Suggests that the modern concept of power in today's organizations has been transformed from a traditional superior-subordinate relationship to one that is more loose and informal.
Abstract This paper examines how the modern concept of power in organizations has changed the role of the manager and the role of employees. The paper goes on to suggest that in today's workplace, a manager is no longer one who exercises absolute authority. The manager's role is now that of a facilitator and catalyst. As a result of this change in the concept of power, the controlling function of leadership has evolved. Today's employees enjoy a greater degree of control and power that was unheard of ten years ago.
From the Paper "In today's society, human beings are exposed to and strongly influenced by many types of power. As a result of globalization and innovative technology, managers and employees alike are seeing rapid changes in their workplaces. The changes affect millions of people personally, as they have to deal with company downsizing and learning new skills."
Abstract The paper looks at "The Power of Team Leadership: Achieving Success through Shared Responsibility" by George Barna who discusses how teams can make leadership much more rewarding. The paper explains how these same teams can help leaders achieve their goals as well, because the leaders do not have so many demands impressed upon them. The paper relates that the main thesis of Barna's argument is that leaders that work in teams accomplish much more both for themselves, for the company and for the employees too.
Outline:
Introduction
Summary
Analysis of the Text
Response to the Text
Conclusion
From the Paper "The Father of Scientific Management, Frederick Taylor, did many wonderful things and made a great deal of helpful suggestions for those that worked in the business world. However, he failed to notice the importance of efficient and effective listening, and this is one area in which his work was very weak. He urged that workers should listen to their advisors, but he did not place any amount of emphasis on employers and other 'higher-ups' listening to their employees for any reason. It would appear that Taylor did not see the significance of what employees actually have to say and how allowing them a voice may actually have a strong effect on how the company works in the future, as those employees that feel they are listened to in their jobs are often much happier than those that feel that no one is concerned about their needs and wants."
Abstract The writer analyzes and examines influence, power and politics in business organizations firstly by distinguishing between social influence, power, and organizational politics. Thereafter he characterizes the major varieties of social influence and discusses the conditions under which various forms of social influence are used. The major types of individual power in organizations are identified and the two major approaches to the development of subunit power in organizations are explained Finally, organizational politics and major ethical issues surrounding political behavior in organizations are discussed
From the Paper "Position power refers to formal powers that remain vested in the position and are available to any individual who holds a certain position or title. Coercive power is used to control punishments that others receive. Information power is used to control information needed by subordinates to do their jobs. Technological advances have made information more widely available, and so information power is not as crucial as it used to be. Legitimate power covers a relatively narrow range of influence and refers to power individuals have because others accept and recognize their authority. Reward power is used to control the rewards that subordinates receive."
Abstract This paper examines the use of positive power mechanisms, such as charisma, rewards, and expertise, in order to motivate workers and empower minority organizations. It analyzes the leadership process involved.
From the Paper "There are many different approaches to wielding power and managing effectively. Effective leadership is at heart a process and one which depends on intimate knowledge of the organization ..."
Abstract The paper examines the crisis in the hospitality industry with regard to recruitment and retention of employees. Several contributing factors to the recruitment and retention phenomenon are considered, such as increased diversity, the imbalance between skilled and unskilled labor and the nonexistent benefits, such as health insurance, profit sharing and retirement benefits. The author notes that management strategies are counterproductive and do not offer the employee real incentive to strive for achievement. The paper also addresses the issue of corporate responsibility for employees. The paper concludes with suggestions for employee retention in the hospitality industry.
Outline:
Introduction
Major Obstacles to Employee Retention
Employee Retention Solutions
Conclusion
From the Paper "Several big name hostels are beginning to practice better diversity standards and seeking to create a better awareness among the public about the diversity and inherent interest in their employ. This trend will likely continue and it is hoped that it will continue to be a fruitful part of the development of individuals from varied nations, as assimilation is really a small part of immigration. Many more issues surround the struggles of immigration and diverse populations, many of which can only be answered by employment."
Abstract This paper looks at the problem of employee retention in today's market and discusses the creation of a job satisfaction survey as the starting point in creating an effective employee retention program. It analyzes how employee retention is a difficult problem for many U.S. businesses and how pay-based incentives alone are no longer enough to hold quality employees. It evaluates how non-pay incentives are becoming more and more important in creating effective employee retention programs and how the array of such non-pay incentives, however, is large and an effective retention program should be tailored to company's specific employees.
