Explain an Evaluate the Principal Features of Adam Smith's Treatment Essay

Explain an Evaluate the Principal Features of Adam Smith's Treatment of Value and Distribution - Essay Example He agreed with government expenditure on public goods, such as, enforcement of the law, infrastructure and security. He also acknowledged what he thought to be drawbacks in development of economy, whether they were in the form of public spending or taxation except only the taxation of value of the land. He also put into consideration the relation between price and value. His conclusion was that that the cost of production is equivalent to the price of the product. He reasoned that when the quantity supplied to the market is enough to meet demand in the market and no extra, then the selling price may be said to be either near or exactly to the natural price, which is the cost of production1. He took this result as an outcome of market bargaining. Adam Smith argued that in a stable economic system and evaluation; many people would react to the enticement of earning extra specializing in their production. These people without intervention of the government they would be of significant v alue in industry and this will make the economy to be more productive and wealthy2. Adam based his argument on that by protecting specific producers will result to inefficient production and hence there will a rise in price. He asserts that when people are trading they value what they are going to buy in comparison to purchased goods’ value. ... The prices will be used to estimate and compare the value of the commodities. Adam Smith allowed for the difference of speed and skill a person has in doing a certain job. He argued that value based on demand is totally subjective. This is because some individuals will pay more amounts on a certain commodity while others will pay less on the same commodity. Smith’s analysis on value should be is considered under circumstances as one of his main purpose. He would make sure that workers were safe from being exploited by their self-interested employers who their main concern was to maximize profits, and hence paying his employees low wages. Given this situation, Adam said, the quality of output will be uniform to the labour they have used. He tried to uplift society significantly, by putting emphasis on free enterprise. He recommended that in a free market each individual is directed in making decisions by an imperceptible hand. This unseen hand guides people to formulate decisio ns that are of importance to the people and society at large without its knowledge. Every person labours so that he or she may provide revenue to the society. The person might not be intending to promote the interest of the public neither does he or she know by how much he has promoted it. The invisible hand is the one which makes the person to promote some part which was not of his objective. By chasing his personal interest he regularly improves that of the society more effectually and efficiently than when he had the intention to support it. In the theory of Adam Smith of how the economy is interrelated he shows how industries and labours function, and the way each one plays a crucial part in the production of goods in the industry3. The

The Respective Theories Of Motivation Psychology Essay

The Respective Theories Of Motivation Psychology Essay The term motivation derived from the Latin word movere, meaning to move. Motivation represents those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal oriented (Mitchell, 1982). Motivation as defined by Robbins (1993) is the willingness to exert high levels of effort toward organizational goals, conditioned by the efforts ability to satisfy some individual need. A need in this context is an internal state that makes certain outcomes appears attractive. An unsatisfied need creates tension that stimulates drives within the individual. These drives then generate a search behavior to find particular goals that, if attained, will satisfy the need and lead to the reduction of tension (Robbins, 1993). Luthans (1998) sees it as the process that arouses, energizes, directs, and sustains behavior and performance, while Pinder (1998) defines work motivation as the set of internal and external forces that initiate work-related behavior, and determine its form, direction, intensity and duration. According to Nelson and Quick (2003), motivation is the process of arousing and sustaining goal-directed behavior. The most practical definition proposed by social scientist that, motivation is a psychological processes thatorigin the stimulation, direction, and persistence of behaviour (Luthans, 2005). 2.3 Employees Motivation Theories There are many theories of motivation. The researcher identified the most relevant theories and explained the respective theories of motivation and how motivation gives an valuable impact on job satisfaction. 