Fair Trade Coffee Starbucks Marketing Essay

Fair Trade Coffee Starbucks Marketing Essay Fair trade is a structured social movement that applies marketing approach whose goals and objectives is to help producers and farmers in developing countries get better trading deals for their produce and thus produce sustainably. The social movement campaigns for better pay, higher prices, better social and environment standards to the farmers in developing countries (Valkila Nygren, 2010, p. 321; Weber, 2007, p. 112). The main target is mainly on exports that are delivered to developed countries from developing countries where minerals, farm produce are targeted. Farm produce such as; cotton, fresh fruit, cocoa, coffee, chocolate, sugar, wine, honey, bananas, tea, and flowers where producers benefit from free trade movements (Davis, 2008, p. 22). Fair trade ensures responsible coffee production and trading in terms of product quality, economic accountability, social responsibility, and environmental leadership. Fair Trade Certified coffee has ensured that small scale farmers remain empowered while they are organized in cooperatives to invest in and develop their farms and society, look after the environment and equip themselves with business proficiency that will help them compete in a global setting (Valkila, Nygren, 2010, p. 324; Davis, 2008, p. 23). Thesis Statement In view of the fact that Starbucks were seen as exploitative due to their unfair handling of small scale producers of coffee in third world countries e.g. Ethiopia; this paper tackles fair trade movement and mainly focuses on fair trade coffee practices with respect to Starbucks Company. Fair trade Governance systems related to global production and trade have come under intense criticism from broad coalition of social movements which have been branded as distorted and lack justice (McDonald, 2007, p. 794; Fridell, 2009, p. 87). The social movements have tried to mobilize societies to end exploitation by firms that buy the products from farmers and campaigned for poverty eradication procedures and social justice. The coffee industry has been most hit where farmer and workers in the farms continue to survive and work in terribly poor conditions and adverse poverty levels. The social movements through Fair Trade Systems have enabled the stakeholders especially the companies that trade in coffee to be accountable to the society that produces the coffee. As cited in FINE 2001 by Weber, 2007 p.109 Fair Trade is a trading partnership, based on dialogue, transparency and respect, that seeks greater equity in international trade. It contributes to sustainable development by offering better trading conditions to and securing the rights of, marginalized producers and workers- especially in the South. This means that any company willing to trade globally must act responsibly and ensure sustainable development in the developing countries and see to it that the lives and conditions of living of the marginalized in the trading society are improved. An example of coffee injustice is the Nicaraguan case where coffee is a major export accounting of 30% of the total export in income; on the other hand poverty levels among the workers and farmers remain very high (Valkila, Nygren, 2010, p. 324; Weber, 2007, p. 110). The farmers are faced with low, undeserved, unstable prices coupled with inadequate infrastructure, rampant insecurity, poor housing, and sanitation, poor health services access, poor social structure, and poor educational provisions (Weber, 2007, p. 110; McDonald, 2007, p. 793; Reed, 2002, p.226). Even those workers on large scale farms complain mainly on harassment and poor pay from their employers. In the developed countries where the coffee is traded the persons enjoy huge profits from the coffee that has been bought at low prices in developing countries. Minimizing this disparity is the role of Fair Trade systems. They tend to instill discipline and justice in the global coffee market especially for small scale farmers that are in democratic cooperatives. The bargain for fair price for the producer and better living conditions and other social benefits are pushed for by the free trade organizations. Free Trade coffee is certified by the Fair-trade Labeling Organizations international (FLO). Weber, 2007, p. 112 in his article Fair Trade Coffee Enthusiasts Should Confront Reality indicates that free trade organizations linked to coffee have fairly achieved improved living standards for farmers but the system remain unsuccessful in delinking promotional material and the real situation on the ground, excessive supply and marginalization of the producers and groups that are economically disadvantaged. Starbucks and CAFÉ The success of Starbucks which is a global coffeehouse chain with its headquarters in Seattle Washington can be linked to the trade of coffee from developing countries. With over 12440 stores in 37 countries and 145,000 baristas (employees) the company boasts of $7.8 billion net revenue and a yearly profit of $564 million in 2006 (Davis, 2008, p. 21; Valkila, Nygren, 2010, p. 325). It has remained at sustainable growth and can boast of serving 40 million customers globally. Since its inception in 1971 it has expanded year in year out with many joints being set up to serve high quality coffee (Davis, 2008, p. 21; Fridell, 2009, p. 86; Starbucks, 2004 para.3). Its success can be traced with the collapse of the International Coffee Agreement in 1989 where prices started declining and Starbucks maximized on the low prices with its growth at 5% annually since 1991 (Anonymous, 2003, p.22; Davis, 2008, p. 23; Fridell, 2009, p. 87).Despite this tremendous growth of the company workers in the company and farmers in the producing countries continued their outcry of poor prices and poor living conditions (McDonald, 2007, p. 794; Fridell, 2009, p. 88). The middlemen have also participated in fleecing the farmers who buy the coffee at reduced prices and resell at higher prices. Starbucks on its part never did anything at the time. Public outcry from the farmers in producing countries and workers was not enough to reverse the situation at the time. The establishment of the Coffee and Farmer Equity (CAFE) standards also seemed to be unfavorable to farmers in that only an approximate 30% met the Starbucks standards of the CAFÉ guidelines (Starbucks, 2004 para.4; Reed, 2002, p.224). This meant that the benefits trickled down to other sources other than those producing the coffee. In addition the standards were vague to implement and just acted as a blinding of the farmers. The CAFÉ has sets of product quality, economic accountability, social responsibility, and environmental leadership for farmers to qualify. For the product quality they must meet the green preparation and cup quality (Starbucks, 2004 para.6; Fridell, 2009, p. 89). For economic accountability they must demonstrate financial transparency, equity of financial rewards, and be financially viable. Social responsibility is graded in wages and benefits, freedom of association, working hours, child labor discrimination and forced labor avoidance, access to housing, education, health services, and work safe practices. The environmental guidelines include; protecting water and soil resources, biodiversity conservation, managing the environment and monitoring, waste management, effective energy use, and water conservation (Starbucks, 2004 para.7; McDonald, 2007, p. 795). Other companies such as; Nestle, Procter Gamble, Kraft, and Sarah Lee also contributed to the misery of farmers by buying coffee way below the production costs (Davis, 2008, p. 21; Reed, 2002, p.221). Farmers remained exploited without fair trade that will ensure the fair treatment from the companies dealing with coffee and other farm produce. Fair trade has given hopes to farmers and producers and societies in the producing regions of mutual benefits for their efforts to produce any cash crop (Reed, 2002, p.224; Fridell, 2009, p. 85). Starbucks and the CSR strategy According to Fridell, 2009 p. 87 in the article The Co-Operative and the Corporation: Competing Visions of the Future of Fair Trade major coffee companies have over the past few years started dealing in fair trade coffee that is integrated with their programs of Cooperate Social Responsibilities (CSR). The standards given by the FLO to the south have also not been applied in the north and regulations such as (a guaranteed price and social premiums, advanced partial payments, licensing fees and long-term commitments have been at times evaded in the north. Fair trade is mission driven while CSR is money driven; this explains the need for fair trade since it will help achieve society needs while still aiming at better trading terms. While CSR represents a shareholders move toward ethical business fair trade yearns for a stakeholders approach that benefits all stakeholders. CSR are seen as personal driven objectives that pursue business goals which is referred to as self regulatory while free trade aims at a integrated approach that is highly domineering to improve the well being of the stakeholders. During the start of the millennium only 1-2% of Starbucks coffee was from free trade, the company adjusted to a passive way of supporting free trade then but has currently changed. Starbucks has become successful in the coffee industry buying 1% of the worlds green beans and approximate 10% specialty green market coffee beans. Its acceptance to free trade was necessitated by immense pressure by the US/ Guatemalan Labor Education Project (US/LEAP) for the companies to put into operation a code of conduct for the Southern coffee producers (Fridell, 2009, p. 81; Valkila, Nygren, 2010, p. 326). The company was still passive to accent to the agreement but after a sequence of protest globally they agreed. This commitment would not be compared to its huge sales that it was enjoying at this time and thus selling FLO certified products would ensure the benefits went back to peasant farmers. But Starbucks was reluctant to such moves and as Fridell, 2009, p. 82 quotes When it comes to support for fair trade, Starbucks commitment is limited to the minimum needed to keep public criticism at bay. Starbucks management saw more importance in concentrating on its CSR rather than engaging in free trade; but the CSR was mainly done to improve its brand image as an alternative of benefiting society (McDonald, 2007, p. 797; Davis, 2008, p. 27). They have developed an atmosphere of a trendy cafà © where customers can hang around and read thus portraying a local community. This atmosphere has necessitated concentration to interior design, customer service, and public relations that make the customers feel at home at the expense of producers, workers and farmers (Fridell, 2009, p. 82; Valkila, Nygren, 2010, p. 327). The most awful bit is that this image has been widely accepted world over. Further it has invested in CSR that tend to neutralize negative publicity from neo-liberal reforms. The CSR build in on the self regulatory approaches that are effective in sustaining the brand image prominence in the market and building of the shareholders and stakeholders trust. The company aims to employ cheap labor such as prisoners who require low wages and fewer benefits and are dispensable at any time with minimal consequences while they hide in CSR (Fridell, 2009, p. 84; McDonald, 2007, p. 797). Comparing the wages of the Starbucks employees, services workers are paid very minimal wages while the management is among the highly paid in North America. Starbucks has the lowest employee turnover rate in the fast food industry which is a strategy embedded in the CSR and the brand image (Fridell, 2009, p. 85). Despite better benefits such as; basic medical, dental, and