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Pygmalion Effect in Manager / Employee Relationships, 2002.
A discussion of positive reinforcement vs. reverse psychology in workplace.
11,000 words (approx. 44.0 pages), 38 sources, MLA, $ 217.95
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Abstract
This paper evaluates the Pygmalion effect, a phenomenon that shows how a manager?s expectations greatly effect the performance and productivity of his workers. It shows how effective managers must be able to communicate a positive attitude toward their workers in order to gain the greatest efficiency possible. It uses a fictitious company, XYZ, a diversified, multinational company operating on a global scale in more than thirty countries, yet privately owned and a semi-annual review to determine the efficiency of their managers at communicating this attitude through a study.
Table of Contents
Chapter I
Introduction
Purpose of the Project
Statement of the Problem
Significance of the Problem
Research Category
Project Summary
Positive Reinforcement vs. Psychology
History of the Problem
Delimitations
Scope of the Problem
Setting of the Problem
Assumptions
Hypothesis
Research Questions
Evaluation Objective
Development Objectives
Participants
Researcher
Survey Group
Assistants
Chapter II
Literature Review
Definition of Terms
References
Chapter III
Introduction
Population and Sample
Variables and Measures Used
Data Collection
Data Analysis Procedures
Data Type, Format and Scale
Data Analysis Procedures
Chapter IV
Results and Discussion
Discussion of the Process
Unanticipated Occurrences
Statistical Results and Discussion
Non-Statistical Results and Discussion
Chapter V
Conclusions
Recommendations
Formal Recommendations
Recommendations for Further Research
APPENDICES
APPENIDX 1. Employee Survey
From the Paper
"The management structure at XYZ, Inc. consists of six levels of management with varying amounts of responsibility within the company. On average each manager has three to six people reporting into them and has to do performance reviews every six months for each person. In return, each employee would give feedback about their past months' development plan, how well it was managed, as well as their scalar's management style. This two way feed back in the hallmark of success at XYZ, Inc. It institutes the principle of Total Quality Management (TQM). Two way feedback has had the effect of maintaining a high level of Quality and job satisfaction at XZY, Inc. In recent year-and-a half employee feedback has been more negative than in the past with a ratio of 3,2:1. This increased ratio is of great concern to the Personnel Department, which advocates the policy of mutuality in business relationships. "
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Employer Employee Relationships, 2004.
This paper examines a case study to determine employer employee relationships.
1,130 words (approx. 4.5 pages), 4 sources, APA, $ 39.95
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Abstract
In this paper, the writer examines a case study to determine if an individual was properly classified as an independent contractor rather than as an employee. The paper reviews concepts including unlawful termination and breach of implied contact for continuing employment.
From the Paper
"We are presented with a scenario in which the key question is this: 'Is Mary properly classified as an independent contractor or an employee?' The IRS suggests that it is important to look at the amount of control the employer has over the individual. As a general rule the employer of an independent contractor has the right to control or direct only the result of the work done by an independent contractor and not the means and methods of accomplishing the result."
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Employer-Employee Relationship, 2005.
An analysis of the employer-employee relationship with regards to permanent versus contact workers.
675 words (approx. 2.7 pages), 0 sources, $ 26.95
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Abstract
This paper discusses the employee/employer relationship from the perspective of the employment at-will common law. The paper focuses on a situational analysis whereby a contractor hired to complete a project is kept on to continue working on other projects at a given company. Finally, after a lengthy period time, the contractor is released. The paper implies that the contractor cannot avail herself of employment at-will discharge related recourses because she was never hired as a permanent, full-time employee but retained on a per project basis.
From the Paper
"Employer/Employee Relationship Quiz Mary is initially an independent contractor. The intent for her services has been targeted to the completion of a specific project. The company has entered into a contractual agreement with Mary to complete this original project. There is little doubt that she is a 3rd party contractor at the outset relative to the company and was never intended to be a full-time, permanent employee of the company. Mary, by being an independent contractor for hire is a 1099 employee. In other words, the company, by hiring her specifically for a given project pays only for her services rendered and assumes no other employee related expenses such as healthcare benefits, retirement benefits, or other assorted benefits and services commonly associated with employer/employee relationships."