2.3.1 Maslows Need Hierarchy Theory Maslows Hierarchy of needs is one of the motivation theories that used all over the world. Maslow theory is a basic to start examining the different motivation theories. The first idea of Maslow is people always tend to want something and what they want depends on what they already have. According to Mullins (2007) states that Maslow proposed that there are five different levels of needs people have to seek for satisfaction of their basic needs. The first level of this theory is Physiological Needs. These needs include the most basic of all human needs like water, shelter, food, warmth, rest and clothing. When people dont feel hunger, thirst or cold, their needs go to a next level. The second lowest level is Safety Needs. Need to feel secure and protected in his/her family as well as in a society of day-to-day life is a part in this level. Next, the third level is Belonging and Love Need. After feeling secure, people need for love, affection, sense of belongingness in ones relationship with other persons. The fourth level is Esteem Needs. It is the need to be unique with self-respect and to enjoy esteem from other individuals. People want to evaluate themselves highly and based on their achievement receive appreciation from other people. Lack of these needs may cause inferiority, helplessness and weakness. Highest level of Maslows hierarchy of needs is Self-Actualization. The development of this need is based on the satisfac tion at the other four lower levels. It refers to the need of self-fulfillment and to the tendency to become actualized in what a person is potential. The core of this theory lies in the fact that when one need is fulfilled, its strength diminishes and the strength of the next level increases (Latham, 2007). Figure 2.3.1 Maslows Hierarchy of Needs maslows-hierarchy-of-needs1 2.3.2 Equity Theory Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on ones inputs, such as effort, experience, education, and competence, one can compare outcomes such as salary levels, increases, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. This tension provides the basis for motivation, as people strive for what they perceive as equity and fairness (Robbins, 1993). One of the prominent theories with respect to equity theory was developed through the work of J.S. Adams. Adams theory is perhaps the most rigorously developed statement of how individuals evaluate social exchange relationships (Steers, 1983). The major components of exchange relationships in this theory are inputs and outcomes. In a situation where a person exchanges her or his services for pa y, inputs may include previous work experience, education, effort on the job, and training. Outcomes are those factors that result from the exchange. The most important outcome is likely to be pay with outcomes such as supervisory treatment, job assignments, fringe benefits, and status symbols taken into consideration also. Equity theory rests upon three main assumptions (Carrell, 1978). First, the theory holds that people develop beliefs about what constitutes a fair and equitable return for their contributions to their jobs. Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers. The other assumption is that when people believe that their own treatment is not equitable, relative to the exchange they perceive others to be making, they will be motivated to take actions they deem appropriate. This concept of equity is most often interpreted in work organizations as a positive association between an employees effort or performance on the job and the pay she or he receives. Adams (1965) suggested that individual expectations about equity or fair correlation between inputs and outputs are learned during the process of socialization and through the comparison with inputs and outcomes of others. Pinder (1984) stated that feelings of inequita ble treatment tend to occur when people believe they are not receiving fair returns for their efforts and other contributions. The challenge therefore for organizations is to develop reward systems that are perceived to be fair and equitable and distributing the reward in accordance with employee beliefs about their own value to the organization. The consequences of employees perceiving they are not being treated fairly create a variety of options for the employees (Champagne, 1989). These options include the employees reducing their input through directly restricting their work output, attempting to increase their output by seeking salary increases or seeking a more enjoyable assignment. Other possibilities are to decrease the outcomes of a comparison other until the ratio of that persons outcomes to inputs is relatively equal or increasing the others inputs. In addition to the above mentioned, the employee could simply withdraw from the situation entirely, that is, quit the job and seek employment elsewhere. 2.3.3 Expectancy theory The concept of expectancy was originally formulated by Vroom and it stands for the probability that action or effort will lead to an outcome. The concept of expectancy was defined in more detail by Vroom as follows: Where an individual chooses between alternatives which involve uncertain outcomes, it seems clear that his behavior is affected not only by his preferences among these outcomes but also by the degree to which he believes these outcomes to be possible. Expectancy is defined as momentary belief concerning the likelihood that a particular act will be followed by a particular outcome. Expectancies may be described in terms of their strength. Maximal strength is indicated by subjective certainty that the act will be followed byoutcome, while minimal strength is indicated by the subjective certainty that the actwill not be followed by the outcome (Vroom, 1964). Fundamental to all the popular theories of motivation is the notion that employees are motivated to perform better when offered something they want, something they believe will be satisfying. However, offering the employees something they believe will be satisfying is necessary, but not enough. They must believe that it is possible to achieve what they want. Employees are not motivated to perform better when managers focus on the offering and ignore the believing. Employees confidence that they will get what they want involves three separate and