vision coverage, short-term counseling and basic mental health and dependency treatment than other service industries Starbuck employees are remunerated with low wages thus many opt out in less than one year. Other benefits the employees enjoy include a free pound of coffee per week free beverages while working, and financial assistance that is based on payroll deductions for emergencies which are all gimmicks of boosting a corporate image that ensure profitability at the expense of the workers. The 2000 case between Canadian Auto Workers, Local 3000 (CAW 3000) and Starbucks bring into the spotlight the commitment of the company to its employees since CAW 3000 tried to negotiated for a third phase of increased wages for workers while Starbucks still maintains it is an anti-union employer; the commitment to fair trade proves otherwise in view of the above fact (Davis, 2008, p. 25). Starbucks in 2002 imported 1.8 million pounds shade grown coffee that was certified by Conservation International (CI); 1.7 million pounds certified coffee and 1.1 million pounds of fair trade coffee this was a very small proportion i.e. 1 to 2% of fair trade (Fridell, 2009, p. 87; Davis, 2008, p. 24). Working with CI is a major cover up to fair trade since CI is mainly involved in conservation of trees in areas where they are extinct but they have no clear social role. Also CI cannot be ethically cleared since it works with other major environment destroyers globally such as; McDonalds, Chiquita, Mobil Foundation and Exxon; therefore it can be not be trusted as a corporate identity of fair trade (Davis, 2008, p. 27). It is clear that Starbucks have relied on the CSR for a successful implementation of its profits strategies. This method may however be risky for the sustained growth of the business (Fridell, 2009, p. 91; Davis, 2008, p. 28). Disadvantages and advantages Despite fair trade call there are issues that revolve around it that must be ironed out. Firstly include identifying the culprits of the process. Fair trade organizations may be blaming organizations who only work on profits as exploiting the society but the companies may be profiting through legal means. They may then blame corporations of breaking free trade agreements while they have used stretched resources to survive (Topik, 2010, p. 146; Fridell, 2009, p. 89). The participation of successful firms in transforming society may work but major issues such as a large gap divide may shift the advantage to the producer, therefore the producers expect more from firms which is unfair. Also a major concern on what signifies a living wage is a problem as firms make sales to improve the living income of the producers; in this case fair trade cannot guarantee anything to farmers (Weber, 2007, p. 109; Davis, 2008, p. 27). Fair trade is pegged on cooperatives of producers and thus the individual producer may be left out; the cooperatives mediate the prices and thus the producers only get what is quoted by the contracts. The prices quoted must meet or surpass fair trade limits with a deduction of the expenses incurred by the organization. The organization eliminates intermediaries and thus costs of sorting, processing and exporting may surpass the expected prices before payments to farmers. These costs may be so high to make fair trade markets be unreasonable (Weber, 2007, p. 111; Fridell, 2009, p. 88). Hired laborers are also believed to receive minimal wages somehow, since the fair trade agreements dont apply to those hired. The fair trade has also adequacies of trying to control the markets by establishing minimum prices; this however doesnt work since most fair trade certified produces trade only a fraction of their produce. This translates that farmers are never induced to grow more coffee in a bid to earn more from the dominant prices. This creates an imbalance between supply and demand and as Weber, 2007, p. 112 reports it has go on for more than 10 years. This was so grave that in 2002 FLO had to temporarily close out new members. Excess certified coffee in the market does not lead to dumping but rather increases barriers to entry and consequently increased producer competition for the limited contracts. And this can lead to exclusion of marginalized farmers that are purportedly supported by fair trade (Weber, 2007, p. 112; Davis, 2008, p. 26). With increased quality standards in the market FLO resulted to charging more to producer organizations this increases expenses and creates barriers to the market; this locks out young organizations that have no funds. Also they need extra funds to pay for inspections and other expenses thus the fair trade objective is not achieved since marginalized farmers are locked out (Weber, 2007, p. 113; Davis, 2008, p. 27). The main aims and objectives of fair trade are to bring change to the lives of the producers and workers that suffer in the farms, but the bad implementation has made the farmers be left out of the benefits (Fridell, 2009, p. 89). With good implementation fair trade can be expressed in its benefits to the society where there will be no exploitation of the farmers. There will be better living conditions, improved well being, and better working conditions for the workers (Valkila, Nygren, 2010, p. 326; Weber, 2007, p. 114). The benefits that come with fair trade are yet to bear fruit especially when markets are not regulated properly and farmers become marginalized. Conclusion Starbucks being the leading coffee server in the world has a mandate to transform the lives of peasant farmers who live from hand to mouth by sharing the huge profits they make annually. They can contribute to the welfare of the producers and workers through providing better prices, adequate infrastructure, security, better housing and sanitation, better health services access and better educational provisions in the producing areas to ensure sustained growth. In conclusion Fair trade certified coffee has brought about reforms to the society in certain areas but in other areas it still remains an elusive dream due to the management of the organizations that govern coffee. Standards of transparency and accountability should be established at all levels so that the coffee produced by farmers can contribute to their social well being rather than making huge profits in developing countries leaving the producers fleeced.

Influence of Employee Relations on Work Performance

Influence of Employee Relations on Work Performance This research is based on the assumption that it is the good relation with staff factor that leads to increase staff performance in the service department of hotel industry. Both the variables are very important in hotel industry. Staff performance is key to success for the hospitality organizations because hospitality organization is labor intensive industry so it becomes very important to focus on those factors that motivate employees for the work and to deliver their best to the organization. There are many factors that influence employee and work of employees. Relation with employee is one of them. Employee motivation may relate with money, position in the organization, future perspective, but relation with the peer group and boss is foremost factor that have direct impact on employee performance. Good employee relation means creation of congenial environment that retain the motivation of employees and keep motivating them for their commitments towards the organization. 1.2 AIM AND OBJECTIVES / RESEARCH QUESTIONS / HYPOTHESIS: 1.2.1 Aim of this research: aim of this research is to find out the influence of good employee relation on work performance of an employees, with special reference to restaurant service staff of hotel industry. 1.2.2 Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? 1.3 RATIONAL: Author believes that employee relation is very important as an motivating factor, and employee performance is also very important for the development of an organization and in achieving organizational goal. This philosophy is very much important in the hospitality industry because hospitality industry is guest based business and employees are the only factor that brings guest satisfaction. So keep employee happy should be the right slogan for human resource department of the hotel and concerned functional department too. This is the thinking behind choice of this topic. 1.4 STRUCTURE OF THE DISSERTATION: This research work is having many sections. Author is giving brief introduction and the sequence of the chapters. Chapter two is based on secondary research and placed just after this chapter, after that third chapter is on methodology and fourth is on depth analysis of the questions of the questionnaire and after that fifth chapter is containing conclusion of the research. After conclusion there is list of references followed by appendix section. Chapter2 Literature Review 2.1 What is employee relations? Employee relation or industrial relation is basically relation between employees and employer collectively. In this research author has established aim and objective which basically focus on impact of good employee relation on employee performance. Author is presenting this section as secondary research which is conducted through many books and websites. There are many variables of this research topic such as employee relation and its basis, employee performance and its basis, so all the related areas are also explored in this section of the research so that a valid conclusion can be drawn at the end of this section which would be conclusion based on secondary research. 2.2 Employee relation: à ¢Ã¢â€š ¬Ã…“Employee relations can be seen primarily as a skill-set or a philosophy, rather than as a management function or well-defined area of activity. Despite well-publicised instances of industrial action, the emphasis of employee relations continues to shift from collective institutions, such as trade unions and collective bargaining, to the relationship with individual employees. The ideas of employee voice and the psychological contract have been accepted by employers and reflected in their employee relations policies and aspirations. Employee relations skills and competencies are still seen by employers as critical to achieving performance benefits through a focus on employee involvement, commitment and engagement. Employee relations is seen as strategic in terms of managing business risk: both the downside risk of non-compliance with an expanded body of employment law, and the upside risk of failing to deliver maximum business performanceà ¢Ã¢â€š ¬?. http://www.cipd.c o.uk/subjects/empreltns/general/emprelsovr.htm 2.3 Job Satisfaction and Job performance: To understand the nature of job satisfaction and its effects on work performance is not easy. For at least 50 years industrial/organizational psychologists have been wrestling with the question of the relationship between job satisfaction and job performance. Researchers have put a considerable amount of effort into attempts to demonstrate that the two are positively related in a particular fashion: a happy worker is a good worker. Although this sounds like a very appealing idea, the results of empirical literature are too mixed to support the hypothesis that job satisfaction leads to better performance or even that there is a reliable positive correlation between these two variables. On the other hand some researchers argue that the results are equally inconclusive with respect to the hypothesis that there is no such relationship. As a result of this ambiguity, this relationship continues to stimulate research and re-examination of previous attempts. This paper strives to describe t he relation of job satisfaction and performance, keeping in mind the value this relation has for