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Managing Employee Benefits, 2006.
A review of employee benefits offered to people working in the U.S. and the advantages of offering them to employees.
5,248 words (approx. 21.0 pages), 7 sources, MLA, $ 130.95
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Abstract
The paper reviews the various types of benefits available to people working in United States. The paper reviews the mandatory and voluntary benefits, pension plans, contributions payable and benefits available to employees. It also discusses the advantage of offering an attractive employee benefit package and its role in employee satisfaction and job retention.
Table of Contents:
Abstract
Summary
Introduction
Mandatory Benefits
Voluntary Benefits
Health Care Plans
Other Benefits
Benefit Management Software
Conclusions
From the Paper
"The mandatory benefit contributions are unavoidable for both employers and employees. The social security, unemployment insurance and worker compensations have helped the nation provide a basic social security umbrella for its citizens. Even now the unemployed and others who do not have a minimum health and social security cover are estimated to be as many as 40 millions."
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Managing Employee Benefits, 2004.
Examines the effects of a change in employee benefits at a large daily newspaper.
3,305 words (approx. 13.2 pages), 5 sources, MLA, $ 94.95
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Abstract
This paper examines how one company, a large daily newspaper, has tried to strike a benefits system that is simple enough to manage and yet flexible enough to meet the needs of its employees.
From the Paper
"The pay or salary that a job offers has for centuries been the most important benefit offered to employees. The reason for this is in part historical: In the 19th century a salary was in most cases the only benefit that was offered. Moreover, salaries are clear-cut: They are easy for the worker to calculate and to compare whereas other benefits ? such as a promise of promotion if a position opens up ? are far less tangible and far harder to calculate the worth of. Finally, it is important to acknowledge that the relationship that exists between any employer and his or her worker is at the most fundamental level an economic one. While an employee may get any number of rewards from a job, the reason that one takes a job is an economic one: If one did not need the money one would undertake the same work as a volunteer or as a hobbyist. And because money lies at the heart of the relationship between worker and employer the question of salary must be central as well."
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Management of Employee Morale after Downsizing, 2002.
A brief look at how to keep employee morale after layoffs in the healthcare industry.
2,400 words (approx. 9.6 pages), 6 sources, MLA, $ 73.95
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Abstract
A discussion on how layoffs in hospitals affect the remaining staff. It looks at reasons why the health care industry has needed to downsize, and how this affects the quality of care received by the patients. The writer states that the staff who survive the lay-offs are left with a greater workload and a harder job.
From the Paper
"What are the different ways that hospital managers can increase employee morale after downsizing or ?restructuring?? To understand how to increase employee morale, we need to first understand the reason behind hospital downsizing. In the past few years, hospitals have received less funding, due to the rest of the slowing economy. That is the bottom line. So, in order to keep operating, hospitals have had to decrease the work force and other costs. But, they didn?t decrease the workloads?in fact, workloads have increased because the work force has decreased, which left more work for the surviving employees. And, when there is less staff to admit patients, patients suffer by not getting the care they need right away while waiting to be admitted."
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Managing Hospitality Employees' Customer Service Stress, 2000.
4,900 words (approx. 19.6 pages), 18 sources, $ 124.95
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Abstract
A lengthy and detailed examination of employee stress, particularly in the hotel and food industries. Includes a physiological explanation of stress, an analysis of the various types of stress, and several techniques for stress-management.
From the Paper
"Customer Service in any industry is not easy. Everyday interaction with people addressing their needs, wants and frustrations requires the skills of tact, diplomacy and a positive attitude combined with knowledge and flexibility. As a primarily service-based industry, this is very obvious in the hospitality industry. It presents an ongoing challenge based in the fact that every situation is different because each customer is different, and the employee has virtually no control over what attitudes, needs, expectations and experiences any one guest may bring to the situation."
