards banquets, the more detrimental their impact can be. Furthermore, when employees compete for a limited number of incentives, they will most likely begin to see each other as obstacles to their own success. But the same result can occur with any use of rewards; introducing competition just makes a bad thing worse.
Relationships between supervisors and subordinates can also collapse under the weight of incentives. Of course, the supervisor who punishes is about as welcome to employees as a glimpse of a police car in their rearview mirrors. But even the supervisor who rewards can produce some damaging reactions. For instance, employees may be tempted to conceal any problems they might be having and present themselves as infinitely competent to the manager in control of the money. Rather than ask for help--a prerequisite for optimal performance--they might opt instead for flattery, attempting to convince the manager that they have everything under control. Very few things threaten an organization as much as a hoard of incentive-driven individuals trying to curry favor with the incentive dispenser.
4. Rewards ignore reasons. In order to solve problems in the workplace, managers must understand what caused them. Are employees inadequately prepared for the demands of their jobs? Is long-term growth being sacrificed to maximize short-term return? Are workers unable to collaborate effectively? Is the organization so rigidly hierarchical that employees are intimidated about making recommendations and feel powerless and burned out? Each of these situations calls for a different response. But relying on incentives to boost productivity does nothing to address possible underlying problems and bring about meaningful change.
Moreover, managers often use incentive systems as a substitute for giving workers what they need to do a good job. Treating workers well-providing useful feedback, social support, and the room for self-determination--is the essence of good management. On the other hand, dangling a bonus in front of employees and waiting for the results requires much less effort. Indeed, some evidence suggests that productive managerial strategies are less likely to be used in organizations that lean on pay-for-performance plans. In his study of welders' performance, Rothe noted that supervisors tended to "demonstrate relatively less leadership" when incentives were in place. Likewise, author Carla O'Dell reports in People, Performance, and Pay that a survey of 1,600 organizations by the American Productivity Center discovered little in the way of active employee involvement in organizations that used small-group incentive plans. As Jone L. Pearce, associate professor at the Graduate School of Management, University of California at Irvine, wrote in "Why Merit Pay Doesn't Work: Implications from Organization Theory," pay for performance actually "impedes the ability of managers to manage."
5. Rewards discourage risk-taking. "People will do precisely what they are asked to do if the reward is significant," enthused Monroe J. Haegele, a proponent of pay-for-performance programs, in "The New Performance Measures." And here is the root of the problem. Whenever people are encouraged to think about what they will get for engaging in a task, they become less inclined to take risks or explore possibilities, to play hunches or to consider incidental stimuli. In a word, the number one casualty of rewards is creativity.
Excellence pulls in one direction; rewards pull in another. Tell people that their income will depend on their productivity or performance rating, and they will focus on the numbers. Sometimes they will manipulate the schedule for completing tasks or even engage in patently unethical and illegal behavior. As Thane S. Pittman, professor and chair of the psychology department at Gettysburg College, and his colleagues point out, when we are motivated by incentives, "features such as predictability and simplicity are desirable, since the primary focus associated with this orientation is to get through the task expediently in order to reach the desired goal." The late Cornell University professor, John Condry, was more succinct: rewards, he said, are the "enemies of exploration."
Consider the findings of organizational psychologist Edwin A. Locke. When Locke paid subjects on a piece-rate basis for their work, he noticed that they tended to choose easier tasks as the payment for success increased. A number of other studies have also found that people working for a reward generally try to minimize challenge. It isn't that human beings are naturally lazy or that it is unwise to give employees a voice in determining the standards to be used. Rather, people tend to lower their sights when they are encouraged to think about what they are going to get for their efforts. "Do this and you'll get that," in other words, focuses attention on the "that" instead of the "this." Emphasizing large bonuses is the last strategy we should use if we care about innovation. Do rewards motivate people? Absolutely. They motivate people to get rewards.