organizations. http://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm Job satisfaction is a complex and multifaceted concept, which can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative. In recent years attention to job satisfaction has become more closely associated with broader approaches to improved job design and work organization, and the quality of working life movement. The relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction. However, a variety of studies suggest that research has found only a limited relationship between satisf action and work output and offer scant comfort to those seeking to confirm that a satisfied worker is also a productive one. Labor turnover and absenteeism are commonly associated with dissatisfaction, but although there may be some correlation, there are many other possible factors. No universal generalizations about worker dissatisfaction exist, to offer easy management solutions to problems of turnover and absenteeism. The study suggests that it is primarily in the realm of job design, where opportunity resides for a constructive improvement of the workers satisfaction level. Individual performance is generally determined by three factors. Motivation, the desire to do the job, ability, the capability to do the job, and the work environment, the tools, materials, and information needed to do the job. If an employee lacks ability, the manager can provide training or replace the worker. If there is an environmental problem, the manager can also usually make adjustments to promote hi gher performance. But if motivation is the problem, the managers task is more challenging. Individual behavior is a complex phenomenon, and the manager may not be able to figure out why the employee is not motivated and how to change the behavior. Thus, also motivation plays a vital role since it might influence negatively performance and because of its intangible nature.http://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm 2.4 The elements of a job that create job satisfaction Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to put his or her signature on the finished product Opportunities to use ones talents and to be creative Opportunities to take responsibility and direct ones own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion http://www.answers.com/topic/job-satisfaction 2.5 Workers Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques. http://www.answers.com/topic/job-satisfaction Employee engagement:   Ãƒ ¢Ã¢â€š ¬Ã…“The achievement of business goals and financial returns is increasingly dependent on delivery by front-line employees. à ¢Ã¢â€š ¬Ã‹Å"Engagementà ¢Ã¢â€š ¬Ã¢â€ž ¢ has been described as a combination of commitment and organisational citizenship. There is no shortage of evidence about people management policies and practices that contribute to building employee engagement. They include: Employee voice: Managers are much more convinced than they were a decade ago that involvement produces business benefits. This is confirmed by the range of methods for direct communication and recognising individual employee contribution that HR departments now implement and operate. Teamworking: à ¢Ã¢â€š ¬Ã…“Training, teamworking, supervisors trained in employee relation matters and problem-solving groups are all associated with one another. In combination, this group of practices might be construed as a model of direct employee participation in decision-making. Work-life ba lance: Policies on work-life balance are being used by employers to underpin positive workplace behaviours. Our various surveys of employee attitudes, for example Guest and Conway5, have underlined the link between work-life balance, commitment and performance, and there is strong support by employers for the current legislation giving employees the right to request flexible workingà ¢Ã¢â€š ¬?. http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm HR and employee relation: à ¢Ã¢â€š ¬Ã…“Communication is the glue that makes policies real and without which they are ineffective. The fact that communication is necessarily a two-way process, involving dialogue rather than simply instruction, is well established. Yet many organisations perform badly in this area, failing to give communication the priority it deserves. Getting communication right involves both professionalism and persistence. The qualities required include focusing on positive behaviours and outcomes, taking a positive, problem-solving approach, anticipating problems, recommending solutions and being able to offer sound advice to senior managers about implementation. Negotiating skills are still useful but needed less often. A much wider area of knowledge is now required, along with the skills to apply it, including surveying and interpreting employee attitudes, communications and conflict management. Most important is the ability to à ¢Ã¢â€š ¬Ã‹Å"fità ¢Ã¢â€š ¬Ã¢â€ž ¢ policies and practices to suit the organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s goals and the character of its workforce. http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Value of employee relation: à ¢Ã¢â€š ¬Ã…“To a considerable extent, it is only in the public sector that trade unions retain a measure of their former strength and influence in the workplace. This is partly through the existence of institutions of collective consultation, reinforced by continued reliance in many cases on industry-level bargaining and the public policy emphasis on à ¢Ã¢â€š ¬Ã‹Å"partnershipà ¢Ã¢â€š ¬Ã¢â€ž ¢. Union influence in the private sector, on the other hand, continues to decline. The main areas of the private sector where industrial disputes are still experienced from time to time, for example, public transport, are those where thereà ¢Ã¢â€š ¬Ã¢â€ž ¢s a clear public or political interest and/or the Government is seen as the ultimate à ¢Ã¢â€š ¬Ã‹Å"bankerà ¢Ã¢â€š ¬Ã¢â€ž ¢. à ¢Ã¢â€š ¬Ã‹Å"Employee relationsà ¢Ã¢â€š ¬Ã¢â€ž ¢ as a term remains ambiguous, with no clear boundaries. Most HR people donà ¢Ã¢â€š ¬Ã¢â€ž ¢t use the term on an everyday basis. It is not calculated to help manage rs focus on what they need to know and do to increase performance à ¢Ã¢â€š ¬Ã¢â‚¬Å" the language has echoes of a historical era that offers few insights into contemporary practice. The traditional academic models of industrial relations have only limited relevance to what managers do today. Employers are in charge and the role of à ¢Ã¢â€š ¬Ã‹Å"joint controlà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"rule-makingà ¢Ã¢â€š ¬Ã¢â€ž ¢ by employers and trade unions has been substantially replaced by employment regulation and organisational values. Employee relations can nevertheless point to an underlying philosophy and attitudes and skills that are still needed by HR practitioners. The current à ¢Ã¢â€š ¬Ã‹Å"business partnerà ¢Ã¢â€š ¬Ã¢â€ž ¢ model is helpful in identifying an à ¢Ã¢â€š ¬Ã‹Å"added valueà ¢Ã¢â€š ¬Ã¢â€ž ¢ framework within which HR practitioners need to operate, but an unreflecting business focus may lead to a neglect of the softer skills, which are essential to managing the em ployment relationship, and of employee interests and influence. Employers also need HR managers with a positive, à ¢Ã¢â€š ¬Ã‹Å"can doà ¢Ã¢â€š ¬Ã¢â€ž ¢ attitude who will resist the temptation to adopt a defensive or compliance-led HR culture. Commitment and engagement are crucial to performance but they are not consistently high enough in the hierarchy of line management à ¢Ã¢â€š ¬Ã¢â‚¬Å" or, often, HR à ¢Ã¢â€š ¬Ã¢â‚¬Å" priorities. The Employee Information and Consultation Regulations may be helpful in raising the profile of employee voice and involvement, but the WERS 20042 findings give little basis for optimism that this will happen. More effort needs to be put into training and supporting line managers in, for example, teamworking and change management as the basis for establishing and maintaining motivation and commitment, which is a critical role for employee relations managers. Issues about à ¢Ã¢â€š ¬Ã‹Å"alignmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ of HR and business strategies have mostl y to be resolved within this area. There is too much focus within organisations on strategy formulation and planning, and not enough on implementation and delivery. Managing the employment relationship rests heavily on the shoulders of line managers, but their competence in this area is, in general, seriously neglected. The concept of engagement is helpful in promoting wider interest in the measurement of HR outputs, including through the widespread use of employee attitudes surveys and in performance management/appraisalsystemsà ¢Ã¢â€š ¬?. à ¢Ã¢â€š ¬Ã…“ http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Maintaining employee relation: Good employee relations means you create an environment which delivers what people want today. They want to feel good about who they are, what they do and where they work. Although there is probably an endless list of opinions as to what employees want today, here are 10 that are important as you consider building an employee relations program for your business: Employees want to be comfortable with what their employer stands for. Social psychology research indicates the chances of success are much greater for your organization if you have a clearly defined vision that all your people can follow. In some organizations, this is also referred to as a mission statement. Does your organization, department or division have one? Use it as a part of your employee relations strategy to ensure that your employees are comfortable with what your business is about. Employees want to identify with corporate principles. Today employees are very opinionated about the moral and ethical issues in business today. They care about such things as employee privacy and employee rights. By having a set of guiding principles, and following these principles, your organization creates a framework within which to develop principle-centered policies and procedures or make principle-centered decisions regarding difficult employment related issues. Employees want to know their employer cares about their opinions and concerns. If youre going to create a good employee relations program, you need to have a mechanism for finding out what your employees care about, what they are concerned about, what they think of you as an employer. Conduct employee opinion surveys. http://austin.bizjournals.com/austin/stories/1998/03/30/focus4.html Chapter: 3 RESEARCH METHODOLOGY 3.1 RESEARCH METHODS Research methods can be qualitative, quantitative or both (Schiffman and Kanuk, 2000). The selection of the particular research method depends on the kind of information required. Qualitative method collects, analyzes, and interprets data that cannot be meaningfully quantified, that is, summarized in the form of numbers. For this reason, qualitative method is sometimes referred to as soft research method. Any research using non-structured questioning or observation techniques can be labeled qualitative research. Qualitative method typically studies relatively few respondents or units. In other words, a research of a large, representative sample would normally not be called qualitative research method even if it used some non-structured questions or observations. The non-structured and small-sample features of qualitative research techniques have an important implication. They are intended to provide initial insights, ideas, or understanding about a problem, not to recommend a final c ourse of action. Therefore, qualitative research techniques are most appropriate in situations calling for exploratory research. Quantitative research method, in contrast, is characterized by more structure and larger, more representative respondent samples. Consequently, the logical place for quantitative research techniques (usually in the form of large-scale questionnaire surveys or structured observations) is in conclusive studies. A primary role of qualitative research method is to generate hunches or hypotheses. In contrast, each of the situations under quantitative research calls for very specific data, capable of suggesting a final course of action (Parasuraman, et al. 2004). The above description suggests us that qualitative research method is a soft approach in which collected and identified data or information cannot be meaningfully quantified and more importantly in this approach non-structured research is conducted; but so far as quantitative research method is concerned, in this approach structured research is conducted with approaching larger respondents and the collected data can be meaningfully quantified. This research is qualitative based so required qualitative data to achieve the aims and objectives of the research, therefore qualitative research approach has been applied to conduct this research. 