Category: Human resource

Corporate Culture for Remote Workers

Corporate Culture for Remote Workers
Corporate Culture for Remote Workers

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Corporate Culture for Remote Workers

Introduction

The global “workplace,” has resulted in a convergence of cultures that are diverse and integrate individuals from diverse backgrounds. However, even with diverse backgrounds, individuals should be able to integrate into teams so that there is a successful achievement of the organization’s objectives. According to Guiso, Sapienza and Zingales (2015), the leaders of corporate organizations have the responsibility of maintaining governance and a required corporate culture so as to achieve their objectives and profitability.

The employees are the representatives of an organization in their daily work and actions outside the organization. The image that the employees portray should be a reflection of the values and objectives of the organization.

Clients and other stakeholders should feel that the employees of the organization are committed to achieving the set goals and intended image that they would inspire them to work with the company. Before an organization establishes a corporate culture, it should ensure that its leaders are ethical and believe in the values of the organization. Leaders that believe in the objectives and mission of the company can easily pass those values to employees.

In addition to being motivated to remain ethical in their leadership practices, the senior managers and executives should possess integrity as one of their characters. When the leaders’ possess integrity, employees are likely to be motivated to follow their guidance and vision. Leaders with integrity are also likely to earn the required respect of the employees in the organization.

Importance of Corporate Culture

Organizations also have unique personalities that separate them from their competitors and other firms. Parameters such as procedures, policies, hierarchies, leadership styles, habits and shared values of the employees and stakeholders form the corporate culture of an organization.Usually, sales levels, financial performance, and planning, the corporate culture of a firm should be deliberately planned for, cultivated, and nurtured. The corporate culture acts as a factor in attracting clients and business partners for an organization.

The culture shows the “outside world” the values that are important for the organization, and therefore adhered to in attaining objectives and conducting business.The board of directors usually focus on controlling the spending of a firm so that shareholders get as much of their wealth maximized as possible. The board also focuses on the growth of the company in terms of revenue and market share.

A corporate culture cannot be monetized, but it contributes to the profitability or lack of it, to a company. Therefore, the corporate culture of an organization should be monitored regularly, and changed to fit the dynamics of the industry and technology. Corporate cultures have an impact on the employees that companies attract and retain, as well as the commodities, or services offered, and revenue earned.

Companies that take pride in, and promote their corporate cultures are attractive to their current and potential employees. The clients of such organizations also want to associate with the organizations because they want to find out more information on what makes the organizations tick and pursue their objectives and mission in delivering commodities or services to their clients.

Companies that have healthy corporate cultures are able to retain employees for a long duration. The employees also have a positive attitude in light of the company, which in turn goes to the creation of a desirable team spirit. If organizations have to hire new staff members, they would spend highly on recruiting and training which would cut back on the firms’ funds, time and manpower hours. Organizations should therefore target the cultivation of a healthy corporate culture so that they retain their current employees.

Healthy corporate cultures allow organizations to charge high values for the commodities they produce or services offered to clients. The corporate culture possessed by an organization acts as a reputation that precedes the organization in the market. A company that has a healthy corporate culture is aware of the high quality production of its commodities or services that they have to deliver. The corporate culture guides the employees to be aware of the qualities and standards that they should uphold in delivering what is expected to their customers. Therefore, they have to meet the set baseline so that clients can be satisfied, and guiding principles upheld.

A corporate culture also results in the maintenance of high productivity among the workforce. The employees have a high morale which directly impacts their productivity in a positive tone. The productivity in turn results in a positive impact on the financial health of the organization. Therefore, there is a positive circle of production and healthy corporate culture maintenance.

The foundation of success that is established through a positive and healthy corporate culture results in placing of the company highly in comparison to its competitors. The corporate culture can result in positive growth for all the organization’s departments, and hinder complacency. Individuals’ characters and personalities cannot be changed wholly, but their attitude and behaviour can be guided through the establishment and maintenance of a positive corporate culture. This research paper will cover how remotely working employees can be included in the corporate culture of an organization.

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BACKGROUND OF THE PROBLEM

Remote working is expected to grow in the coming years based on the increase in the level of cost cutting being conducted by organizations. A large number of companies are increasing outsourcing, or employing a higher number of employees remotely. The employees can either be on temporary or a permanent basis of employment. Remote employees are usually on the usual payroll just like normal employees that report to the office on a daily basis. Most individuals confuse remote employees with freelancers, virtual or outsourced personnel.

The only difference between employees that report physically to the office and remote employees is that the latter work from home. Complacency can fall into the schedule of remote employees if they feel like they are not getting the required feedback. The employees do not get daily feedback as opposed to employees that would be working on a cubicle in the office, and constantly in touch with their bosses or colleagues (Gareri, 2013: 1). The management should spell out the corporate culture that they expect from their employees, and constantly monitor and evaluate the level of cooperation, if any, given by the remote employees.

Through the quality, consistent and constant nature of the feedback given by the employees, the management would know whether the corporate culture was effective, or if it would have to be adjusted to fit the remote employees. Parameters such as communication, promptness in submission of work and adhering to deadlines would be determined by the corporate culture. The social media profiles of employees that work at the organization might fall into the spectrum of the organization’s corporate culture. Some business partners are sensitive about the image that is portrayed by organizations and their employees on social media.

Such organizations feel that the employees and executives of an organization are a reflection of the image and values of the organization. Therefore, the image that is portrayed on platforms such as social media would contribute to their value and image as well; through association and conducting business together. The remote employees should get clear communication on whether the corporate culture falls into the extremes of observing certain guidelines and rules in their work, or which side they lean towards.

The current generation of millennial individuals has grown up using technology for entertainment purposes, and doing their assignments. Previous generations had to go to the library and physically interact with their colleagues through discussion groups. Currently, millennial learners can attend online classes and graduate, without having met any of their colleagues. Therefore, there is a high proportion of the current generation of individuals that would prefer working remotely; away from the office.

According to Besner (2014: 1), remote employees should be guided on the level of feedback and acknowledgement between them, and their supervisors and colleagues. Consistent communication is required so as to ensure that there is progress and the work done complies with the required guidelines and standards. The remote employees should also be included and guided on the manner in which the processes of the organization should take place.

All departments in organizations have processes that should be adhered to, so that required tasks are accomplished within stipulated durations. Employees that report to physical offices usually have a timeline within which they report and finish all their assigned tasks. This timelines should also be established and communicated to the remote employees so that misunderstandings do not arise.

The turnaround on projects and workload should have stipulated submission deadlines. Even though the remoteemployees are away from the office, they should still maintain deadlines so that no individuals or departments are inconvenienced. Remote working employees might feel neglected if they are not included in the corporate culture.

 Most corporate organizations have serious corporate cultures that guide the behaviour of employees and stakeholders. The different departments in the organization should come up with guidelines that would clarify the manner in which their employees should act. There should be specifications about the manner in which remote working employees are expected to act in accordance to their tasks and organization mission and vision achievement.

The departments would also be expected to specify the durations during which the employees would be expected to report in the office for different events such as critical meetings, team building, and office parties. Therefore, the employees would still get some physical contact with some of their colleagues, and seek redress of any issues that they would be facing in relation to their remote working.

The remote employees should also be informed of any team building exercises and the timelines within which they would be required to attend. The team building exercises are usually meant to strengthen colleagues’ working relationships and therefore form strong teams. The remote employees should especially not miss attending the team building meetings because they would contribute to interacting with employees in the different departments.

The remote employees and those that work in the office might only have had interactions through online communications such as video chats and emails. The physical meeting can strengthen their team work and therefore contribute to higher productivity.

The remote employees should also physically attend some of the meetings that are held by departments or the organization as a whole. The meetings usually serve as a platform where the management communicates the continued objectives, mission, and values that make the organization unique and give it a competitive position.

Employees require awareness of these values, so that all their personal achievements as related to their work, reflects those values. The department heads could also interact with the remote working employees during such meetings and encourage them to align their personal goals to those of the organization.

Research question

How can remote working employees be included in the corporate culture?

Objectives

To find out if employees would be willing to work from anywhere in the world

To find out how an organization can promote a sense of solidarity for a remote workforce.

To find out how can productivity be increased in the organization?

Primary research method

The research utilized interviews for research into the effect of a physical environment on corporate culture. The organization that was focused on is Elastic Recruitment Agency. The company recruits individuals from broad professionals for their clients. The company also hires a high number of professionals that work remotely. The number might increase with the trend in the workforce for organizations to cut back on costs for offices and health insurance based on the type of employment offered to employees (permanent or part time).

A contact employee in the human resources department, assisted in the distribution of the questions to the company’s employees who work remotely. The online questionnaires will be forwarded to the employees who work remotely, and requests made to fill in and return them within the week so that the results are compiled, analyzed and included in the research report by the second week.

The contact person was critical in introducing the questionnaires to the organization’s remote working employees. The employees of an organization are likely to be more cooperative in participating in a research study if it is “okayed” by a colleague. The contact person felt that the survey results would be useful in the field and would also contribute to guiding of business partners and clients in the near future.

References

Besner, G. 2015, Why Company Culture is more Important than Ever. Entrepreneur.

https://www.entrepreneur.com/article/247522

Gareri T, 2013, Roma Moulding: Why Company Culture is so Important. http://www.romamoulding.com/why-company-culture-is-so-important/

Guiso, L., Sapienza, P. &Zingales, L. 2015.The Value of Corporate Culture. NBER Conference on the Causes and Consequences of Corporate Culture, Journal of Financial Economics July 2015 117(1):60-76.