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Employee Performance Management, 2005.
Considers the usefulness and use of employee performance management systems.
690 words (approx. 2.8 pages), 4 sources, APA, $ 23.95
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Abstract
This paper considers the usefulness and use of employee performance management systems and how EPM is used at Seagate. It also considers advantages and disadvantages of EPM to monitor and motivate employees.
From the Paper
"Monitoring measuring and motivating employee performance is one of the principle tasks of the human resources group at any company. When employees are productive and motivated the quality of the company is enhanced ..."
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Employee Performance Management Software, 2007.
This paper discusses the implementation of an employee performance management software system.
876 words (approx. 3.5 pages), 5 sources, MLA, $ 31.95
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Abstract
In this report, the writer defines the assumptions and risks associated with implementing an employee performance management software application from a third party software vendor. The writer looks at the the technological assumptions and also the aspects that deal with changing how people do their jobs in response to the system providing more information and measures of performance than have been available in the past. The writer then discusses the issue of risks and the security of data. This paper includes an additional source copy.
Outline:
Executive Summary
Clarifying Assumptions
Assessment of Risks
From the Paper
"Given the highly confidential nature of the employee and managerial data, its is critical for the employee performance management software application have a high level of security associated with it. Starting with the databases, the specific application(s) chosen in this area need to support record locking and write-one verification, which is part of any database being ACID-compliant. Simply put, these are databases that have assurance of atomicity, consistency, isolation of data, and durability, hence the acronym ACID-compliant."
"While ACID-complaint databases greatly enhances the security of the data, and safeguards them from being destroyed or compromised, another risk is that of an audit. For every publicly-held company in the U.S., the need to have systems and databases that are complaint with Sarbanes-Oxley Act is also critical. The risk of non-compliance in terms of human resources records can be quite expensive for any company to resolve."
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Ethan Allen Designers: Case Study on Employee Management, 2002.
A case study on employee management for a designer company including problem analysis, solutions and recommendations.
2,200 words (approx. 8.8 pages), 6 sources, MLA, $ 68.95
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Abstract
The case study examines the problems involving employees of a designer company. The business analyst defines the problems one by one and offers alternative solutions and recommendations.
From the Paper
"The commission only system is one of the major problems effecting morale. One option is to pay a base salary instead. This would assist in communicating to employees that they are important to the organization. By improving morale, efficiency would be improved. The benefits of this solution is that morale would improve, costs to the organization would be fixed, employees would feel more secure and employee turnover would be reduced. The problems with this solution are that employees may not be as motivated to work as hard and that the organization will be paying employees more, even when there is not enough work for them."
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Employee-Management Relations in Japan & U.S., 1997.
Compares cultural & corp. differences. Individualism vs. group loyalty, communication, education, regulation and unions.
2,025 words (approx. 8.1 pages), 6 sources, $ 71.95
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From the Paper
"MANAGEMENT OF EMPLOYMENT RELATIONSHIPS: A COMPARISON OF JAPAN AND THE UNITED STATES
Introduction
This research compares the ways in which employment relationships are managed in Japan with the ways in which such relationships are managed in the United States. This comparison is made within the framework of exogenous (field) and endogenous (arena) sources of power and influence in complex cultural organizations. Comparisons between Japan and the United States are made within the contexts of the following sources of power and influence: history (exogenous); organizational ideology and mission (endogenous); organizational communication (endogenous); labor market (exogenous); legal environment (exogenous); and structural authority (endogenous)."
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Managing Customer Relationships, 2006.
This paper considers improvements for customers at Dell's web site.
900 words (approx. 3.6 pages), 1 source, $ 35.95
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Abstract
The paper presents a plan complete with strategic goals and tactical initiatives that will help Dell achieve $60 million per day in online sales by the end of the fiscal year. Specifically, the next few pages analyze ways in which the customer experience at Dell's web site can be improved for the benefit of all concerned, by listing the top three recommendations of the writer.