distinct beliefs. The first belief is that they can perform well enough to get what is offered. The second is thatthey will get it if they perform well. The third belief is that what is offered will be satisfying. Each of these three beliefs deals with what employees think will happen if they put effort to perform. The first belief deals with the relationship between effort and performance, the second with the relationship between performance and outcomes, and the third with the relationship between outcomes and satisfaction. All these beliefs are interrelated because an employee effort leads to some level of performance, the performance leads to outcomes, and the outcomes lead to some amount of satisfaction or dissatisfaction. In conclusion, the expectancy theory of motivation requires the fulfillment of the following conditions: employees are motivated to perform only when they believe that effort will lead to performance, performance will lead to outcomes, and the outcomes will lead to satisfaction (Green, 1992). Effort-to-performance expectancy is the starting point in the implementation of the expectancy theory. It is a persons perception of the probability that effort will lead to successful performance. If we believe our effort will lead to higher performance, this expectancy is very strong, then we are certain that the outcome will occur. If we believe our performance will be the same no matter how much effort we make, our expectancy is very low, meaning that there is no probability that the outcome will occur. A person who thinks there is a moderate relationship between effort and subsequent performance has an adequate expectancy, and thus put maximum effort in the performance. The next stage in the expectancy theory is performance-to-outcome expectancy, which is a persons perception of the probability that performance will lead to certain other outcomes. If a person thinks a high performer is certain to get a pay raise, this expectancy is high. On the other hand, a person who believes raises are entirely independent of the performance has a low expectancy. Thus, if a person thinks performance has some bearing on the prospects for a pay raise, his or herexpectancy is adequate. In a work setting, several performance-to-outcome expectancies are relevant because several outcomes might logically result from performance. Each outcome, then, has its own expectancy. The final stage in the expectancy linkage is named outcomes and valences. An outcome is anything that might potentially result from performance. High level performance conceivably might produce such outcomes as a pay raise, a promotion, recognition from the boss, fatigue, stress, or less time to rest, among others. The valence of an outcome is the relative attractiveness or unattractiveness of that outcome to the person. Pay raises, promotion, and recognition might all have positive valences, whereas fatigue, stress, and less time to rest might all have negative valences. The stress of outcome valences varies from person to person. Work-related stress may be a significant negative factor for one person but only a slight annoyance for someone desperately in need of money, a slight positive valence for someone interested mostly in getting promotion or, for someone in an unfavorable tax position, even a negative valence. The basic expectancy framework suggests that three conditions must be met before motivated behavior occurs (Griffin, 2007). Behavioral scientists generally agree that the expectancy theory of motivation represents the most comprehensive, valid and useful approach to understanding motivation. However, it does not end with only understanding, it is also important to be able to motivate people to perform. In this regard, the Expectancy theory generally has been considered quite difficult to apply. This is no longer true, as there are many application models that have been developed over the years and which are quite simple and straightforward (Green, 1992). 2.3.4 Herzberg Motivation/Hygiene theory Herzbergs motivation/hygiene theory is also known as the two-factor theory. Herzberg started the study job satisfaction in the 1950s in Pittsburg. The basis of Herzbergs work is in the Maslows Hierarchy of Needs. He started with the idea that what causes the job satisfaction are the opposite of those things that cause job dissatisfaction. However, after studying thousands of books he couldnt draw any guidelines. He conducted a survey where he asked participants to identify those things that made them feel positive with their job and those that made them feel negative. As a result Herzberg found out that what makes people happy is what they do or the way theyre utilized and what makes people unhappy is the way theyre treated. Things that make people satisfied at work are different from those that cause dissatisfaction so those two feelings cant be opposite. Based on these findings, Herzberg created his theory of motivators and hygiene factors. Both factors can motivate workers but they work for different reasons. Hygiene factors tend to cause only short-term satisfaction to the workers while motivators most probably cause longer-term job satisfaction. Motivatorsor satisfiers are those factors that cause feelings of satisfaction at work. These factors motivate by changing the nature of the work. They challenge a person to develop their talents and fulfill their potential. For example adding responsibility to work and providing learning opportunities to a person to work at a higher level can lead to a positive performance growth in every task a person is expected to do if the possible poor results are related to boredom of the task they are supposed to accomplish. Motivators are those that come from intrinsic feelings. In addition to responsibility and learning opportunities also recognition, achievement, advancement and growth are motivation factors.These factors dont dissatisfy if they are not present but by giving value to these, satisfaction level of the employees is most probably going to grow (Bogardus, 2007). When hygiene factors are maintained, dissatisfaction can be avoided. When opposite, dissatisfaction is most probably to occur and motivation cant take place. 