3.2 DATA COLLECTION Research data can be collected either in the form of secondary or primary or both (Clark et al, 2003). In this research both primary and secondary data were collected considering the aims and objectives of the research. 3.2.1 SECONDARY DATA: Secondary Data usually factual information can be obtained through secondary data, that have already been collected from other sources and are readily available from those sources (Parasuraman, et al. 2004). The definition and characteristics of secondary data presented above suggest us that secondary data are data that have already been collected for purpose other than the problem in hand. Before detailing as how and what secondary data were collected in this research, in would be worth to examine the advantages and disadvantages of such data. Secondary data are easily accessible, relatively inexpensive, and quickly obtained. Some secondary data, are available on topics where it would not be feasible for a firm to collect primary data. Although it is rare for secondary data to provide all the answers to a non-routine research problem, such data can be useful in a variety of ways (Kotabe, 2002). Secondary data can help: Identify the problem, better define the problem, develop an approach to the problem, formulate an appropriate research design (for example, by identifying the key variables), answer certain research questions and test some hypotheses and interpret primary data more insightfully. Because secondary data have been collected for purposes other than the problem at hand, their usefulness to the current problem may be limited in several important ways, including relevance and accuracy. The objectives, nature, and methods used to collect the secondary data may not be appropriate to the present situation. Also, secon dary data may be lacking in accuracy, or they may not be completely current or dependable. Before using secondary data, it is important to evaluate them on these factors (Malhotra, 2004). Although so many disadvantages are associated with the secondary data, but such data were found useful in this research as identifying and defining the problem, and developing research objectives. The secondary data in the this research is in the form of literature review. The various sources of secondary data in this research were: books, journals, periodicals, newspapers and magazines and websites. 3.2.2 PRIMARY DATA COLLECTION Primary data is collected for the specific purpose of addressing the problem at hand. The collection of primary data involves various steps. Thus obtaining primary data can be expensive and time consuming (Malhotra, 2004). These suggest that primary data are those data that are collected for the particular purpose of research in hand. The disadvantage of collecting primary data is that it is lengthy and resource and time consuming process (in comparison of secondary data), but the advantage of primary data is that they are first hand information and comparatively more reliable (than secondary data). Primary data can be collected from various sources and methods that are case studies, observation, questionnaire survey and interview (Clark et al, 2003). In this research questionnaire survey method was applied in order to collect primary data. Designing questionnaires may appear to be simple, especially to those who have not designed one before. After all, you may think, once you have a clear notion of the information desired, it should be easy to formulate appropriate questions and arrange them in the form of an instrument (Parasuraman, 2004). Primary data collection approach adopted in this research: Sampling technique: Author has followed convenient sampling technique and chosen sample hotel based on the same technique. This technique involves choice of hotel which easily accessible by the author. Sample: samples were based on Delhi based 5 star hotels. Sample size: Tools used in primary data collection: Author followed questionnaire technique to collect the data from the samples, in some cases author went to the sample hotel and met with the person concerned for this research but in many cases author referred telephonic talk and get the questionnaire filled over the phone. 3.3 DATA ANALYSIS Before analyzing a data set using sophisticated techniques, a researcher should get a feeling for what the data are like. The purpose of preliminary data analysis is to reveal features of the basic composition of the data collected. It can also provide useful insights pertaining to the research objectives and suggest meaningful approaches for further analysis of the data. Preliminary data analysis examines the central tendency(mean) and the dispersion of the data on each variable in the data set. The measurement level of a variable that is, whether the variable is nominal, ordinal, interval, or ratio has a bearing on which measures of central tendency and dispersion will be appropriate for it (Parasuraman, 2004). In accordance with the above prescription of data analysis, firstly all the collected data were coded and arranged in a systematic manner and then analysed in accordance with the objectives of the research to reach the conclusions after comparing secondary and primary data. Author has followed tabulation of data and use of percentage technique to find out average of the response and based on the same conclusion has been drawn. 3.4 LIMITATIONS Due to limited time and resources, the author had to downsize his plan on various fronts. Firstly, getting an appointment with the respondents was not easy as in some cases because they had tight schedule in their professional activities, whereas some were found unwilling to response. Secondly, due to provided limited time, the author could not get filled the questionnaire face-to-face or personally from the respondents, and thus in many cases the author had to satisfy with telephonic conversation for filling the questionnaire. Chapetr 4 FINDING AND ANALYSIS Question no-1-Do you feel that employee relation has importance in hotel industry? Answer no-1- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE YES 10 100 NO 0 In the above response collected, it is visible that 100% of the employees said that good employee relation has significance in hotel Industry. Question no-2-Good employee relation leads to employee motivation. Answer no-2- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 10 100 FALSE 0 Above tabulation shows that all the 10 respondents said that good employee relation is motivating factor for the restaurant staff and leads to employee performance. Question no-3-Employees can compensated with other motivating factor with good relation? Answer no-3- ( ) AGREE ( ) DIS AGREE à ¢Ã¢â€š ¬Ã‹Å" OPTIONS RESPONSE PERCENTAGE AGREE 9 90 DIS AGREE 1 10 90% of the staff working in the hotel restaurant agree that employee motivation can be compensated with good employee relation due to the good relationship of the staff with the employer helps this help motivating employees. Due to good relation employee may be happy with differed financial benefits. Question no-4- Do you feel that Employees always want to be appreciated for job done? Answer no-4- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 7 70 FALSE 3 30 70% of them have said that the above statement is true as, employees want to be appreciated and recognized for a job done, and rest of them (30%) have said that this statement is false. Question no-5- Do you think reward based work promotes the team spirit among employees? Answer no-5- ( ) AGREE ( ) DISAGREE OPTIONS RESPONSE PERCENTAGE AGREE 4 40 DIS AGREE 6 60 above table shows that reward does not lead to team spirit among the employees. Here author would like to say that it is very much clear that individual performance may go up by introduction of reward but integration of efforts can not be achieved with reward. So author would like to highlight that it is the relation among peer and employer that promote employee satisfaction and so overall there will be enhancement in the performance of entire employee as a team. Question no-6- Do you think gap between organizational objective and individual due to communication may lead to employee dissatisfaction and hence lower performance? Answer no-6- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE AGREE 100 100 DIS AGREE 00 00 Here this response reveals that there should not be communication gap between employee and employer because this is also a reason of employee dissatisfaction. Employee actually want to know the overall direction of the organization failing which there is rise in reluctance and less performance. So this communication gap is part of good relation if there is gap means there is no good relation between employer and employee so again it is proved that good relation leading to positive impact. Question no-7-what you feel about relation between communication gap between employer and employee leads to low performance and motivation of employees? Answer no-7- ( ) TRUE ( ) FALSE Above table shows that 90% of the staff of the hotels are agree and having the same belief that communication gap increases employee de-motivation hence lower performance of employees. Chapter 5 CONCLUSION In order to conclude the topic author would like to mention the aim and objectives of this research which author had established at the starting of this research. Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? Based on the research conducted by author now at this stage author have been comparing what was to achieved and what have been achieved then author found there is no variance in the research objectives and all the steps of research till conclusion. All the aspects have been recognized and evaluated. Based on the primary research conducted by the author it is very much clear that it is the good relation between employer and employee or peer group that leads to feeling of team work and overall performance of employees goes up that Influence of Employee Relations on Work Performance Influence of Employee Relations on Work Performance This research is based on the assumption that it is the good relation with staff factor that leads to increase staff performance in the service department of hotel industry. Both the variables are very important in hotel industry. Staff performance is key to success for the hospitality organizations because hospitality organization is labor intensive industry so it becomes very important to focus on those factors that motivate employees for the work and to deliver their best to the organization. There are many factors that influence employee and work of employees. Relation with employee is one of them. Employee motivation may relate with money, position in the organization, future perspective, but relation with the peer group and boss is foremost factor that have direct impact on employee performance. Good employee relation means creation of congenial environment that retain the motivation of employees and keep motivating them for their commitments towards the organization. 