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Customer Relationship Management, 2007.
An analysis of customer relationship management and its relationship to marketing.
3,137 words (approx. 12.5 pages), 8 sources, MLA, $ 91.95
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Abstract
This paper aims to define those areas where customer relationship management (CRM) and marketing are interconnected. It begins by defining CRM, in general and looking at how it has developed within organizations over time. The paper then specifically looks at cases of specific strategies that are dependent on each other for results.
Table of Contents:
Executive Summary
The Rapidly Changing CRM Landscape
Defining CRM
CRM's Impact on Marketing: Fuel for Attracting, Selling and Serving Customers
Summary
From the Paper
"One of the most challenging areas of how companies are integrating CRM and marketing strategies is channel management, specifically Partner Relationship Management (PRM). This is the application of CRM strategies, tools, and techniques to the indirect channels that companies rely on for revenue. These are the distributors and dealers that companies sell their products through. To keep distributors and dealers selling their products, companies are using CRM systems to first understand the many priorities of their channels and second, to build loyalty with their distribution channel partners. Foremost in these efforts around PRM is lead generation and escalation, which is the generating, tracking and distributing of sales opportunities throughout distribution channels. In a critically acclaimed body of research, (Columbus 2003) claims that lead generation and escalation is critical for the long-term functioning of any channel management initiative. In his research, Columbus claims that Microsoft was able to increase sales by 30% throughout France using lead management and escalation for their mid-market ERP applications."
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Customer Relationship Management, 2007.
This paper explores the relationship between customer relationship management (CRM) and marketing.
2,587 words (approx. 10.3 pages), 8 sources, MLA, $ 78.95
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Abstract
The paper studies the interaction between customer relationship management (CRM) and marketing, with a strong emphasis on CRM's definition through extensive information sources research. The paper defines those areas where CRM and marketing are interconnected and, in the case of specific strategies, dependent on each other for results. The paper concludes that the combination of CRM and marketing is an excellent catalyst for learning more about how business strategies and processes are supported by information technologies, especially in promotional, selling and service strategies.
Outline:
Executive Summary
Defining CRM
CRM's Impact on Marketing
Summary
From the Paper
"What had begun as a series of applications aimed at capturing customer information has transformed into a series of strategies for attracting, selling, and serving customers. This transformation of CRM has been directly attributable to the change in which members of organizations are acquiring the software. When CRM was first created IT Departments were the first customers, and the key success criteria of IT are quite different than line-of-business executives who have profit-and-loss responsibilities for their companies. These line-of-business executives have transformed CRM from a series of applications to a series of strategies supported by applications, and this is a critical point in the evolution of this area overall."
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Customer Relationship Management, 2004.
An analysis of the importance of customer relationship management (CRM) in small to mid-sized companies.
14,426 words (approx. 57.7 pages), 22 sources, MLA, $ 249.95
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Abstract
This paper aims to answer the questions surrounding the use of Customer Relationship Management (CRM) in Small and Mid-size Enterprises (SMEs). This paper examines the business case, issues, pitfalls, and recommendations for future success. This study focuses CRM in the United Kingdom?s SMEs, particularly those in the manufacturing industry, from both a business and consumer point of view. The literature on relationship marketing, customer relationship management, customer loyalty, and customer satisfaction sets the framework for this evaluation. Primary research conducted with small and medium-size manufacturers and vendors undertaken in supports the in-depth evaluation of this topic.
From the Paper
"Customers today have more options and higher expectations. Their loyalty is more fragile and if they are not treated the way they deserve to be treated (they now consider fair, honest and respectful treatment as a right and not a privilege) they go somewhere else. There is so much information, choice, and change that it is hard to get their attention. The web, email and other electronic channels (e.g. call centers) have made it a much easier for customers to get information that was very scarce just a few years ago. This has made the customer better informed, more discriminating and more powerful."
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