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The relationship between HR practices and the employee perceived performance

HR practices
HR practices

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Prospectus: The relationship between HR practices and the employee perceived performance in various organizations across the globe

Problem Statement

Outstanding performance among employees plays an imperative role in promoting overall profitability of an organization and can be considered the ultimate HR goal (Mathis, 2011). Preceding studies indicate that employees working where there are effective practices are more likely to perform better than where there are poor practices (Nadarajaha et al, 2012). The general business problem is that HR practices have a fundamental influence on employee perceived performance in organizations across the globe. The specific problem is that a majority of organizations do not place adequate value on developing strategic HR practices to enhance employee performance.

Purpose Statement

The purpose of this qualitative correlation study is to establish the interrelation between HR practices and employee perceived performance. The study will target HR managers in Colorado, with the aim of providing valuable information regarding HR practices.

The independent variables are organizational HR practices,

a) recruitment practices,

b) compensation and benefits,

c) employee relations,

d) training and development,

e) performance appraisals,

f) employee motivation (recognition, rewards and incentives), and

g) HR systems development.

The dependent variable is employee perceived performance. Social change implications associated with the research include enhanced psychosocial well-being of employees when organizations adopt friendly HR practices and better quality products and services for customers following improved employee performance.

Nature of the study

Grounded on an interpretivist paradigm, qualitative study has the primary role of deriving exploratory perspectives in understanding phenomena, motivations, reasons and opinions of participants, and is mostly used in social research (Tuohy, Stephens and Johnston, 2014). This research takes on a qualitative study approach, with the objective of determining how employees perceive various HR practices and how these affect their overall performance. Quantitative research makes use of inferential statistics in deriving meanings from data collected (Yilmaz, 2013).

For purposes of this research, the quantitative approach is overruled, given the fact that a majority of information to be used for the study cannot be quantified. It is difficult for example to quantify how employee motivation impacts different individuals, given that each person may have different views on what level of incentives can influence their performance. Qualitative research is preferred because the research will rely heavily on employee experiences, understanding and perspectives regarding HR practices.

Qualitative research question

How do organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe?

Hypothesis

Nul hypothesis (H0): There is no statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.

Alternative hypothesis (H1): There exists a statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.

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Theoretical/Conceptual Framework

The Herzberg theory (1966) is proposed as the primary element of employee satisfaction and performance. This theory postulates that employees’ satisfaction is based on two factors namely: hygiene factors and motivational factors. Hygiene factors refer to the maintenance factors, which do not necessarily induce motivation, while motivational factors (satisfiers) are known to influence performance (Mathis, 2011).

It is notable that the organization’s policy and administration, which also involves HR is classified as a hygiene factor; while a majority of the satisfiers are a role of the HR. Therefore, better HR practices are likely to result in greater motivation and better performance among employees.

Based on previous studies, it is notable that HR Practices influence the performance of employees to a great extent.

Significance of the study

            Contemporary organizations are faced with the new epitome of the need to uphold effective HR practices for exceptional organizational performance. Furthermore, HR has become an important contributor to organizational strategy. In this relation, HR must continuously identify best practices that will enhance performance among employees in order to promote the overall organization’s performance. This research is of great significance to HR managers across the globe as it promises to provide valuable information about HR practices and how they affect performance. By following recommendations from this research, which will be based on real-life experiences, HR managers can improve their HR practices to enhance employee performance.

References

Mathis, R. L., & Jackson, J. H. (2011). Human Resource Management: Essential Perspectives. Boston: Cengage Learning.

Mudor, H. & Tooksoon, P. (2011). Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2 (2), 41-49. Retrieved from ifrnd.org/Research%20Papers/J2(2)1.pdf

Nadarajah, S. et al. (2012). The Relationship of HR Practices and Job Performance of Academicians towards Career Development in Malaysian Private Higher Institutions. International Conference on Asia Pacific Business Innovation and Technology Management, 57, 102-118 www.sciencedirect.com/science/article/pii/S1877042812046253

Tuohy, R., Stephens, C., & Johnston, D. (2014). Qualitative research can improve understandings about disaster preparedness for independent older adults in the community. Disaster Prevention & Management, 23(3), 296-308. doi:10.1108/DPM-01-2013-0006

Yilmaz, K. (2013). Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. European Journal Of Education, 48(2), 311-325. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1fd643c1-2944-4ace-aac5-f239a444e69b%40sessionmgr4003&vid=1&hid=4105

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Employee Perceived Performance

Employee perceived performance
Employee perceived performance

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Prospectus: The relationship between HR practices and the employee perceived performance in various organizations across the globe

Problem Statement

Outstanding performance among employees plays an imperative role in promoting overall profitability of an organization and can be considered the ultimate HR goal (Mathis, 2011). Preceding studies indicate that employees working where there are effective practices are more likely to perform better than where there are poor practices (Nadarajaha et al, 2012). The general business problem is that HR practices have a fundamental influence on employee perceived performance in organizations across the globe. The specific problem is that a majority of organizations do not place adequate value on developing strategic HR practices to enhance employee performance.

Purpose Statement

            The purpose of this qualitative correlation study is to establish the interrelation between HR practices and employee perceived performance. The study will target HR managers in Colorado, with the aim of providing valuable information regarding HR practices.

The independent variables are organizational HR practices,

a) recruitment practices,

b) compensation and benefits,

c) employee relations,

d) training and development,

e) performance appraisals,

f) employee motivation (recognition, rewards and incentives), and

g) HR systems development.

The dependent variable is employee perceived performance. Social change implications associated with the research include enhanced psychosocial well-being of employees when organizations adopt friendly HR practices and better quality products and services for customers following improved employee performance.

Nature of the study

            Grounded on an interpretivist paradigm, qualitative study has the primary role of deriving exploratory perspectives in understanding phenomena, motivations, reasons and opinions of participants, and is mostly used in social research (Tuohy, Stephens and Johnston, 2014). This research takes on a qualitative study approach, with the objective of determining how employees perceive various HR practices and how these affect their overall performance. Quantitative research makes use of inferential statistics in deriving meanings from data collected (Yilmaz, 2013).

For purposes of this research, the quantitative approach is overruled, given the fact that a majority of information to be used for the study cannot be quantified. It is difficult for example to quantify how employee motivation impacts different individuals, given that each person may have different views on what level of incentives can influence their performance. Qualitative research is preferred because the research will rely heavily on employee experiences, understanding and perspectives regarding HR practices.

Qualitative research question

How do organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe?

Hypothesis

Nul hypothesis (H0): There is no statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.

Alternative hypothesis (H1): There exists a statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.

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Theoretical/Conceptual Framework

            The Herzberg theory (1966) is proposed as the primary element of employee satisfaction and performance. This theory postulates that employees’ satisfaction is based on two factors namely: hygiene factors and motivational factors. Hygiene factors refer to the maintenance factors, which do not necessarily induce motivation, while motivational factors (satisfiers) are known to influence performance (Mathis, 2011).

It is notable that the organization’s policy and administration, which also involves HR is classified as a hygiene factor; while a majority of the satisfiers are a role of the HR. Therefore, better HR practices are likely to result in greater motivation and better performance among employees.

Based on previous studies, it is notable that HR Practices influence the performance of employees to a great extent.

Significance of the study

            Contemporary organizations are faced with the new epitome of the need to uphold effective HR practices for exceptional organizational performance. Furthermore, HR has become an important contributor to organizational strategy. In this relation, HR must continuously identify best practices that will enhance performance among employees in order to promote the overall organization’s performance. This research is of great significance to HR managers across the globe as it promises to provide valuable information about HR practices and how they affect performance. By following recommendations from this research, which will be based on real-life experiences, HR managers can improve their HR practices to enhance employee performance.

References

Mathis, R. L., & Jackson, J. H. (2011). Human Resource Management: Essential Perspectives. Boston: Cengage Learning.

Mudor, H. & Tooksoon, P. (2011). Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2 (2), 41-49. Retrieved from ifrnd.org/Research%20Papers/J2(2)1.pdf

Nadarajah, S. et al. (2012). The Relationship of HR Practices and Job Performance of Academicians towards Career Development in Malaysian Private Higher Institutions. International Conference on Asia Pacific Business Innovation and Technology Management, 57, 102-118 www.sciencedirect.com/science/article/pii/S1877042812046253

Tuohy, R., Stephens, C., & Johnston, D. (2014). Qualitative research can improve understandings about disaster preparedness for independent older adults in the community. Disaster Prevention & Management, 23(3), 296-308. doi:10.1108/DPM-01-2013-0006

Yilmaz, K. (2013). Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. European Journal Of Education, 48(2), 311-325. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1fd643c1-2944-4ace-aac5-f239a444e69b%40sessionmgr4003&vid=1&hid=4105

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Insourcing of business organization functions: Literature Review

insourcing of business organization functions
Insourcing of business organization functions

Insourcing of business organization functions

Literature review

Introduction

This section examines previous academic material on insourcing of business organization functions. The section reviews why businesses are moving from outsourcing activities towards developing own competencies and capacity to handle various functions that were previously handled by contracted firms. Critical examination is made of journals, books, and other reliable literal material to establish reasons behind the growing trend of insourcing as opposed to outsourcing. In this respect the section draws upon previous materials to evaluate the reasons firms are shifting from outsourcing to insourcing.

This is followed by an examination of the benefits for insourcing as compared to outsourcing. The section then examines the implementation process as the organization moves from outsourcing to insourcing. This is done by examining how implementation is conducted for continuous improvement in the organizations. The section draws on diverse theoretical underpinnings to develop critical review of the concepts and establish the common understanding about the insourcing phenomenon.

The concept of insourcing

Insourcing is defined as the performance of business functions internally rather than contracting them to outside parties (Schniederjans et al., 2005). Insourcing may be conducted with the help of third parties that may be contracted to work on-site or are allowed to perform the task independently. Insourcing therefore is viewed as the opposite of outsourcing as the business decides to conduct all functions within the premises.