1.2 AIM AND OBJECTIVES / RESEARCH QUESTIONS / HYPOTHESIS: 1.2.1 Aim of this research: aim of this research is to find out the influence of good employee relation on work performance of an employees, with special reference to restaurant service staff of hotel industry. 1.2.2 Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? 1.3 RATIONAL: Author believes that employee relation is very important as an motivating factor, and employee performance is also very important for the development of an organization and in achieving organizational goal. This philosophy is very much important in the hospitality industry because hospitality industry is guest based business and employees are the only factor that brings guest satisfaction. So keep employee happy should be the right slogan for human resource department of the hotel and concerned functional department too. This is the thinking behind choice of this topic. 1.4 STRUCTURE OF THE DISSERTATION: This research work is having many sections. Author is giving brief introduction and the sequence of the chapters. Chapter two is based on secondary research and placed just after this chapter, after that third chapter is on methodology and fourth is on depth analysis of the questions of the questionnaire and after that fifth chapter is containing conclusion of the research. After conclusion there is list of references followed by appendix section. Chapter2 Literature Review 2.1 What is employee relations? Employee relation or industrial relation is basically relation between employees and employer collectively. In this research author has established aim and objective which basically focus on impact of good employee relation on employee performance. Author is presenting this section as secondary research which is conducted through many books and websites. There are many variables of this research topic such as employee relation and its basis, employee performance and its basis, so all the related areas are also explored in this section of the research so that a valid conclusion can be drawn at the end of this section which would be conclusion based on secondary research. 2.2 Employee relation: à ¢Ã¢â€š ¬Ã…“Employee relations can be seen primarily as a skill-set or a philosophy, rather than as a management function or well-defined area of activity. Despite well-publicised instances of industrial action, the emphasis of employee relations continues to shift from collective institutions, such as trade unions and collective bargaining, to the relationship with individual employees. The ideas of employee voice and the psychological contract have been accepted by employers and reflected in their employee relations policies and aspirations. Employee relations skills and competencies are still seen by employers as critical to achieving performance benefits through a focus on employee involvement, commitment and engagement. Employee relations is seen as strategic in terms of managing business risk: both the downside risk of non-compliance with an expanded body of employment law, and the upside risk of failing to deliver maximum business performanceà ¢Ã¢â€š ¬?. http://www.cipd.c o.uk/subjects/empreltns/general/emprelsovr.htm 2.3 Job Satisfaction and Job performance: To understand the nature of job satisfaction and its effects on work performance is not easy. For at least 50 years industrial/organizational psychologists have been wrestling with the question of the relationship between job satisfaction and job performance. Researchers have put a considerable amount of effort into attempts to demonstrate that the two are positively related in a particular fashion: a happy worker is a good worker. Although this sounds like a very appealing idea, the results of empirical literature are too mixed to support the hypothesis that job satisfaction leads to better performance or even that there is a reliable positive correlation between these two variables. On the other hand some researchers argue that the results are equally inconclusive with respect to the hypothesis that there is no such relationship. As a result of this ambiguity, this relationship continues to stimulate research and re-examination of previous attempts. This paper strives to describe t he relation of job satisfaction and performance, keeping in mind the value this relation has for organizations. http://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm Job satisfaction is a complex and multifaceted concept, which can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative. In recent years attention to job satisfaction has become more closely associated with broader approaches to improved job design and work organization, and the quality of working life movement. The relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction. However, a variety of studies suggest that research has found only a limited relationship between satisf action and work output and offer scant comfort to those seeking to confirm that a satisfied worker is also a productive one. Labor turnover and absenteeism are commonly associated with dissatisfaction, but although there may be some correlation, there are many other possible factors. No universal generalizations about worker dissatisfaction exist, to offer easy management solutions to problems of turnover and absenteeism. The study suggests that it is primarily in the realm of job design, where opportunity resides for a constructive improvement of the workers satisfaction level. Individual performance is generally determined by three factors. Motivation, the desire to do the job, ability, the capability to do the job, and the work environment, the tools, materials, and information needed to do the job. If an employee lacks ability, the manager can provide training or replace the worker. If there is an environmental problem, the manager can also usually make adjustments to promote hi gher performance. But if motivation is the problem, the managers task is more challenging. Individual behavior is a complex phenomenon, and the manager may not be able to figure out why the employee is not motivated and how to change the behavior. Thus, also motivation plays a vital role since it might influence negatively performance and because of its intangible nature.http://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm 2.4 The elements of a job that create job satisfaction Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to put his or her signature on the finished product Opportunities to use ones talents and to be creative Opportunities to take responsibility and direct ones own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion http://www.answers.com/topic/job-satisfaction 2.5 Workers Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques. http://www.answers.com/topic/job-satisfaction Employee engagement:   Ãƒ ¢Ã¢â€š ¬Ã…“The achievement of business goals and financial returns is increasingly dependent on delivery by front-line employees. à ¢Ã¢â€š ¬Ã‹Å"Engagementà ¢Ã¢â€š ¬Ã¢â€ž ¢ has been described as a combination of commitment and organisational citizenship. There is no shortage of evidence about people management policies and practices that contribute to building employee engagement. They include: Employee voice: Managers are much more convinced than they were a decade ago that involvement produces business benefits. This is confirmed by the range of methods for direct communication and recognising individual employee contribution that HR departments now implement and operate. Teamworking: à ¢Ã¢â€š ¬Ã…“Training, teamworking, supervisors trained in employee relation matters and problem-solving groups are all associated with one another. In combination, this group of practices might be construed as a model of direct employee participation in decision-making. Work-life ba lance: Policies on work-life balance are being used by employers to underpin positive workplace behaviours. Our various surveys of employee attitudes, for example Guest and Conway5, have underlined the link between work-life balance, commitment and performance, and there is strong support by employers for the current legislation giving employees the right to request flexible workingà ¢Ã¢â€š ¬?. http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm HR and employee relation: à ¢Ã¢â€š ¬Ã…“Communication is the glue that makes policies real and without which they are ineffective. The fact that communication is necessarily a two-way process, involving dialogue rather than simply instruction, is well established. Yet many organisations perform badly in this area, failing to give communication the priority it deserves. Getting communication right involves both professionalism and persistence. The qualities required include focusing on positive behaviours and outcomes, taking a positive, problem-solving approach, anticipating problems, recommending solutions and being able to offer sound advice to senior managers about implementation. Negotiating skills are still useful but needed less often. A much wider area of knowledge is now required, along with the skills to apply it, including surveying and interpreting employee attitudes, communications and conflict management. Most important is the ability to à ¢Ã¢â€š ¬Ã‹Å"fità ¢Ã¢â€š ¬Ã¢â€ž ¢ policies and practices to suit the organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s goals and the character of its workforce. http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Value of employee relation: à ¢Ã¢â€š ¬Ã…“To a considerable extent, it is only in the public sector that trade unions retain a measure of their former strength and influence in the workplace. This is partly through the existence of institutions of collective consultation, reinforced by continued reliance in many cases on industry-level bargaining and the public policy emphasis on à ¢Ã¢â€š ¬Ã‹Å"partnershipà ¢Ã¢â€š ¬Ã¢â€ž ¢. Union influence in the private sector, on the other hand, continues to decline. The main areas of the private sector where industrial disputes are still experienced from time to time, for example, public transport, are those where thereà ¢Ã¢â€š ¬Ã¢â€ž ¢s a clear public or political interest and/or the Government is seen as the ultimate à ¢Ã¢â€š ¬Ã‹Å"bankerà ¢Ã¢â€š ¬Ã¢â€ž ¢. à ¢Ã¢â€š ¬Ã‹Å"Employee relationsà ¢Ã¢â€š ¬Ã¢â€ž ¢ as a term remains ambiguous, with no clear boundaries. Most HR people donà ¢Ã¢â€š ¬Ã¢â€ž ¢t use the term on an everyday basis. It is not calculated to help manage rs focus on what they need to know and do to increase performance à ¢Ã¢â€š ¬Ã¢â‚¬Å" the language has echoes of a historical era that offers few insights into contemporary practice. The traditional academic models of industrial relations have only limited relevance to what managers do today. Employers are in charge and the role of à ¢Ã¢â€š ¬Ã‹Å"joint controlà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"rule-makingà ¢Ã¢â€š ¬Ã¢â€ž ¢ by employers and trade unions has been substantially replaced by employment regulation and organisational values. Employee relations can nevertheless point to an underlying philosophy and attitudes and skills that are still needed by HR practitioners. The current à ¢Ã¢â€š ¬Ã‹Å"business partnerà ¢Ã¢â€š ¬Ã¢â€ž ¢ model is helpful in identifying an à ¢Ã¢â€š ¬Ã‹Å"added valueà ¢Ã¢â€š ¬Ã¢â€ž ¢ framework within which HR practitioners need to operate, but an unreflecting business focus may lead to a neglect of the softer skills, which are essential to managing the em ployment relationship, and of employee interests and influence. Employers also