Thursday, January 30, 2020

A metaphor is a literary Essay Example for Free

A metaphor is a literary Essay A metaphor is a literary device that is used by writers as a descriptive alternative to the use of adjectives, similes or other methods to describe the nature of the object described. Metaphors describe an item as if it were another item, drawing parallels between the subject of the description and the object actually being described. (Sucham, 7) In writing about organizations, there is a standard set of metaphors typically engaged. As organizations are typically complex systems, the use of metaphor to describe their design and process is a common tool for elucidation of the subject. (Sucham, 8) Commonly, the metaphor applied to organizations is that of the living organism. (Sucham, 8) It is possible to draw parallels between many of the elements of a living being and those of an organization, such as a large business. (Sucham, 9) The central component of any complex organism is the brain. (Levine, 244) The brain is responsible for receiving the environmental and internal input from the organism and its surroundings, formulating functional explanations for the phenomena, plotting a course of action, and conveying the instructions to the other parts of the organism to execute. (Levine, 245) In a large organization, the brain is represented by the company’s president and/or board of directors. (Levine, 245) Like the brain of the organism, this element of the organization receives and interprets information, formulates plans, and issues directives throughout the organization. (Levine, 246) As in an organism, any damage or defect in the brain will severely damage the functionality of the organization. (Levine, 246) As blood is the essential element of the circulatory system, so is money essential to the organization. (Blunck, 422) Like blood, money must flow into and out of the various parts of the organization in order to ensure their health. (Blunck, 423) An interruption of blood flow can compromise organs in an organism; an interruption of capital can do the same for an organization. (Blunck, 423) As is the case with the organization, in most organisms, a disproportionate amount of blood is required to maintain the brain. (Blunck, 424) A marketing division of a company acts as the sensory input mechanism for an organization. (Blunck, 426) Like the eyes and other senses, market research gives the executive â€Å"brain† important information about its environment. (Blunck, 426) The marketing department can produce information about what elements in the organizational environment are, or could potentially cause harm to the organization. (Blunck, 427) Similarly, the senses offer the brain information about environmental threats or opportunities for advantage or growth. (Blunck, 427) Like the senses, the marketing department of an organization can be a key element in targeting important priorities for the organization. (Blunck, 427) In communicating these observations and findings to the brain/executive, marketing can give useful information as to the course of action most beneficial for the organization or company. (Blunck, 428) Human resources and training departments can serve an organization in a manner similar to how the digestive system serves an organism. (Blunck, 429) Like the digestive system, HR takes material from outside the organization and brings it to the inside of the organization. The department is vital in ensuring that those items taken into the organization will help build it to be strong and healthy. (Blunck, 430) The HR system also expels waste and armful elements from the organizational body by terminating the employment of unusable or toxic personnel. (Blunck, 430) Training is another component of the HR digestive track. Training takes the raw components taken in by HR and shapes them into products that can be of immediate and direct use to the organizational organisms. In organizations, as in organisms, a great deal of conversion is necessary to turn the â€Å"food† of the organism into the nutritional components that contribute to the growth and health of the organization. (Blunck, 430) The Information Technology department of any organization acts as the central nervous system. A complicated and often delicate structure, IT is