2.4 Employees Job Satisfaction Many definitions of the concept of job satisfaction have been formulated over time. According to Locke (1969), job satisfaction is a state of emotional gladness, results from the achievement of the goals that one get through performing his part of contribution inside an organization. Employee job satisfaction is influenced by the internal organization environment, which includes organizational climate, leadership types and personnel relationships (Taber and Seashore, 1975). Locke and Lathan (1990) give a comprehensive definition of job satisfaction as pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. Job satisfaction is a result of employees perception of how well their job provides those things that are viewed as important. Work satisfaction results from the perception that ones job fulfills, or allows the fulfillment of ones important job values. Phrased differently, work is gratifying if it complements ones personal desires and needs. Definition by McCormick and Ilgen (1980) looks similar. They also regarded job satisfaction as a persons attitude towards his or her job, and added that an attitude is an emotional response to the job, which may vary along a continuum from positive to negative. In addition, Megginson, Mosley and Pietri (1982) stated that people experience job satisfaction when they feel good about their jobs, and that this feeling often relates to their doing their jobs well, or their becoming more proficient in their professions, or their being recognized for good performance. According to Wiener (1982) states that job satisfaction is an attitude towards work-related conditions, facets, or aspects of the job. Arnold and Feldman (1986) described job satisfaction as the amount of overall affect that individuals have toward their job. High job satisfaction therefore means that an individual likes his or her work in general, appreciates it and feels positive about in. According to Mitchell and Lasan (1987), it is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude. Job satisfaction is so important in that its absence often leads to lethargy and reduced organizational commitment (Moser, 1997). Lack of job satisfaction is a predictor of quitting a job (Alexander, Litchtenstein and Hellmann, 1997; Jamal, 1997). Sometimes workers may quit from public to the private sector and vice versa. At the othertimes the movement is from one profession to another that is considered a greener pasture. Job satisfaction has been defined as à ¢Ã¢â€š ¬Ã‚ ¦ an attitude that individual has about their job, it results from their perception of their job and the degree to which there is good fit between the individual and the organization (Ivancevich et al., 1997). Job satisfaction is an important motivator to employees performance. While Luthan (1998) posited that there are three important dimensions to job satisfaction: Job satisfaction is an emotional response to a job situation. It can only be inferred. Job satisfaction is often determined by how well outcome meet or exceed expectations. For instance, if organization participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitudes towards the work, the boss and or coworkers. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have positive attitudes towards the job. Job satisfaction represents several related attitudes which are most important characteristics of a job about which people have effective response. These to Luthans are: the work itself, pay, promotion opportunities, supervision and coworkers. Schneider and Snyder (1975) regard job satisfaction as a personal evaluation of conditions present in the job, or outcomes that arise as a result of having a job. It appears then that job satisfaction encapsulates a persons perception and evaluation of his job, and that this perception is influenced by the persons unique disposition. People will therefore evaluate their jobs against those aspects that are important to them (Sempane et al., 2002). Since job satisfaction involves employees emotions and feelings, it has a major impact on their personal, social and work lives (Sempane et al., 2002) and for this reason may also influence their behaviour as employees, e.g. absenteeism (Locke, 1976; Visser, Breed and Van Breda, 1997). According to Feinstein (2000) states thatjob satisfaction is more of a response to a specific job or various aspects of the job. Job satisfaction is an important element from organizational perspective, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development (Feinstein, 2000) additionally growth, effectiveness and efficiency of the organization and low employees intentions to leave the organization (Mosadeghard, 2008). Obstinately, dissatisfied individuals leave the organization and inflate the motivation of those staying there (Feinstein, 2000) and as a result workers loose performance and efficiency and might sabotage the work and leave the job (Sonmezer andEryaman, 2008). According to Ramayah, Jantan and Tadisina (2001), job satisfaction explains how employees