Foerstl et al. (2016) argue that insourcing is usually a business decision that is usually taken by the organization with the primary aim of maintaining control of important functions, tasks and competencies. Moreover the authors argue that businesses usually use insourcing as an avenue for reducing costs such as transport, labor and taxation especially for production firms. Agreeing with these opinions, Stille and Narayanan (2016) posit that insourcing involves bringing a third party outsourcer to an organization’s facility to work from within.

For instance, an organization may hire IT firm personnel to work within their department or within the company’s facilities. In another instance, an organization may hire outside experts as consultants within the company to help improve various processes and internal functions. Such experts work with the organization staff to implement recommendations through an insourcing program.

Stentoft et al. (2015) posit that insourcing also involves assigning projects within an organization such as research, or manufacturing to its subsidiary or another company within the same industry or location. Some authors argue that this is outsourcing but Chorafas (2003) states that these organizations are hired to perform these services in house and therefore is insourcing in a broader sense. According to the author, insourcing also involves bringing back activities that were previously performed outside the country to an organization within the country whether inside or outside.

In this regard the author argues that this is insourcing since the company has greater control over the processes and tasks being carried out through regular monitoring of progress and performance updates. Warner and Hefetz (2012) supports these arguments, positing that insourcing includes reshoring which is the practice of bringing back home projects that were previously being performed by organizations in another country.

Through reshoring, an organization is therefore able to better meet its needs by stipulating the ideal terms under which such projects are performed in accordance with its needs. In this regard the authors caution against confusing insourcing of this kind with other types such as onshoring or backsourcing.

Accordingly, onshoring involves bringing back jobs from overseas while backsourcing involves conducting all jobs and processes in-house. In order for an organization to be considered to insource its jobs and processes therefore it has to meet the criteria of involvement of a third party that is performing duties within the organization. Therefore in other cases where organizations make decisions to bring back jobs to the home country but do not conduct them internally that cannot be considered to be insourcing (Schniederjans et al., 2005).

Insourcing has therefore become a common trend in the modern business world with organizations increasingly bringing back jobs that were previously outsourced and hiring individuals and organizations to work internally. According to Červinka et al. (2012) this trend is driven by the changing market dynamics as well as the increased need for internal monitoring and control as businesses seek to reduce uncertainties from the external market environment. Moreover businesses are able to cut down labor costs through insourcing further driving the trend up across multiple industries.

Reasons why firms shift from outsourcing to insourcing

Multinational firms are continually moving production and other processes back home from the outsourced facilities abroad. This recent trend is attributable partially to the problems encountered in the foreign countries and partially by the business changing needs preempting them to focus more on the local customer needs. Bovaird (2016) observes that the most recent recession has tipped scales in favor of domestic manufacturing.

Accordingly, issues such as wage deflation increased labor supply and political sentiments have all forced American companies to shift their manufacturing operations back home from their outsourced locations mostly in Asia. The author posits that one of the leading reasons for organizations moving back their operations to America is the increased labor costs in China.

Furthermore the author opines that the shipping costs have risen over time thus minimizing the benefits gained from outsourcing these activities. In support of these assertions, Candelaria et al. (2015) point out that the average wages in Asia have nearly doubled over the past decade. According to the author the increased labor costs between 2000 and 2011 have therefore reversed the low cost benefits that outsourcing firms operations used to gain.

Moreover, organizations have suffered from the negative publicity of their outsourcing partners in Asia further driving the need to insource these jobs. For instance, Nike suffered from sweatshop allegations, Apple was criticized for suicides inside Foxconn’s facilities and Mattel had several toy recalls. According to Lejeck (2016) these issues tied to outsourcing are the result of low degree of control and lack of monitoring by the firms. On the other hand, consumers have become more conscious of organization’s behaviors and rely on such information in their decision making.

As a result firms such as Apple and Nike have suffered from negative consumer behavior and purchase patterns thus prompting the firm to reconsider outsourcing. As aforementioned, insourcing is viewed as the opposite of outsourcing and rightfully so in application. For instance, where outsourcing limits organization control and monitoring over processes, insourcing allows the business oversight of all tasks and activities and as such they are able to assess all functions and take appropriate actions to remedy any issues that arise (Chaudhury et al., 2015).

To this end, businesses are increasingly moving towards insourcing as they seek to regain control of their operations and minimize any negative issues that may arise from their outsourcing partners’ actions.

Drauz (2014) agrees with these assertions and points out that businesses are increasingly insourcing their activities to benefit from the expertise and competencies of third parties while ensuring that they are in control of all operations. In this regard therefore, the author points out that the organization is able to adhere to standards and quality due to the increased oversight of domestic operations.

Another reason that firms are moving towards insourcing is the growing availability of skilled personnel and competent third parties domestically at competitive pricing. Due to globalization, pricing of labor is continually evening across multiple markets across the globe. Therefore the cost incentives that used to drive organizations towards outsourcing are slowly disappearing thus making insourcing a more viable approach for business enterprise. Any disparities in the labor costs is made up for by the higher degree of control further prompting businesses to return jobs and operations back home.

The benefits firms gain from insourcing

Insourcing helps firms save time and money. According to Jong Chul (2015) insourcing is more efficient as compared to outsourcing and as such helps businesses save time and minimize on labor costs through effective management of the insourced staff. In this light the author argues that often, outsourcing includes some hidden costs that eventually increase the operational expenses for the firm.

Accordingly, these costs can be avoided by contracting third parties to work from within the organization thus raising efficiency and minimizing the overall expenses. In support of these arguments Šmite et al. (2013) aver that outsourcing is quite a hectic procedure that consumes organization time, resources and money and therefore is quite costly. For instance, the author points out that the vendor selection process is quite involving with lengthy and tedious processes.

Furthermore the problem is intensified where organizations outsource activities to individuals thus translating to multiple negotiations and lengthy vetting processes. Also the firm incurs substantial resources in training the outsourced firms and individuals to aid them understand the functions of the organization amongst other things. Such activities are resource intensive and may lead to high productivity lags during the transition periods.

Insourcing enables firms to better utilize the internal talent rather than use outsourced labor. Flinders (2016) argues that often organizations have a substantial talent pool within its ranks that can be developed to boost the overall performance. The author posits that often organizations cite skills gap as the major reason for outsourcing whereas this might actually be a failure of evaluating the existing employees’ capabilities and competencies.

Insourcing allows the organizations to utilize the existing talent pool through professional development in a continuous basis thus ultimately raising the overall productivity of its workforce. Agreeing with these assertions, Pinheiro and Sarmento (2013) posit that outsourcing often overlooks internal talent which in turn may result in negative impacts on the employees and organizational culture.

Therefore underutilized employees are less engaged, will be less productive and subsequently are more likely to leave the organization. Therefore insourcing allows organization to tap into these underutilized employees and their skills thus maximizing the return on investment in the talent pool.

Insourcing allows organizations greater control over the operations as activities are performed in-house. Evans (2015) argues that insourcing provides management with direct oversight and better control through the direct supervision of the workers and functions. Accordingly this is a distinct advantage over outsourcing that involves hiring external employees such as IT experts to handle the organizational infrastructure.

Stentoft et al. (2015) concur with this position and opines that using an in-house team provides organizations with greater oversight of the employees thus helping them achieve higher quality of production. Moreover the authors are of the opinion that insourcing can help boost the employees morale as it is a positive sign that the organization is willing to invest and develop their staff further enhancing their productivity.

According to the authors, it is the combination of these factors that provides multiple benefits to the organization and boosts their performance and quality as compared to outsourcing. Accordingly, the greater degree of control afforded to the management coupled with augmented employee skills and morale helps the firm develop synergies between teams and departments which results in higher quality production. As such, firms are increasingly shifting from outsourcing to insourcing so as to realize these benefits that can provide competitive edge over their rivals in the market.

Implementation process from outsourcing to insourcing

Organizations need to effectively manage the transition from outsourcing to insourcing to guarantee continuous performance. Proper management of the change from outsourcing helps the firm to benefit from efficient flow of processes as well as create environment for improvements as the organization continues adapting to the changing internal environment (Yoong and Huff, 2007).

Some of key IT services which a firm can consider to change from outsourcing to insourcing include computer programming‚ adopting digital security checks and website design services among others. These services can be successfully implemented within the enterprise. Organizations need to invest in human capital thus helping its employees learn and embrace the changes required.

Moreover enterprises can elect to improve the existing employees and talent pool through training and development to facilitate smooth implementation of insourcing for multiple activities. Utilizing the philosophy of Six Sigma and Lean Management can be very much useful in training the staff to be self-dependent thus improving performance in the enterprise (Drohomeretski et al., 2014). According to Silverstein et al. (2008) management works effectively given well-structured decision-making model in the enterprise while at the same time upholding high level of autonomy and coordination among various departments to be insourced. 

To achieve successful improvements of services which were initially being outsourced systematic approach will be paramount. It is categorically phased into three steps and management should first understand the system and approach in which it operates. The first step in the implementing changes from outsourcing to insourcing is determining the flow of the communication in the enterprises which can either be vertical or horizontal (Warner and Hefetz, 2012).

All processes linked to supporting processes should be evaluated to determine the extent of adjustment needed before acquiring new resources or employees, or training the existing staff to equip them with necessary skills set. For instance, when a firm is considering establishing in-house facilities, it will still need IT company supplier in order form links with IT services providers to ensure smooth running in case there internal failures within the organization.

The second step will involve planning and implementing the insourcing program to improve the process where a team of professionals should be utilized (Mark, 2015). At this stage, the organization should conduct proper evaluation of their outsourcing programs to identify major processes that can be easily insourced as well as those that require significant changes internally to ensure success.