need HR managers with a positive, à ¢Ã¢â€š ¬Ã‹Å"can doà ¢Ã¢â€š ¬Ã¢â€ž ¢ attitude who will resist the temptation to adopt a defensive or compliance-led HR culture. Commitment and engagement are crucial to performance but they are not consistently high enough in the hierarchy of line management à ¢Ã¢â€š ¬Ã¢â‚¬Å" or, often, HR à ¢Ã¢â€š ¬Ã¢â‚¬Å" priorities. The Employee Information and Consultation Regulations may be helpful in raising the profile of employee voice and involvement, but the WERS 20042 findings give little basis for optimism that this will happen. More effort needs to be put into training and supporting line managers in, for example, teamworking and change management as the basis for establishing and maintaining motivation and commitment, which is a critical role for employee relations managers. Issues about à ¢Ã¢â€š ¬Ã‹Å"alignmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ of HR and business strategies have mostl y to be resolved within this area. There is too much focus within organisations on strategy formulation and planning, and not enough on implementation and delivery. Managing the employment relationship rests heavily on the shoulders of line managers, but their competence in this area is, in general, seriously neglected. The concept of engagement is helpful in promoting wider interest in the measurement of HR outputs, including through the widespread use of employee attitudes surveys and in performance management/appraisalsystemsà ¢Ã¢â€š ¬?. à ¢Ã¢â€š ¬Ã…“ http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Maintaining employee relation: Good employee relations means you create an environment which delivers what people want today. They want to feel good about who they are, what they do and where they work. Although there is probably an endless list of opinions as to what employees want today, here are 10 that are important as you consider building an employee relations program for your business: Employees want to be comfortable with what their employer stands for. Social psychology research indicates the chances of success are much greater for your organization if you have a clearly defined vision that all your people can follow. In some organizations, this is also referred to as a mission statement. Does your organization, department or division have one? Use it as a part of your employee relations strategy to ensure that your employees are comfortable with what your business is about. Employees want to identify with corporate principles. Today employees are very opinionated about the moral and ethical issues in business today. They care about such things as employee privacy and employee rights. By having a set of guiding principles, and following these principles, your organization creates a framework within which to develop principle-centered policies and procedures or make principle-centered decisions regarding difficult employment related issues. Employees want to know their employer cares about their opinions and concerns. If youre going to create a good employee relations program, you need to have a mechanism for finding out what your employees care about, what they are concerned about, what they think of you as an employer. Conduct employee opinion surveys. http://austin.bizjournals.com/austin/stories/1998/03/30/focus4.html Chapter: 3 RESEARCH METHODOLOGY 3.1 RESEARCH METHODS Research methods can be qualitative, quantitative or both (Schiffman and Kanuk, 2000). The selection of the particular research method depends on the kind of information required. Qualitative method collects, analyzes, and interprets data that cannot be meaningfully quantified, that is, summarized in the form of numbers. For this reason, qualitative method is sometimes referred to as soft research method. Any research using non-structured questioning or observation techniques can be labeled qualitative research. Qualitative method typically studies relatively few respondents or units. In other words, a research of a large, representative sample would normally not be called qualitative research method even if it used some non-structured questions or observations. The non-structured and small-sample features of qualitative research techniques have an important implication. They are intended to provide initial insights, ideas, or understanding about a problem, not to recommend a final c ourse of action. Therefore, qualitative research techniques are most appropriate in situations calling for exploratory research. Quantitative research method, in contrast, is characterized by more structure and larger, more representative respondent samples. Consequently, the logical place for quantitative research techniques (usually in the form of large-scale questionnaire surveys or structured observations) is in conclusive studies. A primary role of qualitative research method is to generate hunches or hypotheses. In contrast, each of the situations under quantitative research calls for very specific data, capable of suggesting a final course of action (Parasuraman, et al. 2004). The above description suggests us that qualitative research method is a soft approach in which collected and identified data or information cannot be meaningfully quantified and more importantly in this approach non-structured research is conducted; but so far as quantitative research method is concerned, in this approach structured research is conducted with approaching larger respondents and the collected data can be meaningfully quantified. This research is qualitative based so required qualitative data to achieve the aims and objectives of the research, therefore qualitative research approach has been applied to conduct this research. 3.2 DATA COLLECTION Research data can be collected either in the form of secondary or primary or both (Clark et al, 2003). In this research both primary and secondary data were collected considering the aims and objectives of the research. 3.2.1 SECONDARY DATA: Secondary Data usually factual information can be obtained through secondary data, that have already been collected from other sources and are readily available from those sources (Parasuraman, et al. 2004). The definition and characteristics of secondary data presented above suggest us that secondary data are data that have already been collected for purpose other than the problem in hand. Before detailing as how and what secondary data were collected in this research, in would be worth to examine the advantages and disadvantages of such data. Secondary data are easily accessible, relatively inexpensive, and quickly obtained. Some secondary data, are available on topics where it would not be feasible for a firm to collect primary data. Although it is rare for secondary data to provide all the answers to a non-routine research problem, such data can be useful in a variety of ways (Kotabe, 2002). Secondary data can help: Identify the problem, better define the problem, develop an approach to the problem, formulate an appropriate research design (for example, by identifying the key variables), answer certain research questions and test some hypotheses and interpret primary data more insightfully. Because secondary data have been collected for purposes other than the problem at hand, their usefulness to the current problem may be limited in several important ways, including relevance and accuracy. The objectives, nature, and methods used to collect the secondary data may not be appropriate to the present situation. Also, secon dary data may be lacking in accuracy, or they may not be completely current or dependable. Before using secondary data, it is important to evaluate them on these factors (Malhotra, 2004). Although so many disadvantages are associated with the secondary data, but such data were found useful in this research as identifying and defining the problem, and developing research objectives. The secondary data in the this research is in the form of literature review. The various sources of secondary data in this research were: books, journals, periodicals, newspapers and magazines and websites. 3.2.2 PRIMARY DATA COLLECTION Primary data is collected for the specific purpose of addressing the problem at hand. The collection of primary data involves various steps. Thus obtaining primary data can be expensive and time consuming (Malhotra, 2004). These suggest that primary data are those data that are collected for the particular purpose of research in hand. The disadvantage of collecting primary data is that it is lengthy and resource and time consuming process (in comparison of secondary data), but the advantage of primary data is that they are first hand information and comparatively more reliable (than secondary data). Primary data can be collected from various sources and methods that are case studies, observation, questionnaire survey and interview (Clark et al, 2003). In this research questionnaire survey method was applied in order to collect primary data. Designing questionnaires may appear to be simple, especially to those who have not designed one before. After all, you may think, once you have a clear notion of the information desired, it should be easy to formulate appropriate questions and arrange them in the form of an instrument (Parasuraman, 2004). Primary data collection approach adopted in this research: Sampling technique: Author has followed convenient sampling technique and chosen sample hotel based on the same technique. This technique involves choice of hotel which easily accessible by the author. Sample: samples were based on Delhi based 5 star hotels. Sample size: Tools used in primary data collection: Author followed questionnaire technique to collect the data from the samples, in some cases author went to the sample hotel and met with the person concerned for this research but in many cases author referred telephonic talk and get the questionnaire filled over the phone. 3.3 DATA ANALYSIS Before analyzing a data set using sophisticated techniques, a researcher should get a feeling for what the data are like. The purpose of preliminary data analysis is to reveal features of the basic composition of the data collected. It can also provide useful insights pertaining to the research objectives and suggest meaningful approaches for further analysis of the data. Preliminary data analysis examines the central tendency(mean) and the dispersion of the data on each variable in the data set. The measurement level of a variable that is, whether the variable is nominal, ordinal, interval, or ratio has a bearing on which measures of central tendency and dispersion will be appropriate for it (Parasuraman, 2004). In accordance with the above prescription of data analysis, firstly all the collected data were coded and arranged in a systematic manner and then analysed in accordance with the objectives of the research to reach the conclusions after comparing secondary and primary data. Author has followed tabulation of data and use of percentage technique to find out average of the response and based on the same conclusion has been drawn. 