vital in the area of communication within the organization. (Blunck, 431) As in an organism, IT or nerve failure can result in negative consequences that can be as trivial as minor discomfort in a small area, or as massive as corporate paralysis. The decision-makers in an organization rely upon the information conducted to it by the IT nervous system, and are unlikely to act in the absence of information. (Blunck, 431) If they choose to do so, the results are often catastrophic. A breakdown of the nervous system can similarly cause the components of an organism to behave in a destructive or non-productive manner. (Blunck, 431) Nerve damage can result not only in paralysis, but also in flailing, intermittent shutdowns, and other destructive activities to the organism. As a metaphor for a large organization, the living organism is useful and apt. Certainly, as with any literary device, it is possible to abuse the metaphor to the extent that it no longer applies, but in the case of the organization, the interaction of the components and parts is sufficiently complex to be described as an organism. (Sucham, 12) Successful organizations, like healthy organisms, rely upon a delicate balance and good performance of several elements, each of these vital to the â€Å"health† of the overall construct. Work Cited Blunck, P. (1994) â€Å"From a Rational Structure to a Socio-Technical System: A Whole-Mind Metaphor for Organizational Change†. A Review of General Semantics, Vol. 51, No. 4. Pg. 422-431. 1994 Levine, D. (1995) â€Å"The Organism Metaphor in Sociology† Social Research, Vol. 62, No. 2. pg. 244-271. 1995. Suchan, J. (1995) â€Å"The Influence of Organizational Metaphors on Writers Communication Roles and Stylistic Choices† The Journal of Business Communication, Vol. 32, No. 1. pg. 7- 13. 1995

Wednesday, January 22, 2020

Lyndon Johnson and the Tonkin Gulf Resolution Essay -- History Histori

Lyndon Johnson and the Tonkin Gulf Resolution The official rhetoric of Lyndon Johnson’s administration portrayed the Gulf of Tonkin incident as an unprovoked and malicious attack on U.S. ships by the armed forces of North Vietnam, as a result of which the President needed the power to deal militarily with the North Vietnamese. The Gulf of Tonkin incident explicitly encompasses military actions on August 2, and alleged actions on August 4, 1964, between North Vietnamese torpedo patrol boats and United States destroyers and aircraft off the coast of North Vietnam. President Johnson and many top administration officials declared that the United States was innocent of any aggressive offensive maneuvers against the North Vietnamese, and that the attack on two U.S. destroyers was an unexpected slap in the face. In reality, however, the opposite of the administration’s claims was true. Through a period of years, and especially throughout the nine months prior to the incident in the Gulf of Tonkin, there was thick and constant U.S. involvement with the South Vietnamese, who conducted many joint offensive operations against North Vietnam. This paper will show just how intensely the United States was involved in covert military action against North Vietnam in the ninemonth period (Lyndon Johnson’s first nine months as President) leading up to the Gulf of Tonkin incident. Further, it will demonstrate that the second alleged attack (August 4) by the North Vietnamese in the Gulf of Tonkin never occurred, but was fictionalized by the Johnson administration in order to ask Congress to give the President the authority to conduct overt military operations against North Vietnam. The idea for the Tonkin Gulf Resoluti... ...Secret Side of the Tonkin Gulf Incident, â€Å"Naval History, August 1999,† Annapolis MD: U.S. Naval Institute, 2002, (5 December 2002). 8 The Secret Side of the Tonkin Gulf Incident. 9 Gibbons, U.S. Government and the Vietnam War, 2. 10 Ibid., 3. 11 Ibid., 5, 6. 12 Ibid., 5. 13 National Security Action Memorandum No. 280, Lyndon Baines Johnson Library and Museum-National Archives and Records Administration, (5 December 2002). 14 Ibid. 15 Gibbons, U.S. Government and the Vietnam War, 6. 16 Ibid., 6. 17 Ibid., 6. Emphasis mine. 18 George C. Herring, The Pentagon Papers-Abridged Edition (New York: McGraw-Hill, Inc., 1993), 94. 19 Gibbons, U.S. Government and the Vietnam War, 2.