Moreover, at this stage, the organization will need to identify the factors that led them to outsource in the first place. By so doing they will be able to develop appropriate plans to mitigate the negative effects of these factors as well as establish solid structures to facilitate the success of subsequent insourcing.

The third step is implementation and will include integration of the previously outsourced tasks with the internal processes in a well-coordinated approach. Williamson (2013) posits that existing programs should be integrated in such a way that they cross cut the project to enhance effectiveness upon implementation. All interested parties must be included in this stage with the integration required to adhere to the established plans in order to facilitate the evaluation process.

Lastly‚ actual performance is measured against the planned performance hence ensuring continuous improvements (Lima et al., 2013). All facilities in place should be carefully evaluated at this stage to establish the actual performance against the initial plan. Where the current program is weak, the management should consider adopting remedial measures to ensure successful implementation of in-house facilities (Pichler, 2012).

Six Sigma is an ideal systematic approach that can be adopted by organizations shifting from outsourcing to insourcing to ensure effective implementation and continuous improvement of the organizational functions (Desai, 2010). DMAIC cycle is one of the well-known elements of six-sigma projects and entails define‚ measure‚ analyze‚ improve and control. This data driven cycle seeks to optimize, improve and enhance business stability and processes (Besseris, 2011).

It plays a significant role in ensuring the delivery of high-quality projects within an enterprise and as such its main purpose is mainly to articulate the issues affecting the business prospected resources together with project timeline or scope (Chen, Li & Shady‚ 2010). Subsequently, correct facts are drawn out of charter project record.

The second step is measuring which involves considering present performance level hence establishing areas which need to be improved that can include product and service differentiation (Blazeska & Ristovska, 2016). Upon completion of the project, performance appraisal is carried out to evaluate whether the project has achieved its intended purpose.

The next step involves analyzing which is aimed at finding out the cause of the discrepancy for elimination (Laureani et al., 2010). The problems and their corresponding causes are arranged according to management criteria with the procedure helping understand the correlation of how outputs are affected by the inputs. The next step involves providing the solutions to the identified problems through improving the current processes and ways of doing things which entails changing from outsourcing to insourcing of vital IT services solutions to the firm.

Lastly‚ is control which is geared towards ensuring sustaining the business processes and implemented changes in future hence achieving high excellence in enterprise (Corbett, 2011). At this stage management will need to provide positive reinforcement through motivation and rewarding the best performing department hence ensuring intended changes achieves their purpose (Antony, 2011).

Lean management can also be employed in aiding organizations manage the transition from outsourcing to insourcing. According to Post (2013) lean management is a long term approach of running organizations by supporting continuous improvements. Therefore under leans management the organization seeks small but consistent and incremental changes in its processes to raise efficiency and improve quality. In this respect, lean management is therefore an ideal approach for managing the change from outsourcing to insourcing by identifying the various steps in business processes and finding suitable remedies for minimizing wastage.

Fishman (2012) asserts that lean management follows four guiding principles. Firstly it involves defining value from a customer’s perspective thus helping the organization identify the most useful processes that enhance customer value. Secondly the approach entails identifying all business processes and elimination those that do not contribute to value addition.

Third involves enhancing value by making the value adding processes to occur in tight sequence. Fourth involves repeating these steps until all wastage is eliminated. Therefore lean management is a suitable approach for implementing insourcing since the organization will be able to analyze the processes as performed by the external firms. Subsequently the organization will be able to identify those processes that do not add value or those that create wastages within the value chain and subsequently eliminate them (Pezziardi, 2010).

By so doing the enterprises will be able to enhance the value offered to customers at the same time recording continuous improvements that boost their performance in the market. Through lean management the organization will be able to develop internal competencies by utilizing internal resources and minimizing wastage leading to time and cost saving.

References

Antony, J. (2011) Six Sigma vs Lean: Some Perspectives from Leading Academics and Practitioners. International Journal of Productivity and Performance Management, 60(2), pp. 185–190.

Besseris, G. J. (2011) Applying the DOE Toolkit on a Lean-and-green Six Sigma Maritime-operation Improvement Project. International Journal of Lean Six Sigma, 2(3), pp. 270–284.

Blazeska, C., & Ristovska, D. (2016) The product design as a significant element of differentiation for achieving market competitiveness. Economic Development / Ekonomiski Razvoj, 18(1/2), pp. 41-57.

Bovaird, T. (2016) The ins and outs of outsourcing and insourcing: what have we learnt from the past 30 years?. Public Money & Management, 36(1), pp. 67-74.

Candelaria, C., Daly, M., & Hale, G. (2015) Persistence of Regional Wage Differences in China. Pacific Economic Review, 20(3), pp. 365-387.

Červinka, M., Štverková, H., & Humlová, V. (2012) Insourcing as a key factor of competitiveness in aviation. Issues Of Business & Law, 4, pp. 86-93.

Chaudhury, R., Gerdemann, D., & Kapoor, B. (2015) Innovation advantage: insourcing engineering. Strategy & Leadership, 43(6), pp. 3-9.

Chen, J. C., Li, Y., and Shady, B. D. (2010) From Value Stream Mapping Toward a Lean/Sigma Continuous Improvement Process: An Industrial Case Study. International Journal of Production Research, 48(4), pp. 1069–1086.

Chorafas, D. N. (2003) Outsourcing, insourcing and I.T. for enterprise management. New York: Palgrave Macmillan.

Corbett, L. M. (2011) Lean Six Sigma: The Contribution to Business Excellence. International Journal of Lean Six Sigma, 2(2), pp. 118–131.

Desai, D. K. (2010) Six sigma. Mumbai [India: Himalaya Pub. House.

Drauz, R. (2014) Re-insourcing as a manufacturing-strategic option during a crisis—Cases from the automobile industry. Journal Of Business Research, 67(3), pp. 346-353.

Drohomeretski, E., Gouvea da Costa, S., Pinheiro de Lima, E., & Garbuio, P. ( 2014) Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal Of Production Research, 52(3), pp. 804-824.

Evans, R. (2015) It’s coming home. Supply Business, 3(1), pp. 22-26.

Fishman, C. (2012) The insourcing boom. Atlantic, 310(5), pp. 44-52.

Flinders, K. (2016) AstraZeneca IT insourcing programme motivates staff and beats savings target. Computer Weekly, pp. 4-7.

Foerstl, K., Kirchoff, J. F., & Bals, L. (2016) Reshoring and insourcing: drivers and future research directions. International Journal Of Physical Distribution & Logistics Management, 46(5), pp. 492-515.

Jong Chul, W. (2015) Insourcing or outsourcing: the entrepreneurship approach. Academy Of Entrepreneurship Journal, 21(1), pp. 13-31.

Laureani, A., Antony, J., and Douglas, A. (2010) A. Lean Six Sigma in a Call Centre: A Case Study. International Journal of Productivity and Performance Management, 59(8), pp. 757–768.

Lejeck, D. W. (2016) Insourcing vs. outsourcing. Smart Business Pittsburgh, 22(12), pp. 9.

Lima, E. P., Costa, S. E., Gouvea, D., Angelis, J. J., & Munik, J. (2013) Performance measurement systems: A consensual analysis of their roles. International Journal of Production Economics, 146(4), pp. 524–542.

Mark, W. (2015) 6 Reasons Marketing Is Moving In-House. Available at:  https://hbr.org/2015/07/6-reasons-marketing-is-moving-in-house# [Accessed: 19 August 2016].

Pezziardi, P. (2010) Lean management. Paris: Eyrolles – Éd. d’organisation.

Pichler, S. (2012) The social context of performance appraisal and appraisal reactions: A meta-analysis. Human Resource Management, 51(5), pp. 709-732.

Pinheiro, C., & Sarmento, P. (2013) R&D Offshore Insourcing in Portugal: Drivers and Motivations. Working Papers (FEP) — Universidade Do Porto, (501), pp. 1-32.

Post, A. (2013) Part 1 Lean and Mean. Insidecounsel, 24(255), pp. 47-50.

Schniederjans, M. J., Schniederjans, A. M., & Schniederjans, D. G. (2005) Outsourcing and insourcing in an international context. Armonk, N.Y: M.E. Sharpe.

Silverstein, D., DeCarlo, N., & Slocum, M. (2008) Insourcing innovation: How to achieve competitive excellence using TRIZ. New York: Auerbach Publications.

Šmite, D., Wohlin, C., Aurum, A., Jabangwe, R., & Numminen, E. (2013) Offshore insourcing in software development: Structuring the decision-making process. Journal Of Systems & Software, 86(4), pp. 1054-1067.

Stentoft, J., Mikkelsen, O. S., & Johnsen, T. E. (2015) Going Local: A Trend towards Insourcing of Production?. Supply Chain Forum: International Journal, 16(1), pp. 2-13.

Stille, R., & Narayanan, S. (2016) Bringin’ it all back home. Supply Chain Management Review, 20(4), pp. 40-45.

Warner, M. E., & Hefetz, A. (2012) Insourcing and Outsourcing. Journal Of The American Planning Association, 78(3), pp. 313-327. 

Williamson, C. (2013) ‘Insourcing’ trend growing among big institutions. Pensions & Investments, 41(10), pp. 1-33.

Yoong, P., & Huff, S. L. (2007) Managing IT professionals in the internet age. Hershey, PA: Idea Group Pub.

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Understanding Benefits

Understanding Benefits
Understanding Benefits

Understanding Benefits

In various workplace settings, employees are entitled to various benefits. Some of them come as privileges while some are the rights and are outlined by the labor laws. Some of the employers use their benefits packages as bait to attract and maintain a proficient and skilled workforce (Deakin & Morris, 2012). However, some companies find it difficult to extend the benefits fully citing tight budgets all at the plight of unaware employees. However, not all of these benefits are mandated by law hence being considered as privileges.