From the Paper "McQuarrie argues that market research is relevant to business strategic planning because it results in focussed, company specific information. (1996). Rossi et. al. provide a detailed and complete guide to the effective use of surveys in market research. (1983). This work covers not only the use of closed versus open ended questions for obtaining desired information, but also explains various methods in analysis. Finally, Edmunds (1996) and Edwards, et al. (1997) give a step-by-step guides to choosing the proper research method, appropriate use of various question forms in surveys and choosing the appropriate degree of analysis to fit within relevant time and budget constraints."
A discussion regarding how employers currently treat their employees with respect to working hours and family life with specific statistical references.
1,490 words (approx. 6 pages), 5 sources, 2001, $ 49.95
Abstract In this paper the author addresses the issue of how the work environment, particularly in large companies, can meet the demands of family life. He looks at the different areas that people work in and assesses how accommodating employers are to the needs of the employees with specific reference to flexible working hours. The author also looks at how employers treat employees returning to work after maternity leave and allowing parents to attend to children during regular working hours. The author then moves on to discuss stress levels at work and how this directly relates to hours worked and time that the employee can spend with the family.
From the paper:
?However, despite the fact that today's work/life movement has its roots in dependent care, the percentage of companies that provide assistance for dependent care remains remarkably low. For example, only half (50%) have set up pre-tax accounts that help employees set aside money for child care or elder care expenses. One-third (36%) provide employees with information that help them locate child care in their communities. As we might expect, less than 1 of every 10 workplaces either has a child care center at or near the work site (9%) or helps defray some of the costs of child care (9%).?
Abstract This paper discusses the tools used to motivate and encourage top performance out of employees in the workforce, typically in the restaurant industry. The author provides ideas based on his own experiences. Included are ideas of using methods such as rewards, shifts, leaders, performance appraisals and management by exception.
From the paper:
"The problem involved in appraising employees is a management topic that is commonly discussed in manager meetings. It is no easy task to accurately evaluate an employee's performance, but the reality of life is that managers must make sound judgments concerning pay, promotions, and even transfers (Common for Chili's because of the large number of units in business). My question was always this: Are performance evaluations being conducted properly? Are they even accomplishing what was originally intended?"
This paper sheds light on some of the factors affecting employee retention and offers typical solutions, focusing specifically on the electronic systems industry.
Abstract The following paper examines the issue of employee retention and obtainment, which is an intensive struggle between employer and employee. Retaining and obtaining employees in today's economy is a constant campaign for the best and most deserving workers and thus this paper suggests ways of improving employee relations by improved communication, incentives, good benefits a pleasant office climate and more. The information contained within was compiled from literature found in public libraries abroad, third party investigations and personal observation.
From the Paper "During the 1990s, job seekers had a dizzying array of choices when they searched for work. It was a difficult task for employers to keep employees. Losing employees always meant losing knowledge, capital, skills, and experience (Watson, 2000). Losing knowledge was a major concern to organizations. If an organization lost an employee with a great amount of knowledge, it essentially lost revenue that the employee would have generated. If an employer lost an employee with a great amount of experience, it would take lots of time and money to retrain a new employee for positive production. Experience is an intangible that is relied up heavily. Every worker carries with him or her at least three basic types of experience. Every worker posesses a certain amount of industry, company, and position specific experience."
Abstract This is a paper on employee performance, on theories of employee motivation, and their practical application to the Walt Disney Company and its subsidiaries. It looks at the company's four business segments and the company's approach to employee performance and rewards system.
From the Paper "The Walt Disney Company is the second largest media conglomerate in the world behind TimeWarner. The Media Networks section includes the ABC television network in addition to ten broadcast television stations and more than seventy radio stations. The Studio Entertainment group produces live-action and animated motion pictures ..."
Tags:Employee performance, Theory x, theory y, merit increase, equity theory, expectancy theory, motivational theories
Abstract This paper is an article review on employees and job motivation. Many employers today want to know how to motivate employees. What is the simplest, yet direct way to get employees to do what needs to be done. Employers want to know what the best types of motivation are and the best way to obtain job satisfaction for employees. This paper lists different steps to job enrichment.