3.4 LIMITATIONS Due to limited time and resources, the author had to downsize his plan on various fronts. Firstly, getting an appointment with the respondents was not easy as in some cases because they had tight schedule in their professional activities, whereas some were found unwilling to response. Secondly, due to provided limited time, the author could not get filled the questionnaire face-to-face or personally from the respondents, and thus in many cases the author had to satisfy with telephonic conversation for filling the questionnaire. Chapetr 4 FINDING AND ANALYSIS Question no-1-Do you feel that employee relation has importance in hotel industry? Answer no-1- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE YES 10 100 NO 0 In the above response collected, it is visible that 100% of the employees said that good employee relation has significance in hotel Industry. Question no-2-Good employee relation leads to employee motivation. Answer no-2- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 10 100 FALSE 0 Above tabulation shows that all the 10 respondents said that good employee relation is motivating factor for the restaurant staff and leads to employee performance. Question no-3-Employees can compensated with other motivating factor with good relation? Answer no-3- ( ) AGREE ( ) DIS AGREE à ¢Ã¢â€š ¬Ã‹Å" OPTIONS RESPONSE PERCENTAGE AGREE 9 90 DIS AGREE 1 10 90% of the staff working in the hotel restaurant agree that employee motivation can be compensated with good employee relation due to the good relationship of the staff with the employer helps this help motivating employees. Due to good relation employee may be happy with differed financial benefits. Question no-4- Do you feel that Employees always want to be appreciated for job done? Answer no-4- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 7 70 FALSE 3 30 70% of them have said that the above statement is true as, employees want to be appreciated and recognized for a job done, and rest of them (30%) have said that this statement is false. Question no-5- Do you think reward based work promotes the team spirit among employees? Answer no-5- ( ) AGREE ( ) DISAGREE OPTIONS RESPONSE PERCENTAGE AGREE 4 40 DIS AGREE 6 60 above table shows that reward does not lead to team spirit among the employees. Here author would like to say that it is very much clear that individual performance may go up by introduction of reward but integration of efforts can not be achieved with reward. So author would like to highlight that it is the relation among peer and employer that promote employee satisfaction and so overall there will be enhancement in the performance of entire employee as a team. Question no-6- Do you think gap between organizational objective and individual due to communication may lead to employee dissatisfaction and hence lower performance? Answer no-6- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE AGREE 100 100 DIS AGREE 00 00 Here this response reveals that there should not be communication gap between employee and employer because this is also a reason of employee dissatisfaction. Employee actually want to know the overall direction of the organization failing which there is rise in reluctance and less performance. So this communication gap is part of good relation if there is gap means there is no good relation between employer and employee so again it is proved that good relation leading to positive impact. Question no-7-what you feel about relation between communication gap between employer and employee leads to low performance and motivation of employees? Answer no-7- ( ) TRUE ( ) FALSE Above table shows that 90% of the staff of the hotels are agree and having the same belief that communication gap increases employee de-motivation hence lower performance of employees. Chapter 5 CONCLUSION In order to conclude the topic author would like to mention the aim and objectives of this research which author had established at the starting of this research. Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? Based on the research conducted by author now at this stage author have been comparing what was to achieved and what have been achieved then author found there is no variance in the research objectives and all the steps of research till conclusion. All the aspects have been recognized and evaluated. Based on the primary research conducted by the author it is very much clear that it is the good relation between employer and employee or peer group that leads to feeling of team work and overall performance of employees goes up that

The Yellow Wallpaper -- Literary Analysis, Gilman, Crane, Perkins

When looking at two nineteenth century works of change for two females in an American society, Charlotte Perkins Gilman and Stephen Crane come to mind. A feminist socialist and a realist novelist capture moments that make their readers rethink life and the world surrounding. Gilman’s â€Å"The Yellow Wallpaper† was first published in 1892, about a white middle-class woman who was confined to an upstairs room by her husband and doctor, the room’s wallpaper imprisons her and as well as liberates herself when she tears the wallpaper off at the end of the story. On the other hand, Crane’s 1893 Maggie: A Girl of the Streets is the realist account of a New York girl and her trials of growing up with an alcoholic mother and slum life world. The imagery in Charlotte Perkins Gilman’s â€Å"The Yellow Wallpaper† and Stephen Crane’s Maggie: A Girl of the Streets uses color in unconventional ways by embedding color in their narratives to symbolize the opposite of their common meanings, allowing these colors to represent unique associations; to support their thematic concerns of emotional, mental and societal challenges throughout their stories; offering their reader's the opportunity to question the conventionality of both gender and social systems. The use of color in Stephan Crane’s Maggie: A Girl of the Streets is crucial when looking at the setting of the story; the repeated use of red is significant when describing Maggie’s mother Mary and the importance of color in describing the social system through the story. It is seen prominently when Maggie and Pete go to the theater, parts of the play paralleled the lives of the common people: "The latter spent most of his time out at soak in pale-green snow storms, busy with a nickel-plated revolver, re... ...nd fear of the domesticity that she is imprisoned in. These ideas only reiterate the gilded cage idea of the nineteenth century and the association of all that is bad in a society represented by the trappings of domestic life. The color symbolism in both Crane’s Maggie: A Girl of the Streets and Gilman’s â€Å"The Yellow Wallpaper† share the associations of gender, society and the realism of a woman’s sphere within a changing and evolving commercial society. As the societal changes of the nineteenth century move closer to the industrialism, naturalism, and the rise of a new class taboos such as mental illness and poverty; it moves further from an ideal domestic Victorian society. The industrialization of manufacturing and the production of goods and thoughts are most representative through the writings of Crane and Gilman as well as other nineteenth century writers.

Heart of Darkness Essay -- essays papers

Heart of Darkness Darkness permeates every circumstance, scene, and character in Joseph Conrad's novella, Heart of Darkness. Darkness symbolizes the moral confusion that Charlie Marlow encounters, as well as the moral reconciliation he has within himself while searching for Kurtz. Marlow's morals are challenged numerous times throughout the book; on the Congo river and when he returns to Brussels. Charlie Marlow characterizes the behavior of the colonialists with, "The flabby, pretending, weak-eyed devil of a rapacious and pitiless folly," (25). Marlow distinguishes "the devil" from violence, greed, and desire. He suggests that the basic evil of imperialism is not that it perpetrates violence against native peoples, or that it is motivated by greed. But that "the flabby, weak-eyed devil," the imperialists, seem to be distinguished by being foolish and unaware. Marlow is appalled by the apathetic attitude towards the sight of death, of the colonials aboard the Nellie. At the grove of the first station, Marlow is troubled by the sight of a man curled up, dying. "I saw a face near my hand†¦black bones†¦white flicker in the depth of the orbs, which died out quickly," (27). Marlow's horror at the grove suggests that the true evils of this colonial company are dehumanizing and deathly. Marlow offers a dying man a few pieces of a biscuit, and despite the fact tha t he is not particularly compassionate, the situation troubles him greatly. During section two of Heart of Darkness, Marlow's professional skills, morals, and work ethics are contrasted with those of the other company employees. To Marlow, work represents the fulfillment of a contract between himself and the company he is working for. Repairing the st... .... His dishonesty was sparked by having compassion for others. Although dishonesty was something Marlow found distasteful at the start of his journey, he felt no remorse in lying to the Intended in Brussels. It is obvious that Marlow can not fully accept the truth himself, and lets the Intended believe that her husband died with a noble purpose, helping the Africans, and uttering her name as his a last words. Fay Weldon believes that, "the writers who get a lasting response from the readers are the writers who offer a happy ending through moral development†¦." In, Heart of Darkness, this statement holds true. Charlie Marlow goes through a period of moral reconciliation throughout the novella. Instances throughout Heart of Darkness show different sides of Charlie Marlow's morals. It is evident that when Marlow has returned to Brussels, that his morals have changed. Heart of Darkness Essay -- essays papers Heart of Darkness Darkness permeates every circumstance, scene, and character in Joseph Conrad's novella, Heart of Darkness. Darkness symbolizes the moral confusion that Charlie Marlow encounters, as well as the moral reconciliation he has within himself while searching for Kurtz. Marlow's morals are challenged numerous times throughout the book; on the Congo river and when he returns to Brussels. Charlie Marlow characterizes the behavior of the colonialists with, "The flabby, pretending, weak-eyed devil of a rapacious and pitiless folly," (25). Marlow distinguishes "the devil" from violence, greed, and desire. He suggests that the basic evil of imperialism is not that it perpetrates violence against native peoples, or that it is motivated by greed. But that "the flabby, weak-eyed devil," the imperialists, seem to be distinguished by being foolish and unaware. Marlow is appalled by the apathetic attitude towards the sight of death, of the colonials aboard the Nellie. At the grove of the first station, Marlow is troubled by the sight of a man curled up, dying. "I saw a face near my hand†¦black bones†¦white flicker in the depth of the orbs, which died out quickly," (27). Marlow's horror at the grove suggests that the true evils of this colonial company are dehumanizing and deathly. Marlow offers a dying man a few pieces of a biscuit, and despite the fact tha t he is not particularly compassionate, the situation troubles him greatly. During section two of Heart of Darkness, Marlow's professional skills, morals, and work ethics are contrasted with those of the other company employees. To Marlow, work represents the fulfillment of a contract between himself and the company he is working for. Repairing the st... .... His dishonesty was sparked by having compassion for others. Although dishonesty was something Marlow found distasteful at the start of his journey, he felt no remorse in lying to the Intended in Brussels. It is obvious that Marlow can not fully accept the truth himself, and lets the Intended believe that her husband died with a noble purpose, helping the Africans, and uttering her name as his a last words. Fay Weldon believes that, "the writers who get a lasting response from the readers are the writers who offer a happy ending through moral development†¦." In, Heart of Darkness, this statement holds true. Charlie Marlow goes through a period of moral reconciliation throughout the novella. Instances throughout Heart of Darkness show different sides of Charlie Marlow's morals. It is evident that when Marlow has returned to Brussels, that his morals have changed.