 It is of importance for every workman to understand their benefits and draw a line between the mandatory ones and those that could be offered as opportunities. However, this is not so with various employees who lack adequate information associated with labor laws. They therefore end up being oppressed without their knowledge. This is ironical since the key factor any job seeker considers when looking for a job is what packages come with it (Deakin & Morris, 2012).

 One of the benefits offered to the employee is the unemployment insurance. This is a package that incorporates a worker to an insurance program which provides payments to them in case they lose their jobs. The insurance package is fully covered by the employer. However, the employee must be eligible for the same. Another important benefit is family and medical leave.

This is entrenched in the FMLA (Family and Medical Leave Act)  (Deakin & Morris, 2012). It provides an employee who has met eligibility requirement with job protection after taking a leave for specific reasons. For instance, a maternity leave is offered for a period between four and eight weeks (Snell & Bohlander, 2015).

 Other benefits entitled to workers are, workman compensation, sick pay, vacation, health care insurance and pension and retirement benefits. Pension and retirement are regulated by the tax laws. Workman’s compensation provides the employee with disability income and medical benefits. Holidays and vacations are provided for monotony-breaking and also for the employees to take time off and address personal issues that cannot be handled during the normal working session (Snell & Bohlander, 2015).

 The cost of healthcare is increasing, and employees have to determine what is best for the employees while maintaining the company’s budget. Employers are giving employees choices to different type of benefit arrangements while sill exposing them to cost of providing health benefits and health care services the employees enjoys benefits such as specialized care, utilization of healthcare services, and improved health care expansion of health insurance coverage (Fronstin, 2012).

 Health Maintenance Organization (HMO)

HMO offers its members with extensive medical services which are prepaid. An individual chooses a primary care physician within a network to coordinate care. Moreover, for a person to be attended by the primary care physician, referral is requiring besides an emergency. For one to receive healthcare, you have an obligation to follow your network, failure to which the health insurance does not cover (Fronstin, 2012). Provision of healthcare through the primary care physician helps in low healthcare cost for everyone.

Preferred Provider Organization (PPO)

PPO is a plan care of where an individual can access health care, inside or outside one’s network from any healthcare professional without necessarily without having been referred. By staying in your network, full coverage is assured, and less amount of money is incurred in case you use healthcare providers and one facility that belong to the same network.

However, if for health care received outside one’s network, minimal services are offered and the individual incurs more costs (Fronstin, 2012). In this type of plan, flexibility to be paramount regarding doctors specialists and hospitals. No primary care physician or referral is required for this type of project.

Point-of-Service Plan (POS)

This is a type of care program where a person is needed to select a personal care physician from a particular network provider; however, care can be sort from another network with reduced benefits. For a person to receive specialized care, one is not required to obtain a referral. Also, PPOs offers a wider network and is more flexible for individuals willing to pay more, though, with reduced benefits ( Robinson & Ginsburg, 2013).

This only applies to covered persons. This does not always apply since some specialists require one to be referred by a primary care physician. In the event a person seeks care outside the network, the in-network benefit will apply as long as a referral is authorized by aa primary care physician (Fronstin, 2012).

Health Reimbursement Arrangements (HRAs)

This type of account recompenses employees for specific medical services healthcare expenses. Employers set aside some money for their employees to refund any amount incurred during health care service provision. Contributions are only made by the Employer pay and pay only when expenses are incurred to the extent of contributions. When the employee leaves the company, the funds are left with the employer ( Robinson & Ginsburg, 2013).

Health Savings Accounts (HSAs)

It is a savings account used by individuals to pay immediate and prospective medical expenses. It is a requirement for one to be covered by a deductible health plan. The account can accumulate tax-deferred interest just as the retirement accounts (Fronstin, 2012). Money invested in this account is tax-free and can be withdrawn for non-medical purposes; however, a fee is incurred.

Employers are required to pay the total amount of money at the beginning of the year, whether expenses are incurred or not ( Robinson & Ginsburg, 2013). Contribution can be made by either an employer, an employee or a third party.in the event an employer leaves a company, the leave with the contribution. All the employees get the same amount of contribution made by the employer.

References

Deakin, S. F., & Morris, G. S. (2012). Labour law. Hart publishing. Education.

Fronstin, P. (2012). Private health insurance exchanges and defined contribution health plans: is it déjà vu all over again?. EBRI Issue Brief, (373).

Klingner, D. & Nalbandian, J. (2015). Public personnel management. Routledge.

Robinson, J. C., & Ginsburg, P. B. (2013). Consumer-driven health care: promise and performance. Health Affairs, 28(2), w272-w281.

Snell, S. A.  & Bohlander, G. W. (2015). Managing human resources. Nelson

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Recruitment and Planning

Recruitment and Planning
Recruitment and Planning

Recruitment and Planning in Health care

In health and social care, recruitment and planning refers to a process that deals with identifying appropriate individual to help in the organization’s care needs. Recruitment and planning in these settings need better staffing which is achieved through filtering strategies. Planning should also include retention strategies. The first factor to consider is the overall aim of the recruitment exercises in relation to the organizational goals and objectives (Redman, 2013, p 16).

On the same note, an organization should also consider availability of potential workers who meet the job requirement. The management can consider recruiting from employees who are already in the organization or from potential employees who reside in the area. If such employees with the required job requirements are not available, then management must consider the cost that they may incur in training individuals to meet the required standards or providing incentives to motivate potential employees relocate  from other areas.

On the same note, an organization should consider the strategies required to attract the right potential employees to work in the organization (Espinilla et al., 2013, p 222.). For instance, the organization may consider using the internet to advertise in order to reach the potential employees.

The issue of the cost of recruitment and financial implications are important factors, training and career progression strategies need to be part of planning and recruitment process. Other factors to be considered during recruitment and planning include applicant’s practical knowledge and skills and the general behavior rating and attitude .Qualification and the experience are important factors in this sector.

There is the need to consider internal recruitment process as a motivation, and a retention strategy which is a common feature in Human resource policies in health and social care settings. Failure to identify the right candidate advertising is the best option a candidate can be identified. The organization can use several advertising approaches including the internet, jobs centers, and newspapers (Gale, et al, 2010, p 609) Recruiting agencies is one avenue of attracting suitably skilled workers.

Task 1.2

Nations across the globe have implemented their own legislative and policy requirements that are likely to influence the identification, recruitment and employment process. It is important for an organization to pursue the set legislations. For instance, in many European countries, government regulations emphasize on equal rights and opportunities for everyone despite the individual religion, gender, race and ethnic background.

Some of the main legislations that guide the process of recruitment and employment include; the discrimination Act of 1975, the race relation Act of 1976, employment policy and legislation employment relation Act of 2004 and Employment Act of 2008 (Department of Work and Pensions, 2013, p. 5).

The sex discrimination act of 1975 protects individuals from being sexually harassed or wrongful dismissal due to protected characteristics. The law also protects potential candidates from discrimination of employment opportunities, rejection and refusing promotion or being given antagonistic working conditions due to protected characteristics.  In most organization discrimination takes place when procedures, policies and practices do not favor those who share specific protected characteristics (Townley, 2014, p. 92).

Some of the protected characteristics recognized by law include age, disability that is unfair treatment of a disabled person, gender reassignment this is to treat people in the process to change their gender, marriage, and civil partnership which include married individuals, pregnant women, race, religion, sexual orientation and sex (Stainback and Tomaskovic-Devey, 2012, p 42).

The employment and policy legislation Act of 2004 entails conflict resolution processes in workplaces .The laws recognize the employment tribunal’s rules that include equal wages.  The sex discrimination Act of 1975 protects individuals from all types of discrimination. Individuals seeking employment face several challenges; the sex discrimination Act of 1975 covers discrimination including dismissal due to protected characteristics, decisions not to hire individual, and rejection of an individual for training and promotion based on protective characteristics.

The employment Act includes conflict resolution process and implementation of minimum wages and employment standards that need to be adhered to by the employers (Department of Work and Pensions, 2013, p 19).

Task 1.3

The main selection and recruitment approach is the use of interviews. Carrying out interviews, evaluating potential candidates and using tests mostly conducted at the assessment centers can be ideal in ensuring that the best candidate is selected.

Interviews can be the first process of selection, where an individual meets a selection committee comprised of different stakeholders for interviews. Interviews will reveal important traits of candidates. Interviews can provide opportunities to determine employee weaknesses and certain drawbacks. Confident candidates are considered to have strong leadership personalities (Gale, et al, 2010, p 607).

The second approach s the use of assessment center: Potential candidates can be selected and recruited through assessment centers. Assessment centers can administer tests; the results of the tests can help predict potential employee attitudes.  Several measures can be used to measure candidate’s performance. Behavior evaluation, IQ tests, psychometric assessment tests are among the commonly used methods of assessing individual capabilities (Gale, et al, 2010, p 605).

Reference

Department of Work and Pensions. (2013). Making the labour market more flexible, efficient and fair. Available online at https://www.gov.uk/government/policies/making-the-labour-market-more-flexible-efficient-and-fair accessed 14 October 2014

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Motivation Mystery: How to Keep Employees Productive Article Critique

Motivation Mystery: How to Keep Employees Productive
Motivation Mystery: How to Keep Employees Productive

Motivation Mystery: How to Keep Employees Productive

The article “Motivation Mystery: How to Keep Employees Productive” by Patrick Hull is not only an interesting but also an enlightening resource. Inferring from the article, it is apparent that motivating employees in the workplace to ensure that they remain productive is a current pertinent event, which researchers have to address.