are buoyant to come to work and how they get enforced to perform their jobs. Other researchers narrate job satisfaction as being the outcome of the workers appraisal of extent to which the work environment fulfillment the individuals needs (Dawis and Lofquist 1984). Various researchers have contributed their research findings from organizational set ups, in order to increase employee job satisfaction and have given various suggestions to boost up the satisfaction. Feinstein (2000) says in order to increase individuals satisfaction level employees should be given advancement opportunities. Similarly changes in organizational variables, such as pay scales, employee input in policy development, and work environment could then be made in an effort to increase organizational commitment and overall outcome. Elton Mayo found that interaction within the group is the biggest satisfier. Safety, relation to work and success are followed by intergroup relations (Bektas, 2003). Mosadeghard (2000) gave job satisfaction dimensions like nature of the job, management and supervision, task requirement, co-workers, job security, and recognition and promotion had more effect on employees organizational commitment in organizational set up. According to Oshagbemi (2003), job satisfaction is an important attribute which organizations desire of their employees. The job satisfaction by employees can contribute to the success of an organization because employees can give full commitment and motivation to perform their job. Pensions and profit-sharing plans are positively associated with job satisfaction (Bender and Heywood, 2006). According to Stephen (2005), one would be wrong to consider one single measure of job satisfaction and there may be number of reasons that need to be considered. He further found that actual work was the biggest satisfier and working conditions were the least satisfier; job security was also big determinant of job satisfaction. (Penn et al., 1988) found that opportunity for professional development is the biggest determinant to differentiate satisfied and non-satisfied employees. An employee will be satisfied if he has reached the ideals in his profession; he will develop positive feelings towards his profession (Sirin, 2009). Absence of work life balance, lack advancement opportunities, work environment, lack of encouragement, and lack of recognition may lead to stress, which ultimately causes dissatisfaction, burnout and finally increased turnover rate within organization (Ahmadi andAlireza, 2007). Job satisfaction is inversely related to burnout, intentions to leave the organization (Penn et al., 1988). According to OLeary, Wharton and Quinlan (2009), job satisfaction is also generally conceived as an attitudinal variable that reflects the degree to which people like their jobs, and positively related to employee health and performance. Toper (2008) stated that, If a person believes that the values are realized within the job, this person possesses a positive attitude towards the job and acquire job satisfaction. In the other words, employees will be motivates to perform their job with good attitudes, so that employees will be automatically satisfied with the job. Topper (2008) proposed that Maslows need theory has connection with job satisfaction. An employee will be satisfied with his/her job when he or she achieves the levels of needs, e.g. physiological, security, social, self-esteem and self-actualization. Mosadeghard (2008) gave job satisfaction dimensions like nature of the job, management and supervision, task requirement, co-workers, job security, and recognition and promotion as having more effect on employees organizational commitment in organizational set up. OLeary, Wharthon and Quinlan (2008), job satisfaction is also generally conceived as an attitudinal variable that reflects the degree to which people like their jobs, and positively related to employee health and job performance. With referring to the concept of Herzbergs motivation theories and supported by other researchers, it shows that motivational factors (achievement, advancement, work itself, recognition and growth) are key foundation that influences and has significant impact on employees job satisfaction.Thus, it is proposed that; There is a significant relationship between achievement and job satisfaction. There is a significant relationship between advancement and job satisfaction. There is a significant relationship between work itself and job satisfaction. There is a significant relationship between recognition and job satisfaction. There is a significant relationship between growth and job satisfaction. 2.5 Research Model This study has integrated different views and thought from past research to study the concept of motivation and factors affecting on employee job satisfaction. Thus, this study focuses on Herzbergs motivation theories. The motivational factors in this theory are achievement, advancement, work itself, recognition and growththat give an impact on employee job satisfaction. Based on that, the research model developed for this study can be seen in Figure 2.5.1. Figure 2.5.1: Research Model of the study Achievement Advancement Job Satisfaction Work Itself Recognition Growth Independent Variable Dependent Variable 2.6 Summary This chapter reviewed literatures on the independent variables of the present study, which are motivational factors (achievement, advancement, work itself, recognition and growth). Meanwhile, our dependent variable that is job satisfaction was discussed. Research methodology of the present study will be discussed in the following chapter.