Tuesday, January 14, 2020

Management Report Project on Work Performance

Abstract The objective of this research is to find out if there is any correlation between work performance and job satisfaction through a sample study of sales personnel working in different banks. Additionally, this research sought to understand whether job satisfaction is linked to both work motivation and employee’s perceived style of leadership by Managers. With the help of surveys and interviews conducted with the participants, it was established that job satisfaction was positively related with work productivity. Similar essay: Argyles Communication CycleWork motivation and employee’s perceived style of leadership were also established as positively related with employee job satisfaction. These findings suggest that to increase work productivity, managers may be required to elevate the level of job satisfaction in employees, which may be potentially accomplished via a participative approach to leadership and effective motivation of employees. However, as the study is correlational in nature, the limitations of the current research are indicated under Discussion. Literature ReviewRelationship between Job Satisfaction and Productivity The most-used research definition of job satisfaction is by Locke (1976), who defined it as â€Å"a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences†. There are other researchers and studies that support this notion of relationship between job satisfaction and productivity indicating that org anizations increasing job satisfaction is not only to benefit its employee but also for the organization financial advantages.As cited by Edward E. Lawler, job satisfaction is related to productivity as this comes from a path goal theory of motivation that has been stated by Georgopoulos, Mahoney and Jones, Vroom, Lawler and Porter. According to them, people are motivated to do things which lead to rewards that they value. In this case, a path-goal theory would predict that high satisfaction will lead to low turnover and absenteeism because the satisfied individual is motivated to go to work where his needs are being satisfied.As quoted by Dailey and Kirk, 1992, job satisfaction and organisational commitment share an inverse relationship with absenteeism and turnover intention, factors that can sharply cut bottom line. Adverse consequences include lower productivity and morale, and higher cost of hiring, retention and training. Thus, the reverse holds true whereby lower frequencies of absenteeism and turnover could lead to potentially higher contribution to organisational economic productive gains.In a research done by National Research Institute for one of the largest Food Services providers in the United States, it was suspected that employee satisfaction was the cause for high employee absenteeism, ruling out other tangible factors. Findings showed that low job satisfaction was evident; the National Business Research Institute (NBRI) Root Cause Analysis indicated that a gap existed between employees and the organization's short and long term goals, vision, and mission.Proposed recommendations from NBRI included several measures to relay management's strategic plans to the lowest-ranked employee and ensuring each and every employee’s daily activities were aligned according to such plans. Thereafter, subsequent employee survey results showed significant increases on employee satisfaction, enhancing Total Company Employee Satisfaction dramatically.Emplo yee Satisfaction Scores took a turn for the better, from a Weakness (below the 50th percentile of the NBRI Normative Database) to being Strength (above the 75th percentile of the NBRI Normative Database) in only six months. What’s more, employee absenteeism was reduced by more than 60%. With this correlation, Organ (1988) found that the job performance and job satisfaction relationship follows the social exchange theory in which employees’ performance constitute a giving back to the organization from which they get their satisfaction.Recognising the fact that low job satisfaction leads to low productivity, in turn aggravating organisational performance, it is imperative organizations assess the strength of the relationship between employee job satisfaction and productivity level because of underlying implications on redesigning certain aspects of work. A study was conducted by Shanu and Gole (2008) on the satisfaction level of 100 managers from 15 private manufacturing firms. A job satisfaction instrument assessing areas such as recognition, monetary remuneration, working conditions, nature of job, and future advancement was used.Then, these survey findings were compared with performance evaluations done by executives of assorted companies. In the wake of this, it was discovered that performance levels are consistent with high satisfaction scores. This is congruent with a review of 301 studies, revealing that job satisfaction bolsters up work performance, with a higher inclination towards