Managers have always focused on providing incentives to the employees to keep them motivated, and hence productivity. Among those that have produced the expected outcomes include bonuses, perks, amenities, education, and positive recognition. While these benefits might be optimal, it is of central importance to go well beyond the practice of providing incentives (Hull, 2013). This is especially due to the notion that incentives may not be sustainable. As such, they may change, and this might correspond with a shift in the motivation depicted by the employees.

For example, if the incentives are scaled down, it means that the worker motivation will also decline. In the light of this, while still providing the incentives, it is important to devise another strategy to maintain the employees’ morale. The course that Zappos, which is an online clothing and shoe company based in Las Vegas, is a benchmark model (Hull, 2013). The firm does not provide extraordinary perks for the employees. Instead, the Chief Executive Officer has created a corporate culture that elicits and maintains happiness, and which builds loyalty among the employees.

To conclude, it is perceptible that organizations have to be highly innovative in their employee motivation practices. Not all methods, such as the provision of integrated incentives, can ensure long-term motivation and productivity subsequently. It is suggested that managers should focus on creating a culture that creates happiness and loyalty among the workers.

Reference

Hull, P. (2013). Motivation Mystery: How to Keep Employees Productive. Forbes. Retrieved from www.forbes.com/sites/patrickhull/2013/05/23/motivation-mystery-how-to-keep-employees-productive/#24106dd2f525

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Employability Skills Research Paper

Employability Skills
Employability Skills

Employability Skills

Introduction

Effective career readiness for college students requires the acquisition of excellent skills in terms of academic knowledge, technical experience and a collection of set competencies, referred to as employability skills (US Department of Education 2016). Employability skills can be defined as work competencies, which can drive success across all levels of employment in the labor market.

The skills include the ability to assess personal responsibilities and evaluate your performance, ability to improve interpersonally, ability to understand the dynamics of work relationships, and the ability to develop effective strategies for solving work related problems. However, the question is about how one can acquire or develop effective employability skills. The objective of this paper is to discuss the most efficient strategies for developing employability skills.

1.1 How to determine own responsibility

As a Practice Educator in Gold View Hospital, my duties are planning objectives, and monitoring team performance. In addition, I am tasked with the role of coordinating various departments, organizing meetings, and providing an enabling environment for employees to work better. Generally, my duty is to enhance performance objective.

How to enhance performance objective

Performance objective can be enhanced by improving one’s capabilities such as communication skills, problem-solving skills, work and team management skills et cetera.

Effective Communication skills: As a practice educator, my strategy to effective communication involves good listening skills, use of verbal and non-verbal messages. In addition, I should be able to relate well with issues and know when to speak.                                

Problem solving techniques: The best approach of solving problems includes: problem definition, problem analysis, developing options for solving the problem, selecting the most suitable option, implementing the option, evaluating the outcome, and learning from the problem.

Decision making skills: Before making a decision, it is important to learn and develop your decision within the work requirements. This often calls for embracing intuition approach by applying experience and personal values. Furthermore, the process should encourage reasoning and comprehensiveness of ideas without attaching emotional aspects to decision.                                

Organizing work: The best approach to handling any given assignment is by writing down every detail needed as well as any related information that you think might be useful to you. Develop a time schedule to ensure that all tasks are prioritized and accomplished within the set timeframe. Consult your friends, tutor, or anyone who might provide important information regarding your assignment.

Embrace leadership skills: Observe good relationship with coreworkers and the institution at large. Make use of negotiation, influence, and persuasion techniques in the case of divergent views.

Team management skills: This is equally an important aspect of increasing performance objective. The skills include effective communication, establishing team virtues, effective decision-making approach, and developing suitable conflict resolution techniques.

Work Ethics: Virtues such as credibility, honesty, industriousness and respect for others are also important factors to developing performance objective.                                                            

However, the above-highlighted skills are to some extent  too general to bring out an efficient objective performance. Therefore, they can be effective or not depending on a person’s nature and state of mind. However, the efficiency of this skills can be enhanced by addressing several factors considered to be obstacles to their effectiveness.

For instance, to promote aspects of effective communication skills, one should develop effective stress management skills (Robinson, Segal &Smith 2016).  Stress and emotions can lead to misinterpretation of other people or project. According to Robinson, Segal &Smith (2016), to deal with stress while communicating one is required to:

  • Take a moment of calm before you decide whether to continue the conversation or postpone it.
  • Carry out stress managing activities such as taking some deep breaths, relaxing and clenching muscles, and recalling a sensory image, which is soothing and rich in your memory.
  • Using humor in the conversation to ease tension and release emotions
  • Be able to appreciate the concerns of others even though may not appear so big to you

On the other hand, problem-solving techniques can be made better by applying the psychological theory of problem-solving such as the Herzberg’s Motivation-Hygiene Theory (Cooper 2014). Team management, building, and work ethics can be enhanced by introducing motivation and morale boosting factors.

According to Herzberg’s Motivation-Hygiene Theory, it is believed a happy and motivated person is more productive as compared to an unsatisfied person. Some requirements such as incentives and rewards to recognize people’s efforts will motivate them to be more committed to their work.

1.2 How to monitor and evaluate performance objective

Mind Tools (2016) outlines that the best approach to monitoring and evaluating performance objective is by embracing the SMART technique, which is an acronym for:

S- Specific

M- Measurable

A-Acceptable

R- Relevant

T-time bound        

Specific: This describes a project or work regarding what should be done, how it should be done, and the project outcomes in the most observable manner.

Measurable: It describes the objectives of the project in terms of quantitative and qualitative measures, frequency, project costs, and timeframes among others. This is to ensure that the project meets the expectations.

Acceptable/achievable: The aspect of ‘achieving’ involves ensuring that the team is in a position to carry out the assignment, and has the necessary experience and technical skills. In addition, it evaluates whether the objective can be attained within the given timeframes, opportunities, and resources.

Relevant: The techniques applied in carrying out the assignment should be relevant to the objectives and the implementation plan.

Time-bound: This determines the way of achieving the objectives within the set timeframe. It evaluates the progress of the project at specific time intervals. More often than not, timeframes are put in place to create a sense of urgency to help the team to complete the work on time.

1.3 Recommendation

Dubinsky, Jennings & Brans (2010) states that to improve the performance quality in work environment, the following recommendations should be implemented:

Adoption of performance appraisal techniques: Appraisal techniques such as 360-degree performance appraisal should be adopted to help keep employees on track towards their assignments. It involves the process of gathering feedback on individual performance from a variety of sources. It includes self-appraisal, management, appraisal, subordinate appraisal, and peer appraisal.

Self-appraisal enables employees to evaluate their performance, strengths and weaknesses, and achievements. Management appraisal involves the rating of employees’ performance by the senior management. Subordinate appraisal involves the evaluation of employees’ communication and motivating skills, their ability to deliver desirable results, and their leadership qualities.

Salary increments and bonus: This is a motivational approach of getting employees committed to their work. It improves the relationship between the employees and management.

Promoting strengths and minimizing weaknesses: This can be done through a S.W.O.T analysis. It helps to explore new efforts or problem-solving techniques. In addition, it helps in identifying threats, which is a mechanism of minimizing weaknesses.

Developing training programs: Regular training will help to improve the skills of team members.

Rating responsibilities: This includes introducing different ranks and carrying out paired comparison. The aim is to motivate the employees to put in more efforts in order to attain a higher rank.

1.4 Quality improvement through motivational techniques

Motivational theories- Abrahams Maslow’s Need Hierarchy Theory

Hierarchy of need theory is essential in understanding motivational factors, human management, training programs, and employee development.  Maslow’s theory helps in creating a working environment, which encourages self-actualization (McLeod.  2014). The hierarchy is summarized below;

Fig 1: The Maslow’s Hierarchy of Needs theory.Source: studyob.com

Motivational approaches

Developing a conductive work environment

This includes motivating employees by providing necessary tools and means of performing duties. In addition, management should encourage teamwork, sharing ideas and amicable problem-solving.

Setting Goals

Management should help the junior officers to establish and develop professional goals and objectives. The goals should be idealistic and attainable to prevent people from getting disillusioned.

Giving Incentives

Incentives motivate employees and make them appreciate the nature of their work. They include financial incentives such as cash prizes and rewards as well as non-financial incentives, which include vacation days, or choice of working offices and parking spots.

Achievement recognition

Employees’ achievements should be celebrated through issuing of awards such as employee-of-the-year awards. Achievements should be appreciated by issuing certificates of exemplary performance. Team accomplishment should be celebrated as well.

Sharing Profits

Motivate the team by providing bonus resulting from the accrued profits. This encourages a sense of ownership and pride.

2.1 Developing solutions to work-related problems in a health care environment

Hicks (2016) recommended the following steps of developing a suitable solution to work-related problems: identifying and defining the problem and appreciating the problem as an opportunity, and using a checklist to identify particular aspects of the problem. In addition, explore the root cause(s) of the problem -analyze the root facts of the problem to find out the most relevant information regarding the problem.

Develop options for solving the problem- create several options for problem-solving by being mindful and inclusive of other people’s ideas. Moreover, decide on the most suitable approach- evaluate options and decide on the most appropriate approach to statutory requirements. Implement the technique- follow the project management guidelines while keeping in mind the consequences of the outcome. Finally, evaluate the outcome and learn- evaluate the effectiveness of the solution and recommend which areas are in need of improvements

To effectively apply the above steps, one should develop and employ the following interpersonal skills:

  • Personal effectiveness- one should embrace leadership qualities such as being impartial, mindful of other people’s  ideas, nonjudgmental, influential et cetera
  • Team player- it is crucial in identifying unique characteristics of an individual. It is significant in choosing the kind of approach of handling work related problems.
  • Uses of negotiation skills- this involves engaging parties in a negotiation process. Dialogue should be embraced to reach an agreement. This is a win- win outcome for all parties.
  • Assertiveness – it involves being confident, aggressive and assured that you can effectively manage the problem.