UBIQUITY :: Essays Papers

UBIQUITY As many people have expected, We are living in an environment saturated with wired and wireless connections. This technological explosion has become a part of our daily lives; but we don't really realize, to what extent , our trivial behaviors rely on informatic systems and our interaction with them. While we are living in the era of pervasive computing, we may wonder about the change that pervasive computing has brought to our lives and our social and cultural responses to these fascinating technologies and increased change. Some people remain fearful of the impact of the brain machines on our human behavior, on the other hand, others are struggling to make our environment filled with intelligent machinery, like the air we breath, and to make our interactions with this machinery as smooth as possible. The story of creating smart machines equipped with the same reasoning capabilities of humans is very old but the era of computers makes it very realistic in the eyes of scientists. Since we have machines that manage to do all these tasks, it is time for a new generation of machinery that can do exactly what we can do or better; from understanding our behavior to making decisions on their own. The article: " A Bayesian Computer Vision System for modeling Human Interactions", provides and excellent example of what people interested in artificial intelligence are trying to do. In fact, they focus on creating machines that understand human behavior and respond according to this interaction. It is stated in the article: " Our approach to modeling person-to-person interactions is to use supervised statistical machine learning techniques to teach the system to recognize normal single-person behaviors and common person-to-person interactions" (Oliver, Rosario, Pentland 831). There are many l imitations to accomplish this goal as any new technology or knowledge but the dream seems to be realistic for these people. according to the same article, if the models are trained to recognize a limited number of human behavior, how to make them understand new patterns without limitations : "A major emphasis of our work, therefore, is on efficient Bayesian integration of both prior knowledge (by the use of synthetic prior models) with evidence from data (by situation-specific parameter tuning). our goal is to be able to successfully apply the system to any normal multiperson interaction situation without additional training". This article provides an example of what is going on in many laboratories spread throughout the world and how artificial intelligence focuses on creating smart practical machines that understand and interpret our behavior and probably surpasses our reasoning capabilities.