professional jobs, compared to less complex jobs (see Saari & Judge, 2004). While there are studies to show this correlation, the present study was concerned with whether job satisfaction is significantly associated with performance in the economic aspect.In a study conducted on 42 manufacturing companies, Patterson, Warr, and West (2004) found that- holding other factors like company size, previous productivity, and industrial sector constant- productivity (fin ancial value of net sales per employee) is positively correlated to job satisfaction In another study, Herzberg et al. (1959) stated that (positive) satisfaction is due to good experiences, and that these are due to `motivators' – achievement, recognition, the work itself, responsibility and advancement.Dissatisfaction is due to bad experiences caused by `hygiene' factors – supervisors, fellow workers, company policy, working conditions, and personal life (Herzberg et al. , 1959). Therefore, it is unable to ascertain if job satisfaction is positively correlated with economic productivity or whether an inverse relationship exists. The present study seeks to reaffirm findings from the bulk of research in favour of the notion that satisfied employees are more labour productive. Relationship between Motivation and Job SatisfactionThe level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al. , 2007). A motivational framework, built on the premise of how employees should be managed, affects job satisfaction. Herzberg's (1959) two-factor theory of motivation attributes ‘pay and benefits' to one of the hygiene factors, in that the exclusion of this causes job dissatisfaction (Hugh Greenway & Tim Runacre, 2008). As Argyle (1989) explains, positive job atisfaction is due to motivators such as achievement, recognition, the work itself, responsibility, and advancement, while dissatisfaction is due to bad experiences caused by hygiene factors such as salary, supervision, company policy, relations with fellow workers, and conditions of work. Lawler (1973) has a theory known as discrepancy theory which states that workers measure job satisfaction based on what they receive versus what they expect to receive, and a comparison in which an actual outcome level is lower than an expected outcome level would lead to dissatisfaction (Castillo & Cano, 2004).However, in another theory of motivation known as equity theory, it states that motivation is affected by workers’ perception of how fairly they are being treated, with employees evaluating their inputs/outcomes by comparing them with the inputs/outcomes of others (Castillo & Cano, 2004; Luthans & Doh, 2009). If the ratio of inputs to outcomes is similar to the inputs and outcomes of others, equity exists. Inequity exists when the ratio of inputs to outcomes is unequal to the inputs and outcomes of others (Castillo & Cano, 2004; Luthans & Doh, 2009).Job satisfaction is then associated with the perception of equity, while perceptions of inequity will result in dissatisfaction with this belief having a negative effect on job performance (Castillo & Cano, 2004; Luthans & Doh, 2009). The common factors shared by the different theories of motivation are the implication of a need for effective motivation in order to make employees satisfied with their jobs. Castillo and Cano (2004) examining in an ear lier study on 148 faculty members reported that all of the job motivator factors identified by Herzberg (1959) were moderately or substantially related to overall job satisfaction.Such findings shed light on how organisations can enhance productivity by considering provision of motivators such as recognition or improving on such motivators so as to heighten job satisfaction. In order to attain optimal profits, it is necessary to ascertain the link between motivation and job satisfaction through extensive foraging for substantial evidence. Most importantly, the present study will illustrate that existence of motivators to propel employees to reach for organisational goals has a favourable impact on labour productivity via enhancement of job satisfaction.Leadership Style and Job Satisfaction In an organisation, the performance of staff is not only affected by motivation and job satisfaction but it is also affected by the leadership style adopted by the organisation. Leadership is defi ned as a process through which others are influenced to channel their efforts in the direction of attaining their goals (Luthans & Doh, 2009). Organizational leadership sets the tone in the effectiveness of organizations, as well as plays a vital role in job satisfaction.Positive interactions among organisational leaders and members give rise to mutual respect, trust, and the ability to generate a sense of hope for the future- a much needed ingredient for job satisfaction to blossom from such relationships (Ackfeldt& Coote, 2005; Farh, Podsakoff, & Organ, 1990). Moreover, there is research that shows the existence of the relationship between leadership style and job satisfaction. The