2.2 Effective communication in a health care environment

Verbal and non-verbal communication-Verbal communication can be enhanced through the use of effective communication skills such listening skills, assertiveness, mindfulness, and responsiveness. Non-verbal communication involves the use of electronic means such as e-mails and the use written messages in a professional manner to convey the message (Robinson, Segal & Smith 2016). Using body language -It includes, posture, maintaining eye contact, body gestures, tonal variation, and facial expression to enhance effective means of conveying important messages.

Sending and receiving formal and non-formal feedback from colleagues- this will serve as a reminder to keep the team updated on the activities to be done. Use of ICT as an effective medium of communication – ICT is the most effective way of passing information to a large group of people within the shortest time possible. In a Hospital setting, use of informatics facilitates sharing data, ideas, and conveying important messages within the working environment.

 Organizing regular team meetings-Regular meetings provide a medium to discuss the emerging issues, evaluate work progress, and foster the unity of the team.

2.3 Employing Time management strategies

Prioritizing workload- prepare a working schedule of accomplishing duties. Apply the working schedule in a systematic manner.

Setting up work objectives- set up clear objectives to guide the team from straying away from the real issue. It creates a sense of focus by allowing team members to work towards the set goals; thus, reduce time wastage.

Developing appointment schedule- appointment schedules help reduce interference during working hours. Working in a steady as opposed to an erratic manner is essential.

Setting time for learning enables one to improve working skills; thus, improving the quality of work as well as reducing time as a result of uncertainties (Mind Tools, 2016). A reliable estimate of the project creates a sense of urgency and assists in keeping the team focused on accomplishing the assigned duties.

3.1 Working together through team and team building activities

Assigning specific roles to every team member- working together is an inclusive process requiring the active participation of every member.

Mixing skills and styles- this is the best opportunity to explore new skills and styles of developing quality work. In this case, members have an opportunity to showcase their skills.

Identifying roles for the team- team roles and objectives are emphasized to keep members focused.

Stages of team development such as loyalty, dedication, identity, common practices, and health assessment- these stages are essential in reminding members of the best protocol to follow in developing career skills;

  • Action planning- include time schedules for every activity
  • Monitoring and feedback- it involves team progress evaluation and results analysis
  • Exchanging constructive feedback- members give their views on how the process has been conducted

Successful teamwork calls for the development of leadership skills, which includes setting direction, setting the pace and standards, being influential, practicing effective communication, being a motivator, innovative, reliable and consistent. In a healthcare environment, effective leadership involves provision and justification of objectives and contribution; motivating teams and team members to exhibit exemplary commitment; and pay attention to developing quality system performance (Cooper2014).

Based on health-care, an effective leadership recommends:

  • Providing and justifying clear  aim and benefits
  • Motivating teams and individuals to work effectively
  • Concentrating on enhancing performance of the system

3.2 Team dynamics in Children wards

  • Communication barrier–   children are unable to express themselves. Embrace good listening skills to understand explanations by parents
  • Informal and formal setting- the children ward consists of both professionals and civilians. Interpersonal skills are encouraged to meet the objective
  • Objectives of teams and groups like long-term purposes/strategies
  • Problem-solving and temporary projects
  • Flexibility- must be willing to assist whenever called upon. Children need a lot of care which requires one to be flexible to handle them

3.3 Alternative ways of accomplishing tasks in a health care environment

According to Borrill, West & Dawson (1998), tasks in a healthcare environment can be accomplished by;

  • Setting clear objectives , active participation by individual team members, highlighting on quality patient service through innovation
  • Develop stress management techniques for team members
  • Embracing quality meetings,  effective integration and communication processes to develop improved service of patient care
  • Adopt clear leadership skills to enhance the relationship with patients
  • Observe work ethics

Good leadership skills include setting the course, standards, inspiring, innovative, response, open communication, trustworthy, and reliable (Messum, Wilkes & Jackson 2011).

4.1 Evaluate the tools and methods of developing solution to problem

According to Hicks (2016), the general problem-solving techniques include the following

  • Identity and define the problem- appreciate the problem as an opportunity. Use a checklist to identify particular aspects of the problem
  • Explore the root cause(s) of the problem-analyze, the root facts of the problem, to find out the most relevant information regarding the problem.
  • Develop options for solving the problem- create several options forproblem-solving by being mindful and inclusive of other people’s ideas
  • Decide on the most suitable approach- evaluate options and decide on the most appropriate approach to the statutory provisions
  • Implement the technique- follow the project management guidelines while keeping in mind the consequences of the outcome
  • Evaluate the outcome and learn- evaluate the effectiveness of the solution and recommend on which areas need improvements

4.2 Problem solving techniques apply to different scenarios.

Consider the following settings:

Scenario 1

A member of the team is involved in an accident and that causes him to take some time off for several months. How would the team react initially and how would they handle it as the months go by? As a team leader, I will take the responsibility of informing the team members about one of us getting involved in a road accident. I will organize a compassionate pay visit and encourage all members to participate. During the visit, I will find out doctor’s recommendations involving the anticipated date of recovery and communicate to the team on the expected date of return to work.

I will reassign some of his/ her responsibilities to a relevant group member. At first, the team members will feel remorseful and easily accept taking up of his/her responsibilities. However, as time goes by, the member assigned the duties might start feeling overburdened by the workload.  Therefore, I shall design makeshift roles to ensure that his or her responsibilities are shared out to several team members. For the duties that need his /her personal presence, I will reschedule until further notice. Upon recovery, I will lead the team to welcome back our member.

4.3 The potential impact of the problem on the business of Gold view hospital on the implementation of the strategy

The problem wills definitely affecting the quality of service provided. The interim team members will not be able to deliver the most desirable results for lack of enough experience in that particular work. Similarly, some services which require his/her physical presence will not be provided. Furthermore, the members selected to step in will have increased workload as well as less focus on their designated duties. I can say that the solution was partially solved and therefore recommend that we have more members of staff within one docket such that in the absence of one member, team operations are not affected.

Conclusion

Based on the issues outlined in the paper, it is evident that employability skills depend on determining an individual’s responsibility and ways of enhancing performance to meet the objectives.  To this effect, performance objective must be monitored in line with the SMART model, motivational methods such profit sharing and bonus et cetera.

In terms of developing solutions to work-based issues in health care setting, it is necessary to  define and identify the problem; establish the main causes of the problem; choose the appropriate alternative; implement the alternative; and assess the results. In the long run, communication can only be effective through the use of not only verbal and non-verbal techniques, but also through good listening, assertive, mindful and responsive skills.

References

Borrill. C, West, M & Dawson, J 1998. The Effectiveness of Health Care Teams in the National Health Service http://homepages.inf.ed.ac.uk/jeanc/DOH-final-report.pdf

Cooper, B. 2014, Psychological Theories To Help You Communicate Better With Anyone. Available from:https://blog.bufferapp.com/3-psychological-theories-communication-insigh, [24th May 2016].

Dubinsky, I. Jennings, K &. Brans, B. 2010.  360-Degree Physician Performance Assessments for quality improvement Healthcare Quarterly Vol.13 No.2 2010 71

Hicks, T 2016, Seven Steps for Effective Problem Solving in the Workplace. Available from: http://www.mediate.com/articles/thicks.cfm, [24th May 2016].

 McLeod, S. 2014, Maslow’s Hierarchy of Needs. Simply Psychology. Available from http://www.simplypsychology.org/maslow.html, [24th May 2016].

Mind Tools 2016, Effective Scheduling Planning to Make the Best Use of Your Time. Available from: https://www.mindtools.com/pages/article/newHTE_07.html, [24th May 2016].

Messum, D., Wilkes, L. & Jackson, D.E., 2011. Employability skills: Essential requirements in health manager vacancy advertisements. Verified OK.

Mind Tools 2016, Golden Rules of Goal setting. Available from https://www.mindtools.com/pages/article/newHTE_90.htm, [24th May 2016].

Robinson, L., Segal, J., & Smith, M 2016, Effective Communication, Help Way Guide. Available from http://www.helpguide.org/articles/relationships/effective-communication.htm., [24th May 2016].

The U.S Department of Education 2016, College- and Career-Ready Standards. Available from <http://www.ed.gov/k-12reforms/standards>, [24th May 2016].

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Theories of Motivation: Literature review

Theories of Motivation: Literature review
Theories of Motivation: Literature review

Theories of Motivation: Literature review

Literature Review

Introduction

            This chapter shall present a review of the literature on the problems presented in this research. The theory builds a platform of understanding the implication of non-financial rewards within the framework of the total rewards structure. Specifically, the areas that shall be covered in this chapter are theories of motivation, financial rewards, non-financial rewards, and the work environment. This chapter shall begin with theoretical review followed by a conceptual framework, empirical review and research gap.

Theoretical Review

            Following Anfara & Mertz (2006), a theoretical framework determines the problem that should be investigated, what specific question should be asking, and data that should be collected to address all questions. Therefore, in this study, it is empirical to include theories Herzberg’s Two-Factor Theory, Maslow’s theory of needs, social exchange and expectancy theory.

Herzberg’s Two-Factor Theory

            Dr. Fredrick Herzberg, a psychologist, determined to understand the effects of attitude towards motivation, he had set a research by asking questions to selected people about their behavior towards their jobs. On the basis of research’s result, he had developed Herzberg’s Motivation-Hygiene Theory, also known as Herzberg’s Two-Factor Theory. This theory suggests that motivation is two-dimensional and each dimension has unique factors. Herzberg revealed that each factor is associated with job satisfaction and job dissatisfaction.