6. Rewards undermine interest. If our goal is excellence, no artificial incentive can ever match the power of intrinsic motivation. People who do exceptional work may be glad to be paid and even gladder to be well paid, but they do not work to collect a paycheck. They work because they love what they do.
Few will be shocked by the news that extrinsic motivators are a poor substitute for genuine interest in one's job. What is far more surprising is that rewards, like punishment, may actually undermine the intrinsic motivation that results in optimal performance. The more a manager stresses what an employee can earn for good work, the less interested that employee will be in the work itself.
The first studies to establish the effect of rewards on intrinsic motivation were conducted in the early 1970s by Edward Deci, professor and chairman of the psychology department at the University of Rochester. By now, scores of experiments across the country have replicated the finding. As Deci and his colleague Richard Ryan, senior vice president of investment and training manager at Robert W. Baird and Co., Inc., wrote in their 1985 book, Intrinsic Motivation and Self-Determination in Human Behavior, "the research has consistently shown that any contingent payment system tends to undermine intrinsic motivation." The basic effect is the same for a variety of rewards and tasks, although extrinsic motivators are particularly destructive when tied to interesting or complicated tasks.
Deci and Ryan argue that receiving a reward for a particular behavior sends a certain message about what we have done and controls, or attempts to control, our future behavior. The more we experience being controlled, the more we will tend to lose interest in what we are doing. If we go to work thinking about the possibility of getting a bonus, we come to feel that our work is not self-directed. Rather, it is the reward that drives our behavior.
Other theorists favor a more simple explanation for the negative effect rewards have on intrinsic motivation: anything presented as a prerequisite for something else-that is, as a means toward another end--comes to be seen as less desirable. The recipient of the reward assumes, "If they have to bribe me to do it, it must be something I wouldn't want to do." In fact, a series of studies, published in 1992 by psychology professor Jonathan L. Freedman and his colleagues at the University of Toronto, confirmed that the larger the incentive we are offered, the more negatively we will view the activity for which the bonus was received. (The activities themselves don't seem to matter; in this study, they ranged from participating in a medical experiment to eating unfamiliar food.) Whatever the reason for the effect, however, any incentive or pay-for-performance system tends to make people less enthusiastic about their work and therefore less likely to approach it with a commitment to excellence.
Dangerous Assumptions
Outside of psychology departments, few people distinguish between intrinsic and extrinsic motivation. Those who do assume that the two concepts can simply be added together for best effect. Motivation comes in two flavors, the logic goes, and both together must be better than either alone. But studies show that the real world works differently.
Some managers insist that the only problem with incentive programs is that they don't reward the right things. But these managers fail to understand the psychological factors involved and, consequently, the risks of sticking with the status quo.
Contrary to conventional wisdom, the use of rewards is not a response to the extrinsic orientation exhibited by many workers. Rather, incentives help create this focus on financial considerations. When an organization uses a Skinnerian management or compensation system, people are likely to become less interested in their work, requiring extrinsic incentives before expending effort. Then supervisors shake their heads and say, "You see? If you don't offer them a reward, they won't do anything." It is a classic self-fulfilling prophecy. Swarthmore College psychology professor Barry Schwartz has conceded that behavior theory may seem to provide us with a useful way of describing what goes on in U.S. workplaces. However, "It does this not because work is a natural exemplification of behavior theory principles but because behavior theory principles ... had a significant hand in transforming work into an exemplification of behavior theory principles."
Managers who insist that the job won't get done right without rewards have failed to offer a convincing argument for behavioral manipulation. Promising a reward to someone who appears unmotivated is a bit like offering salt water to someone who is thirsty. Bribes in the workplace simply can't work.