National Business Research Institute (2007), examining factors of job satisfaction, surveyed more than 15,000 employees, largely white collar, from all levels of participating organizations in the United States.Leadership is identified as the prominent factor contributing to job satisfaction, a phenomen on evident in organizations. There is a relationship between managers’ leadership styles and employees’ job satisfaction, illustrated in a sample of 814 employees of a national hospital. According to Rad and Yarmohammadian (2006), a strong correlation between leadership behaviours and job satisfaction prevails, citing that employee job satisfaction depends upon the style of leadership of managers.It was realised that a trend emerged from studying the sample group; a participative leadership style of managers dominates where this is a style of leadership in which subordinates are led through a reliance on task-oriented and people-oriented approaches. In Luthans and Doh (2009) findings, participative leaders adopt a non-authoritative tone, empowering employees, together with consulting with them, delegating responsibilities, and enabling mutual decision-making. As well, another study on the influence of leadership style on job satisfaction included 220 individuals coming from diverse industries like manufacturing, education, and overnment. Research findings showed a consistency with the earlier sample study, denoting that task and relational leadership style were positively associated with subordinate job satisfaction (Madlock, 2008). In all, it is essential to bear in mind that participative approach to leadership comprising task and relational behaviours may not be the best â€Å"one style fits all† style of management due to the vast differences among organization’s cultures, leaving one to engage in other styles of leadership where appropriate. (Yarmohammadian, 2006).Among other things, participative leadership is more popular in technologically advanced nations and may increasingly abound as countries mature economically (Luthans & Doh, 2009). Therefore, it is vital to further justify through the current study if job satisfaction increases via participative leadership style. If such a relationship is confirmed, it is assumed that job satisfaction shares a positive association with productivity; participative leadership by managers could potentially boost employee productivity. The Current StudyThe present study examined the relationship between job satisfaction and productivity where respondents are seventy-three employees working in 2 local and 2 foreign banks based in Singapore. The intent is to affirm if employees’ level of work motivation and managerial leadership style gives rise to varying levels of job satisfaction. The participants in the study were Relationship Managers recruited from the sales departments of the local banks, namely United Overseas Bank (UOB) and Post Office Savings Bank (POSB), as well as from the foreign banks Standard Chartered and Citibank N.A. The scope of work required by the employees across the different organizations was similar, with the Relationship Managers being responsible for revenue generation by selling financial products. These organizations were selected f or the present study to ascertain whether job satisfaction relates to employee economic performance in terms of labour productivity. In the banking sales sector, where productivity is measured in terms of financial value of net sales per employee, this provides a pecific measure of the construct and permit correlational analysis with job satisfaction scores, precisely the reason for the choice of the banking sales sector being the main subject of this present research. Three instruments assessing work motivation, leadership style of managers, and job satisfaction were given to the participants. Participants could respond freely to the survey questions according to their own perceptions. Every participant’s labour productivity figures were provided by the respective managers of the four sales departments.Lastly, the Method furnished additional details regarding the assessment instruments. Hypotheses It was anticipated that labour productivity would be positively associated wit h job satisfaction. It was also predicted that both work motivation and employees’ perceived use by managers of participative leadership would be positively related to job satisfaction. Method Participants One Hundred working adults, out of which 50 were females and 50 were males, aged from 21 to 40 (M= 30. 9 years, SD= 5. 37) constitute the respondents for this study.These respondents, each having worked in these banks from 1 to 10 years (M= 5. 41, SD= 2. 58), were chosen from the sales acquisition departments within the main branches of 2 local banks and 2 foreign banks based in Singapore. Materials The tools required for the purposes of the present study come in three different assessments. Firstly, using The Leadership Style Questionnaire by Northouse (2001) measures task and relational leadership style to collate a general leadership profile representative of the participative approach to leadership.According to Anderson, Madlock & Hoffman, 2006 (cited in Madlock 2008), this instrument has reported scale reliabilities ranging from 0. 