He suggested that when an intrinsic factor or motivator is present, it promotes motivation. In contrast, the latter, if none of the factors are present, hence, employees become frustrated, unsatisfied and reduces motivation, which he referred the act as hygiene. In the simpler note, motivators are identified as achievement, recognition, advancement, personal and professional growth.

Hygiene on the other hand, Herzberg classified the factors salary, benefits, interpersonal relationship with supervisors and colleagues, administrative policies and attitude, working conditions and environment, and security (IFPO, 2007; Stello, 2011; Thompson, 2013). In this research, it is conventional to use the theory as a basis for understanding the factors that considerably affects the employee’s behavior towards their tasks.

Incorporating Herzberg’s theory into this research, it suggests that intrinsic and extrinsic motivators can crucially influence the workforce. Moreover, Herzberg had pointed that the ability of the workforce to achieve the goals are mainly related to job satisfaction (Stello, 2011).

However, in the expansion of the theory, the initial hypothesis concludes that job satisfaction and dissatisfaction cannot be dependably measured in the same range. It profoundly explains in Herzberg’s main hypothesis, that factors that lead to positive attitude will differ to those factors that lead to negative attitudes. In the second hypothesis, it is mentioned that factors and effects will differ from long-range sequences of events to a short-range sequence (Stello, 2011; Thompson, 2013).

In this case, Herzberg found that a relatively high sequence from a small number of factors can promote positive behavior towards the job. Predominantly, most of the factors where intrinsic motivators and that it steamed longer than extrinsic. Extrinsic motivators showed low sequence events; it is rare when these factors are found in high-frequency events (Bassett‐Jones & Lloyd, 2005; Stello, 2011).

Satisfaction (positive)

            Consequently, the given figure shows that salary as a part of the extrinsic factor may show similar frequency in both low and high sequence events. However, salary may be viewed as satisfier if related to a job appreciation and not a factor itself. Therefore, when salary is addressed individually, the context can lead to dissatisfier factor (Bassett‐Jones & Lloyd, 2005; Stello, 2011).

Maslow’s hierarchy of needs

            In-depth understanding what motivates people, Maslow’s Hierarchy of Needs will support the efficacy of human needs. In this theory, Maslow stated that to achieve certain needs; people are motivated. Thus, when a need is fulfilled, the person’s next step is to achieve another need and so on. It is why, self-actualization priced on the top of his theory (McLeod, 2007; Montana & Charnov, 2008).

The pyramid illustrates how Maslow ranked human needs. This suggests that Self-actualization is believed to impose the higher level of human need. Although Maslow does not intend to imply that human receives complete satisfaction, he believed that when an experiencing human achievement and personal growth, a new set of attitude will be designed to placate its new needs (Montana & Charnov, 2008).

If taking Herzberg’s Two-Factor Theory of Motivation into consideration, the theory somehow parallels to Maslow’s hierarchy of needs. Understanding the higher level of Maslow’s theory, Herzberg refers them as motivators. Maslow’s esteem and self-actualization needs also correspond to Herzberg’s motivators idea. Therefore, to meet a specific set of needs, both theories has a profound goal to propitiate human behavior and maintain it.          

Social Exchange Theory

            Social exchange theory explains a social change and a process of negotiation exchange between parties. George Simmel, a German sociologist, pointed that the significance of “reciprocity” in human being’s everyday life and how human interacts involving forms of exchange (Baker, 2001). In Cropanzano & Mitchell (2005) research, both mentioned that Social Exchange is considered as one of the most influential conceptual patterns in understanding the behavior of a specific workplace.

Thus, an exchange rule must be followed to build a constant relationship and exchanges. In a simpler thought, the assumption of the theory implies that when parties enter and maintain their relationship, a trace of tangible and intangible rewards can be expected (Chew & Gottschalk, 2009).

            If highlighted in a workplace environment, a recognition of employee from a positive contributing work attitude simplifies Simmel’s theory. It may include economic exchange relationship (Aryee, Budhwar, & Chen, 2002), wherein, an economic benefit shall be provided to the employee in exchange for his or her efforts towards achieving work-related goals. In response to the theory, research had been formed to validate its efficiency towards understanding human motivation towards work.

With the available literature resources, results show that a continuity of social exchange theory as a part of the work-based evidence, employ a positive employee commitment and involvement, empowerment and motivation (Aryee, Budhwar, & Chen, 2002; Gould-Williams & Davies, 2005).

            As highlighted in Haar’s (2006) research, the perception of advantageous rewards or exchange from the workforce results to an increased engagement towards its organization. On the other hand, if the organization failed to provide rewards to the employees, would likely result in a reduction of organizational engagement. In this case, when there are favorable stances within working environment both employees and organization will equally benefit.

However, keeping in mind that employees tend to react in a dissatisfying working condition by negating rightful working attitude such as, being late, absenteeism and planning to quit organization; an antecedent-consequence relationship as mentioned by Crede et al. (2007).

Expectancy Theory

            This theory recommends that every individual’s expectations be dependent on its motivation and the ability to perform the given task and receive the desired rewards (Daft, 2005). In simpler form, if a person understood the worth of a certain task, he or she will be motivated to reach the goal, given with skills and knowledge to achieve it (Koontz, O’Donnell, & Weihrich, 2008).

Victor H. Vroom, a psychologist, suggests that motivation is highly predisposed by a continuous interrelated sequence of people’s effort will lead to performance, performance to specific outcomes and these outcomes are to be valued by the individual (Wlodarczyk, 2011). Moreover, in Vroom’s definition of the theory (Mancheno-Smoak, 2008), he mentioned that motivation depends on three system; expectancy, instrumentality, and valence.

            E -P expectancy this explains when putting effort into a job may result in a high performance or may lead to the desired outcome (Daft, 2005). In this case, when a person works hard, a better result can be expected, and when a person is unresponsive to a particular job or task will lead to a valence of zero (Koontz, O’Donnell, & Weihrich, 2008). P -O expectancy explains if a successful performance can lead to the desired outcome. As an example, when a person is motivated to achieve a job-related award it is believed that the room of expectancy towards high performance can lead to award (Daft, 2005).

            On another context, when an individual places importance upon an expected outcome, based on needs, values and goals Vroom identified the strength as valence (Daft, 2005). In this case, if the availability of an outcome extracted from high efforts and good performance; however, are not valued by the employees, the result motivation will end up low. On the other hand, if employees will highly value the outcome, motivation will be higher.

            The implications are crucial when influencing employee’s motivation. According to Sims (2002), managers should understand the importance of the theory. It is recognized that expectancy theory, provides powerful explanation towards employee’s motivation. Another example as cited by Koontz, O’Donnell, & Weihrich (2008), when a person is motivated to accomplish some tasks, can be determined by person’s wish to accomplish the task.

Conceptual Framework

            This section attempts to determine the implication of non-financial rewards on driving organizational strategy at Communications Authority of Kenya. The non-financial rewards include motivation, financial rewards, non-financial rewards, and the work environment. This study shall determine the effects of the independent variable on the dependent variables.

References

Anfara, V. & Mertz, N. (2006). Theoretical frameworks in qualitative research (1st ed., pp. 23- 24).

Aryee, S., Budhwar, P., & Chen, Z. (2002). Trust as a mediator of the relationship between

organizational justice and work outcomes: test of a social exchange model. Journal Of Organizational Behavior, 23(3), 267-285. http://dx.doi.org/10.1002/job.138

Baker, M. (2001). Families, labour and love (1st ed., p. 78). Crows Nest, N.S.W.: Allen & Unwin.

Bassett‐Jones, N. & Lloyd, G. (2005). Does Herzberg’s motivation theory have staying power? Journal Of Management Development, 24(10), 929-943. http://dx.doi.org/10.1108/02621710510627064

Chew, E. & Gottschalk, P. (2009). Information technology strategy and management (1st ed.).

Hershey: Information Science Reference.

Crede, M., Chernyshenko, O., Stark, S., Dalal, R., & Bashshur, M. (2007). Job satisfaction as mediator: An assessment of job satisfaction’s position within the nomological network. Journal Of Occupational And Organizational Psychology, 80(3), 515-538. http://dx.doi.org/10.1348/096317906×136180

Cropanzano, R. & Mitchell, M. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal Of Management, 31(6), 874-900. http://dx.doi.org/10.1177/0149206305279602

Daft, R. (2005). Management (8th ed., p. 532). Fort Worth: Dryden Press.

Gould-Williams, J. & Davies, F. (2005). Using social exchange theory to predict the effects of hrm practice on employee outcomes. Public Management Review, 7(1), 1-24. http://dx.doi.org/10.1080/1471903042000339392

Haar, J. (2006). Challenge and hindrance stressors in New Zealand: exploring social exchange theory outcomes. The International Journal Of Human Resource Management, 17(11), 1942-1950. http://dx.doi.org/10.1080/09585190601000147

IFPO.,. (2007). Security Supervision and Management (1st ed.). Burlington: Elsevier Science.

Koontz, H., O’Donnell, C., & Weihrich, H. (2008). Essentials of management (7th ed., p. 293). New York: McGraw-Hill.

McLeod, S. (2007). Maslow’s Hierarchy of Needs. academia.edu. Retrieved 7 December 2016, from http://www.simplypsychology.org/maslow.Html

Stello, C. (2011). Herzberg’s Two-Factor Theory of Job Satisfaction: An Integrative Literature Review. Retrieved from http://www.cehd.umn.edu/olpd/research/studentconf/2011/stelloherzberg.pdf

Thompson, D. (2013). Motivating others (1st ed.). Princeton, NJ: Eye On Education.

Wlodarczyk, A. (2011). Work Motivation (1st ed., p. 124). Authorhouse.

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