Requesting WRITER ID: Aristotle to work on this paper.

Please, please complete by the due date and time.

This is a RESEARCH and POSITION action paper and it is about Public Safety Administration and is designed to gauge the comprehensive knowledge, understanding, and ability for critical analysis and application in the administration of public safety.

In this research and position action paper students demonstrate their integrated understanding of the content, conceptual and theoretical models, methodological strategies and data they have learned in the Public Safety Administration program. In addition, demonstrate the ability to apply and describe applications of their learning to professional performance.


THE FOLLOWING CRITERIA WILL BE USED TO EVALUATE YOUR RESPONSES:

A. Relevancy to the question.

B. Accuracy and comprehensiveness.

C. USE OF FOUNDATION OR PREMISE, BASED ON REFERENCES LISTED BELOW, IN CONSTRUCTING THE ANSWERS. You need to incorporate citations from authors? positions supporting your positions.

D. Logic and organization of thought.

E. Clarity of writing style.

F. Overall presentation of responses to questions which reflect a graduate level application of course concepts.


PAPER CONTENT AND REQUIREMENTS: The research & position action paper will cover areas within the definition of a single overarching issue, problem or question. This includes:

1. A cross-disciplinary analysis of the issue, problem or question that includes definition and review of relevant theories and concepts.

2. Discussion of data or other evidence to support your analysis of the issue, problem or question. Discussion and analysis of methodologies.

3. Application- a proposed strategy or set of strategies for an action as it relates to the first two responses.

4. A discussion considering the valued questions and ethical issues inherent in the issue, problem or question as well as their application.

5. Reflective responses in which the student provides a degree of personal analysis of the issue, problem or question.

6. Citations MUST indicate the source of information used in the content of the paper. The American Psychological Association (APA) style MUST be utilized. If possible use page number of the reference.


Please, use a myriad of resources to complete the work. Use materials found in the library, data from government research organizations, or other reliable sources found on the Internet (Do not reference Wikipedia), textbooks, academic periodicals, (only scholarly references).

The format of the paper must cover the following:-

1) Abstract

2) Introduction (refer to the scenario and its questions listed below).

3) List EACH question and SUBQUESTION prior to answering them (refer to the question listed below) (refer to the guidelines and content for the paper listed above).

4) Personal Analysis (one page only - write a personal analysis about the questions and answer or explanation you have written in the paper keeping leadership in mind)

5) References - list all scholarly references, cite references where needed. (as many as possible)

Reference list (must use in the paper):

1) Shusta, R. M. (2014). Multicultural Law Enforcement. New York City: Prentice Hall.

2) Blanchard, P. N., & Thacker, J. W. (2013). Effective Training Systems, Strategies, and Practices (5th Ed.)

3) Maslow, A. (1954). Motivation and Personality. New York, NY: Harper and Row

4) Two-factor theory (Herzberg) (59)

5) Robbins, S. P., & Judge, T. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson Education.

6) Fortenbery, M.J.A. (2015). Improving Motivation and Productivity of Police Officers. FBI Law
Enforcement Bulletin.

7) Northouse, P. (2013). Leadership: Theory and practice. 6th ed. Thousand Oaks, CA: SAGE
.
8) Organization Theory & Public Management, Author: Tompkins, ISBN: 9780534174682

9) Human Resource Management Edition: 6th, Author: Kleiman, ISBN: 9781465210142

10) Organizational Ethics Edition: 3rd, Author: Johnson, ISBN: 9781483344409

11) Essen of Research Methods in Criminal Justice etc Edition: 3rd, Author: Hagan, ISBN:
9780135121009

12) Proposing Empirical Research (w/bonus book) Edition: 5th, Author: Patten, ISBN: 9781936523306

13) Budgeting Guide for Local Government Edition: 3rd, Author: Bland, ISBN: 9780873267670

14) Herzberg, F. (1976). One More Time: How do you Motivate Employees? Jos satisfaction ? A Reade 17-32.

15) Teachings of Mary Parker Follett, Maslow and Herzberg.

16) Cresthill, 2014, page 52

17) http://directives.chicagopolice.org/directives/data/a7a57be2-128ff3f0-ae912-8fff-cec11383d806e05f.html (use this as the reference for the use of force policy and use of force model, use the actual model in the paper) or (if you have better use of force policy and model, please use that one then).

SCENARIO AND QUESTIONS FOR THE PAPER:

You are a new police chief in a small city in Illinois. You were instructed by the mayor to develop a plan to improve public relations between the police department and the citizens. There have been numerous public complaints and allegations within the past two years regarding the inappropriate use of force by police officers when apprehending suspects within the city. Your employees believe they have been conducting their duties appropriately and should not respond to these complaints.

1. What leadership style(s) would you use in your new position to accomplish these special assignments and why? (There are two parts to this question and both must be answered separately.)

2. As a leader, how would you work with the employees to help facilitate their understanding of the problem? Use theories of motivation, human relations, and leadership to answer this question.


3. A. Develop a policy that addresses the use of force by police officers. (Include just the essentials)

B. Discuss the methodology you would employ in developing this new policy.

4. Develop a Strategic Plan to improve police community relations. This plan should be congruent with the mission of the department. You should also develop a vision and mission statements for the department prior to developing a strategic plan.

5. You want to understand job-related stress from the vantage point of a first line police officer and to use that understanding to develop a theory of police officer stress.

OUTLINE YOUR PROPOSAL:
a. What could be your hypotheses?
b. What would be your independent and dependent variables?
c. How would you measure these variables?
d. How would you pick your sample?
e. What are your ethical considerations?
f. What research method would you use and why?
g. Is it quantitative or qualitative research? Why did you choose this type?
h. What would be some of the limitations of your study?