92 to 0. 95, and comprises 20 items measuring task and relational leadership styles on a 5-point Likert scale (1= strongly disagree to 5= strongly agree). The second instrument, adapted from the Work Motivation Behavior Scale of the Akinboye’s 2001 Executive Behavior Battery, is a 15-item questionnaire incorporating a 4-point Likert scale (1= strongly agree to 4= strongly disagree).The third item measuring job satisfaction was rated by the 8-item Abridged Job in General scale (Russell, Spitzmtiller, Lin, Stanton, Smith & Ironson 2004, cited in Madlock 2008) that was based on a 5-point Likert scale response (1= strongly disagree to 5= strongly agree). The Abridged Job in General scale was reportedly said to have a reliability of 0. 87 (Russell et al. 2004, cited in Madlock 2008). Attached in Appendix 1, 2, and 3 respectively is a copy of the Leadership Style Questionnaire, the Work Motivation Instrument, and the Abridged Job in General scale.Apart from these data obtained from the research instruments, branch department mangers provided the labour productivity of each employee based on the financial value of the nets sales revenue per month per employee for the past 12 months. Procedure A telephone discussion with each of the four banks’ main branch’s sales acquisition departments’ managers on the possibility of conducting a study investigating the links between leadership style, employee motivation, and job satisfaction which in turn predicts productivity was done.After consenting to the terms of the research, the researcher scheduled a half hour for the employees of each of the four banks at a time convenient to them. Meanwhile, delivery of the informed consent form and instructions for the three assessments, packed in an envelope, was arranged to each participant. All participants were given an explanation regarding the nature of the research, including clearing any doubts they might have, pertaining to the research. Sealed envelopes containing the questionnaires completed and handed by the participants to the respective manager would be collected from the latter in a week’s time.On the same day of collection, the month-end financial net sales figures of each employee for the duration of the past 12 months were obtained from the managers in order to compute monthly mean sales revenue figures as an index of labour productivity for each participant Results A computation of statistics for each assessment tool was done. The mean of job satisfaction was 23. 88 (N= 100, SD= 2. 46), the mean work motivation score was 38. 76 (N= 100, SD= 3. 94), while the mean score of employees’ perception of leadership style was 83. 98 (N= 100, SD= 6. 10).Monthly financial net sales figures for the past 12 months of each participant were to yield mean monthly sales revenue figures after which the mean of the averaged monthly sales revenue figures of all participants was found to be 14,265. 62 (N= 100, SD= 2,653. 47). Simple regression regressed productivity on job satisfaction. Results show that job satisfaction was positively associated with productivity, accounting for 20. 04% of the variance in productivity (R= 0. 66, p; . 001). Through multiple regression analysis, it was found that motivation and perceived leadership style affected the varying levels in job satisfaction scores.Work motivation and perceived leadership style were both positively correlated with job satisfaction, accounting for 19. 5% (R= 0. 66, p; . 001) and 16. 26% (R= 0. 24, p; . 001) of the variance in job satisfaction respectively. Discussion The present study, conducted on a pool of white collar professionals, looked into the relationship between labour productivity and job satisfaction, as well as examined whether job satisfaction was associated with work motivation and employees’ perceptions of managerial leadership style.Results tabulated from th e survey which was measured utilizing self, peers or supervisor assessment indicate that job satisfaction was moderately correlated with labour productivity, a finding that lends support to the body of research suggesting that greater job satisfaction is indicative of higher work performance (Argyle, 1989; Saari & Judge, 2004; Shahu & Gole, 2008).However, even when the economic aspect of performance, or more specifically, of labour productivity was examined, average job satisfaction still indicates to be correlated significantly with performance, as consistent with Patterson M, 2004 study of 42 manufacturing companies indicating that company mean overall job satisfaction was significantly associated with and predictive of economic performance.However, even with the result that accounts for such relationship between work productivity and job satisfaction, it is difficult to infer