Physical Education †National Study Essay

To examine the support and provision for football in England, I will be researching how the sporting structure in the country helps performers from first-level elite stage through to area, county, regional and national selection. The diagram below shows the pathway a typical performer would take to reach the top level of elite representation. There is evidence to suggest that the schools in England. have realised their importance in introducing football to children, however, not only is football offered through the PE curriculum, but schools also offer pathways into a wide range of additional opportunities for example, after-school clubs & into competition. There are soccer schools all around the country which help develop the talents of specific players, one such school is the Orpington FC Soccer School whose aim is to provide football for players of all abilities. It takes place every Saturday morning, with the school being divided into two sections: Minis (Boys & Girls) 3-5 years old and Academy (Boys & Girls) – Year 1,2 and 3. It only costs à ¯Ã‚ ¿Ã‚ ½2 per session. Well-renowned football clubs all around the country also hold soccer schools sessions to enhance the ability of performers of all ages. Arsenal Soccer Schools, held by Arsenal Football Club try to get children to â€Å"play the Arsenal way†. By guiding players through extensive training programmes, they take time to nurture and develop youngsters since 1985 and have network centres all over the world. The techniques used are the same ones senior players from Arsenal use in the training ground, developing their technical ability. They have soccer school locations all over the country and it is at your own digression to click on the ‘course locator’ they have to find the nearest one near you. Read more:  Essay About Physical Education Sports Academies are also present around the country to develop performers, the HCC Football Academy (Hackney Community College Academy) have been in operation for over a year and have already won the UEFA Festival of Sport. The UK-Football Academy located in Luton, Bedfordshire ensures performers have the opportunity to be showcased via Professional Football Trials in the presence of top football scouts from the Premier League right down to the Blue Square Premier. Their coaching is delivered by UEFA ‘A’ & ‘B’ licensed coaches; they also pride themselves in teaching ‘essential life skills’ which they believe will aid performers’ paths into professional football. County Associations are one of the fundamental pathways into supporting performers. As Appendix [1] shows, each county is represented by one member of the FA Council. Each Development Team works to provide coaching and funding to children and adults throughout their area. Included within this sphere is the awarding of the FA Charter Standard, the development of women’s and girls’ football, the promotion of minority groups within the game and the running of a series of courses to aid coaching standards. They are also responsible for administering club and player registration as well as promoting development amongst those bodies and referees . Football’s National Governing Body – The F.A is responsible for developing and regulating the game at levels from international football to the grassroots. They invest à ¯Ã‚ ¿Ã‚ ½60m into the game each year with the income mostly coming from sponsorships. The F.A. Hat-Trick Programme delivers Community Football Development workers in the most deprived areas of the country, and they are committed to removing any barriers to people of all ethnic backgrounds playing football. The professional structure of football is important in the development of performers. The system contains a hierarchy of leagues following the principle of relegation and promotion. The advantage for performers is that teams from more prominent teams than the one they play can purchase them from their respective clubs. Talent Identification of each phase of the football performer pathway is as follows: Phase One: (Identification of Talent) – Teenagers between 14-16 are screened within their school via a host of physical and physiological assessments, and then their results are compared against a national database, if they show evidence of surpassing the average standards, they progress onto level two. Phase Two: (Testing Stage & Selection Stage) – The screening stage continues as in Phase One but this time, the testing is more sport-specific. This phase sees if they can use the results they had in Phase One and implement them into a more sport specific environment. If there is an indication of increased sports potential, then they will be in the ‘selection’ phase. Phase Three: (Development Stage) – Young athletes who have been identified as talented, and selected for a particular sport via testing, will be invited to participate in a talented athlete programme – the ‘development’ phase. Different clubs have different requirements to identifying talented players, e.g. TIPS – technique, intelligent, personality, speed (Ajax Football Club), TABS – technique, attitude, balance and speed (Barcelona Football Club), SUPS – speed, understanding, personality and skills (Arsenal Football Club). After these phases, you will be invited to a trial at a club. Talent Identification schemes will simply pick the best individuals i.e. who they believe is most likely to make it as a professional footballer. Some football clubs want to test your fitness and your performance in a football match whilst others just concentrate on the latter. Speed is very important in football today as the game is very fast-moving and hence this attribute is considered by almost all clubs, normally they will judge speed by seeing performers sprint in a football match. It is of vital importance that there are opportunities for football performers for specific populations, who may be under-represented due to a wide range of barriers. In England, there is a whole host of opportunities specifically aimed at disabled athletes, the diagram below shows the importance the country pays to include everyone regardless of their ability: The level of provision for females in England is much lower than that of the provision for males, due to the lack of female teams and the lack of demand for female footballers. The FA funds full-time football development staff in each County Football Association to deliver its development programme. These include 47 Women’s and Girls’ Football Development Officers â€Å"working strategically across the country to introduce the playing opportunities required†. There is a gender imbalance for performers progressing through to elite level of representation. In conclusion, having researched the provision for football performers in England, I can say that there is no shortage of opportunities available and it is mostly at the digression of people to make the most out of them. One positive is that most of them are free and do not require any previous experience which is good as it involves everyone regardless of their ability. To improve provision for football performers, there could be a remit for females to progress through the pathways the same as males. Bibliography http://en.wikipedia.org/wiki/County_Football_Association http://www.hackney.ac.uk/about/sports-academies/ http://inclusion.youthsporttrust.org/downloads/cms/Inclusion/pathways_8_football.pdf http://www.orpingtonfc.org.uk/soccer-school/ http://www.playthearsenalway.com/ http://www.publications.parliament.uk/pa/cm200506/cmselect/cmcumeds/1357/1357.pdf http://www.sportcentral.org.uk/football-news/ http://www.thefa.com/TheFA/WhatWeDo http://uk-footballacademy.com/

Why i want to be an engineer

Why I want to be an engineer? What are the characteristics of succesfull engineer? Through my high school life, I have watching my father was working as a contractor for his part time job other than his permanent job. I am so fascinated by his job and get intrigued by all civil engineering channels on television. As I am on my expedition to define myself, I also acknowledge the value of life and aspire to value everything that dwells within It. My drive as civil engineers triggers when my closest cousins succeded her career as civil engineer and working at JKR.I have become more confidents to select this path as my career. There are many reasons for why I want to participate in becoming an engineer. My greatest anxiety for people Is their need for safety and comfort. Growing up In a safe neighborhood, I understand the importance of safety. Other than that, it's a job that pays a practically high income due to the level of skills and expertise required, and the ongoing responsibilitie s to ensure safe, accurate, and enduring engineering outcomes.On the other hand, Clvll engineers can work in a diversity of work environments, including in the public sector, as contractors, consultants, or even as part of a firm hat undertakes work outsourced from municipalities and government. That Is why im still contented with my choices in this field as I still can decide which path do I want to take part with. Throughout my Internship when I studied at polytechnic, I have been working in a consultant firm. I have felt that it suits me better than working as contractor.But, I never get Involved yet working in a construction firm. On my Journey to become a succesfull engineer, there are many features that need to be fullfil. I think to become a successful engineer; you need to acquire the alue of teamwork, cooperation, ceativity and management skills. Then, having a big picture as mentality, creatMty, the ability to function as a member of a team, the ability to work without sup ervision and to handle high levels of responsibility.The important thing is to acquire the needed certificates to Justify our career and get qualify to be a Professional Engineer. Other than that, we need to be result oriented, have good leadership qualities, good communication skills and commitment towards work. My role model in this field is my former boss when I was working during my internship. He has become my iconic engineer that really inspires me because he was striking his way since young to have his own his consultant firm.Astonishingly, he has his own consultant firm that he built with his own to serves people. Other a very respected person, he never slighted his employee's opinions. I am also fantasizing of having my own consultant's firm. I am totally obligated to becoming a successful engineer and will work boundlessly in order to achieve my goals. Im keenly to finish my degree and developed as a qualified civil engineers and getting my dreams become reality.