How My Optimism Helps Me Overcome Obstacles

Alyssa McCutchen Period 6 3/15/12 How My Optimism Helps Me Overcome Obstacles Optimism is such a funny thing. It has the capability to help you solve some of the most challenging and troublesome problems you’ll ever face in your entire life. This is exactly what optimism does for me. I have had some of the most challenging and troublesome things happen to me and using optimism during those times really helped me through them, and I honestly don’t think I would have made it through all of those times without using optimism.During those times optimism came to me in any and every way, shape, or form. It would come to me if the sun was shining outside, from a verse in a song, from a text I would get, or sometimes even from playing a silly board game to pass the time. All of these things helped me to learn that â€Å"can do† attitude. That attitude where you feel like you can fly if you want to, that you can reach the highest peak in the tallest mountain, or that no m atter how bad your situation may be it’ll get better. That attitude that shows optimism at it’s greatest.When I was a little girl, there was always this one specific person that made me such a positive, energetic, and hopeful little girl. That one person happened to be the one and only Dr. Seuss. He was such a motivational person to me as I was growing up and he still is today. Everything he said stuck to me like a magnet, and made me think long and hard about what he was saying and what it meant to me. There was this one quote he said that has stuck with me ever since I was little, and it goes a little something like this, â€Å"Now I’ve heard there are troubles of more than one kind.Some come from ahead, some come from behind. But I’ve bought a big bat, I’m already you see. Now my troubles are going to have trouble with me. † When I hear that quote I feel like Dr. Seuss is trying to say get up! Wipe that dust off of your back, stand up str aight, and put a smile on your face. Look your obstacles in the eye and show them that you’re not going to back down. That you’re still as positive and strong as ever, and that you will never give up. Although a majority of that quote resembles perseverance, perseverance wouldn’t exist without optimism.Optimism is such a funny thing. It has the capability to put a smile on someone’s face, to put a spring in their step, and to overall brighten there day. My own mother is a prime example of this. My mom has what is called Congestive Heart Failure. Congestive Heart Failure is the inability of the heart to supply sufficient blood flow. Because of this my mom happens to be disabled, and can’t work or do a lot of physical activity. Even though she has so many reasons to be negative about life, she refuses.Instead, she focuses on being a good, positive role model and mother to my Sister, and I. As Elbert Hubbard once said, â€Å"Optimism is a kind of hea rt stimulant- the diagnosis of failure. † Optimism has brought me through some many things in my life, and I’m sure it always will. Because I know this, no amount of obstacles can knock me down. The Greek philosopher once said, â€Å"Happiness depends upon ourselves. † As for me, I choose to be happy because I know I have optimism and that alone is more than enough.In the words of William Ward, â€Å"Every person has the power to make others happy. Some do it simply by entering the room, others by leaving the room. Some individuals leave trails of gloom, others trails of joy. Some leave trails of hate and bitterness, others trails of love and harmony. Some leave trails of cynicism and pessimism, others trails of faith and optimism. Some leave trails of criticism and resignation, others trails of gratitude and hope. What kind of trails do you leave? †

Job Analysis and Job Design Essay

Job analysis—The procedure for determining the tasks and responsibilities of each a job, and the human attributes (in terms of knowledge, skills, and abilities) required to perform the job. The outcomes of job analysis will be: Job description (what the job entails), Job specifications (what the human requirements are needed for the job). Job analysis is something called the cornerstone of HRM, because the outcomes of job analysis (job descriptions and job specifications) are the basis for most of the interrelated HRM activities, including recruitment and selection, HR planning, training, performance appraisal, pay and benefits, health and safety, labour relation, and so on (you can think about more areas). The Phases and Steps in Job Analysis Phase One: Preparation for job analysis 1. Step 1: Familiarize with the organization and its jobs 2. Step 2: Determine uses of job analysis information 3. Step 3: Select representative jobs to be analysis. Phase 2: Collection of job analysis information 4. Step 4: Determine sources of job data (Human and nonhuman sources) 5. Step 5: Data collection instrument design (Job analysis schedules) 6. Step 6: Choice of method for data collection (interview, observation, questionnaire, etc.) 7. Step 7: Develop a job descriptions and job specifications. Phases 3: Use of Job analysis Information (for other HR management areas) Methods of Collecting Job Analysis Information Collecting job analysis data usually involves a joint effort by an HR specialist, the incumbent, and the jobholder’s supervisor. Job analysis techniques can be categorized into 2 groups: Qualitative methods and quantitative methods. Qualitative methods mainly include 1) Interview, including individual interview, group interview, and supervisory interview 2) Questionnaires—having employees fill out questionnaires to describe the job related information (See Figure 2-4, P. 62-63 of the text) 3) Observation it is useful when jobs consist mainly of observable physical activities. 