that job satisfaction is the direct cause to that outcome. As it is widely known that correlation does no t equate to causation, it cannot be concluded with certainty that satisfied employees evidence greater productivity as a consequence of their being satisfied with their jobs, as the reverse could be true that productivity actually accounts for job satisfaction or a third variable could influence the outcome of the relationship between both.As for the third variable there is some evidence to suggest that redesigning jobs to enhance job features such as task identity, task significance, skill variety, autonomy, and feedback may increase job satisfaction (Argyle, 1989), as it has been proposed that such features provide job satisfaction (Hackman & Oldham, 1980, cited in Argyle, 1989). What can be extrapolated from the findings of the current study is that job satisfaction makes up a proportion of the variance in employee productivity.This implies that a focus on improving employees’ level of satisfaction with their jobs may elevate labour productivity figures. Motivation and Job Satisfaction The findings obtained from the present study suggest that work motivation is positively associated with job satisfaction. Most research has indicated moderate to substantial correlations between Herzberg’s (1959) job motivator factors and overall job satisfaction (Castillo & Cano, 2004) which is no surprise that there is a positive correlation between both.If motivators such as recognition, achievement, nature of the work, advancement and responsibility determine job satisfaction as purported by Herzberg (1959), then motivating employees via a focus on improving such aspects of a job may serve to make individuals more satisfied with their jobs. Castillo and Cano (2004) found that amongst the job motivator factors that were associated with job satisfaction amongst college faculty members, recognition best explained the variance among faculty members’ overall level of job satisfaction.Interestingly, Herzberg’s (1959) assumption that hygiene factors r elate to or determine dissatisfaction was supported, as it was found that the factor of working conditions was the least motivating aspect of faculty members’ jobs, implying that employees were least satisfied with the context in which their job was performed (Castillo & Cano, 2004).Management may thus need to seek out creative methods to motivate workers by providing opportunities for advancement, achievement, and through the cultivation of a sense of responsibility and autonomy as individuals are motivated to excel because of intrinsic needs such as achievement, recognition, self-development, and meaning derived from performing work. More importantly, what Castillo and Cano’s (2004) findings suggest is that work should provide recognition through acts of notice or praise by colleagues, superiors, and management to increase job satisfaction.In the studies that have reported relationships between job satisfaction and work performance, it has been noted by Argyle (1989) that the correlations are greater for employees in supervisory or professional jobs. Also, job satisfaction predicts performance, with the relationship being even stronger for professional jobs could be due to the possibility that in such jobs, job performance is less contingent on external pressures such as task speed or wage incentives and more on motivation (Argyle, 1989).To the degree therefore that work performance or productivity depends upon employees’ level of job satisfaction, motivation at work holds an indispensable role particularly with respect to white-collar professional jobs in terms of its potential influence on job satisfaction. To conclude if motivation directly determines job performance are well beyond the scope of the current study.Further research is thus warranted in this area that will permit inferences about whether work motivation causes job satisfaction or work performance, or whether job satisfaction instead influences motivation. Leadership Styl e and Job Satisfaction In the present study, leadership style was indicated to be positively related to employee job satisfaction. This finding is of value because it supports the research findings that indicate that leadership behaviour of managers has an important influence on subordinate job satisfaction (Madlock, 2008).It appears from the current findings that as the perceived use by employees of a participative style of leadership in which task-centered and people-centered approaches are combined to lead subordinates, employees are more satisfied with their jobs. Such a finding is of direct relevance to organizations because the present research has also indicated a link between employee job satisfaction and work productivity in such a manner that increased levels of job satisfaction are associated with increased labour productivity.Thus, the extension of the current research by investigating the link between employees’ perceived leadership style of managers and job sati