From the Paper " "How Do You Motivate Employees?" Many employers today want to know how to motivate employees. What is the simplest, yet direct way to get employees to do what needs to be done? Is kicking someone in the seat of his pants the best way to motivate someone? This can be classified as positive or negative KITA, but they do not work. What are the best types of motivation? Employers want to know what the best types of motivation are and the best way to obtain job satisfaction for employees. Employers have used different methods of KITA in the past, yet these methods have not been successful. In the study of motivating employees, it is important to look at some of the KITA motivators that have been used: Reducing the hours employees work , Increasing wages and bonuses "
Abstract The paper provides a plan privileging employee rights and seeking to foster employee relations with one another and with management as well as a plan highlighting federal, state and foreign regulatory compliance. The proposed plan also outlines wellness programs for employees and additional benefits which bolster morale and allow firms to optimize the human capital at their disposal. Additionally, the paper discusses health and safety issues which must be addressed within any comprehensive employee/employer plan.
From the Paper "An Employee Relations Plan for a Consumer Electronics Organization Human resources are, quite simply, the life-blood of any successful organization. This is especially true in a field such as consumer electronics where the technical expertise and agility of staff is often the only thing separating firms from success or failure. The following paper will offer an employee relations plan for Sony which touches upon a number of things."
Abstract The paper delves into this matter by looking at the issue of Employee Profit Sharing Plans, more commonly known as EPSPs. More particularly, a general overview of EPSPs is furnished and some different types of employee profit sharing plans are reviewed, if for no other reason than employees must make every effort to find the financial package that will work best for them. The paper also discusses the benefits and debits of employee profit sharing plans.
From the Paper "Employee profit-sharing plans offer a number of benefits to working men and women that simply cannot be passed over lightly. As social security in both the United States and in Canada erodes under the weight of an aging population and declining birthrate, North Americans are being encouraged to find alternative means by which they can provide for their future. The following paper will delve into this matter by looking at the issue of Employee Profit Sharing Plans (more commonly known as EPSPs)."
Abstract This paper recommends a change to an employee incentive system in order to inspire greater motivation among employees. According to the paper, the current incentive system includes use of an annual performance appraisal to reward employees financially for performing above expected levels of performance. The change this paper suggests, is the implementation of an employee suggestion system.
Contents:
Purpose
Background
Analysis of Current System
Alternatives To Current System
Recommendations
From the Paper "Drillings & O'Neil (1994) confirm that many motivational variables including "effort, anxiety and curiosity" contribute to performance at all levels within the organization. These variables can influence the "rate and ease with which individuals acquire new competencies" and can also discern the likelihood that effective learning will occur within the organization (Drillings & O'Neil, 2). Most individuals working within the organizational context have a predisposition toward different motivational cues. Thus not everyone will respond the same to a compensatory rewards program vs. a rewards program whose intent is to create more intrinsic motivation. "
This informative paper details the mitigating factors of downsizing at NASA's Office of Education. The writer of this paper also examines employees' reactions to the cutbacks while questioning if impending layoffs automatically decrease employee loyalty.
Abstract This well-researched paper details the fiscal and budgetary reasons for the substantial downsizing at Global Science & Technology, a subsidiary of NASA's Office of Education, as well as three additional companies contracted by NASA's Peer Review Services. This paper, written from the writer's personal point of view, contains insightful research that proves downsizing and layoffs produce decreased loyalties among employees. This in-depth paper contains a proactive solution and implementation plan to regain employee loyalty and trust which include developing human resource programs and creating avenues for promotion. Topics covered in this report include: Introduction Problem Statement Literature Review Causes Solutions and Implementation Plan Developing Human Resources Programs Establish Avenues for Promotion References Reflection
From the Paper "The process by which personnel were selected explains the vehement reaction. When the time came to select staff for termination, the manager held a series of closed-door meetings at which employees were discussed and ranked. His first mistake was not communicating the criteria that would be used to make the selections. Many employees felt that seniority would factor into play, but when the first three names identified staff who had been with the company the longest, confusion and anger began to surface. Rumors about "the list" began to circulate, and staff members, who never did receive any kind of meaningful communication, thought the worst. The layoff timing and methodology also demoralized personnel. Three people were laid off one week, two the next, and three the next. The first batch found that they had been locked out of their computers when they came back from lunch."