4) Participant diary/log – Asking employees to keep a diary/log or a list of what they do during the day. Quantitative methods mainly include 1) Position Analysis Questionnaire (PAQ) Very structured job analysis questionnaire Contains 194 items, each of which represents a basic element Provides quantitative job score on five dimensions of job requirements: having decision-making, communication, or social responsibilities performing skilled activities being physical active operating vehicles/equipment processing information Results from PAQ can be used to compare jobs and help determine appropriate pay level. 2) Functional Job Analysis (FJA), a quantitative job analysis method for classifying jobs based on : types and amounts of responsibilities for three functions: data, people, and things the extent to which instructions, reasoning judgment verbal/language facilities required It also identifies performance standards and training requirements. 3) The National Occupational Classification (NOC) –See P. 67-68 of the text Complied by the Human Resources Development Canada An excellent source of standardized job analysis information, containing comprehensive description of approximately 20,000 occupations. A reference tool for writing job descriptions and job specification It’s counseling component: Career Handbook. Classifying system of NOC (See the website: http://www.hrsdc.gc.ca/eng/jobs/lmi/noc/index.shtml) Major group –identified by two digital numbers. Minor group –identified by one digital number Unit group –identified by one digital number Writing Job Descriptions A job description needs to tell: What the jobholder actually does, How he or she does it, and Under what conditions the job is performed The 6 Basic Element of Job Description (See example in Figure2-6, P. 66 of the text): 1) Job identification Job title Department Report to Job status 2) Job summary—describing the nature of the job, listing only its major functions or activities. 3) Duties and responsibilities 4) Authority 5) Performance standards 6) Working conditions Writing Job Specification The 6 basic element of job specification: 1) Job identification * 2) Job summary * Skill factors: Experience 3) Specific skills Education level 4) Effort factors Physical demands Mental demands 5) Working conditions * Notes: items with a â€Å"*† can be the same and combined with those in job descriptions. Job Design Job Design—the process of systematically organizing work into tasks required to perform a job Job Design Considerations (also refer to PowerPoint slides) Organizational considerations Ergonomic considerations Employee considerations (considering human behavioual aspects) Environmental considerations In the history of job design, people usually follow two schools of thinking: 1) To simply the jobs. This practice emphasizes the efficiency of production but pays concern in workers’ well-being 2) To enrich the jobs. This practice emphasizes both efficiency and workers’ needs and well-being The Job Characteristics Model (JCM) To understand this model, we need to understand the basic dimensions and  their relationship to psychological states and work outcomes –See Page 77-78 of the text. The 3 critical psychological states The basic theory underlying the model is that desirable outcomes both for the person, in terms of internal satisfaction and motivation, and for the organization, in terms of high quality performance and low absenteeism and turnover, will result only if the worker can achieve three critical psychological status: 1. The work must be experienced as meaningful, worthwhile, or important. 2. The worker must experience that he or she is personally responsible for the work outcome, that is, accountable for the product of his or her efforts. 3. The worker must be able to determine in some regular and reliable way how his or her efforts are coming out, what results are achieved, and whether or not they are satisfactory. The core job characteristics are then derived by observing what kinds of job characteristics are more or less likely to lead to the desired psychological states. The 5 Core Job Characteristics 1) Skill variety – using different skill and talents to complete a variety of work activities. 2) Task identity – the degree to which a job requires completion of a whole or identifiable piece of work. 3) Task significance – the degree to which the job has a substantial impact on the organization and /or larger society. 4) Autonomy – the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures to be used to complete the work. 5) Job feedback – the degree to which employees can tell how well they are doing based on direct sensory information from the job itself. The Relationship between the above Theories and Management Strategies can be reflexed by various job design strategies as listed below: Strategies for enriching jobs: Based on the Job Characteristics Model, we can employ the job design strategies of: Job rotation –arrange employees to rotate to different job  during a certain period of time. Job enlargement- put more related tasks into a job to make it larger. Job enrichment- let employees have more autonomy and involve in thinking aspects of the jobs. Employee involvement and work teams Use of job families in HR Decisions Increasing job flexibility –cognitively complex, more team-based, more dependent on social skills and technological competence, time pressured, mobile, and less dependent on geography Self-study requirements: Read Chapters 2 and 3 of text Visit the website of National Occupational Classification