sfaction provides organizations with a further area of focus to potentially maximize job satisfaction and thus to enhance performance of employees. Conclusion The organizational goal of helping employees find satisfaction in their work should be one of paramount importance, as it may be to the mutual benefit of the employer and employee. The present study suggests that employees tend to perform more productively when they are satisfied with their jobs.In order to capitalize on employee job satisfaction to potentially increase performance of employees, ways of maximizing job satisfaction may encompass managing workers by selecting a participative style of leadership, as well as by motivating employees by ensuring that relevant intrinsic needs such as recognition are fulfilled though appropriate restructuring of the job. Such endeavours may then be advantageous for organizations in terms of productivity gains in the likelihood that job satisfaction is improved upon. Appendix 1 LEADERS HIP STYLE AND WORKPLACE QUESTIONNAIREDirections: Think about how often your immediate supervisor engages in the described behaviour. For each item, select the number that best represents the behaviour that your immediate supervisor is most likely to exhibit. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree My immediate supervisor†¦ 1. Tells group members what they are supposed to do. 1 2 3 4 5 2. Acts friendly with members of the group. 1 2 3 4 5 3. Sets standards of performance for group members. 1 2 3 4 5 4. Helps others feel comfortable in the group. 1 2 3 4 5 5.Makes suggestions on how to solve problems. 1 2 3 4 5 6. Responds favorably to suggestions made by others. 1 2 3 4 5 7. Makes his or her perspective clear to others. 1 2 3 4 5 8. Treats others fairly. 1 2 3 4 5 9. Develops a plan of action for the group. 1 2 3 4 5 10. Behaves in a predictable manner toward group members. 1 2 3 4 5 11. Defines role responsibilities for each group member. 1 2 3 4 5 12. Comm unicates actively with group members. 1 2 3 4 5 13. Clarifies his or her own role within the group. 1 2 3 4 5 14.Shows concern for the personal well-being of others. 1 2 3 4 5 15. Provides a plan for how the work is to be done. 1 2 3 4 5 16. Shows flexibility in making decisions. 1 2 3 4 5 17. Provides criteria for what is expected of the group. 1 2 3 4 5 18. Discloses thoughts and feelings to group members. 1 2 3 4 5 19. Encourages group members to do quality work. 1 2 3 4 5 20. Helps group members get along. 1 2 3 4 5 Appendix 2 HOW MOTIVATED ARE YOU IN DOING YOUR JOB The following questions ask you how motivated you are in completing your job.Please indicate your response based on the following scale. (1 Strongly Agree to 4 Strongly Disagree) 1. You always put in your best effort in the things you do. 1 2 3 4 2. You exceed what you are suppose to accomplished 1 2 3 4 3. Your environment affects your mood in performing your task 1 2 3 4 4. You have a group of helpful colleagues th at make your work pleasant 1 2 3 4 5. Your pay is low so you perform at the minimum. 1 2 3 4 6. You work just to satisfy your basic needs 1 2 3 4 7. To have career advancement is important to you. 1 2 3 4 8.If you are lowly paid but given recognition for you work, you feel good. 1 2 3 4 9. You feel you are part of the organisation. 1 2 3 4 10. Do you feel enthusiastic about your current job. 1 2 3 4 11. Do you feel enthusiastic if you are given a new job scope 1 2 3 4 12. Are you looking forward to achieve the organisation goal. 1 2 3 4 13. You feel discourage when you are asked to perform a new task 1 2 3 4 14. You feel that you are important to the organisation 1 2 3 4 15. Overall, you feel the organisation plans for your future. 1 2 3 4Appendix 3 HOW SATISFIED ARE YOU WITH YOUR JOB QUESTIONNAIRE The following questions ask you about how you feel about your job at work everyday and how satisfied are you. Please indicate your agreement or disagreement on the following statements by indicating your appropriate response based on the following scale. 1 Strongly disagree2Disagree 3Neutral 4Agree 5Strongly agree 1. At this very moment, I am very enthusiastic about my work. 1 2 3 4 5 2. Right now, I feel fairly satisfied with my present job. 1 2 3 4 5 3. At present, each moment at work seems like it will never end. 1 2 3 4 5 4.At this moment, I am finding enjoyment in my work. 1 2 3 4 5 5. Right now, I consider my job rather unpleasant. 1 2 3 4 5 6. My job gives me a sense of achievement. 1 2 3 4 5 7. The amount of support and guidance I receive from my supervisor. 1 2 3 4 5 8. The overall quality of the supervision I receive in my work. 1 2 3 4 5 References FACTORS EXPLAINING JOB SATISFACTION AMONG FACULTY Jaime X. Castillo, Extension Specialist New Mexico State University Jamie Cano, Associate Professor The Ohio State University Journal of Agricultural Education 1) Locke, E. A. (1976). The nature and causes of job atisfaction. In M. D. Dunnette (Ed. ), Handbook o f industrial and organizational psychology (pp. 1304). Chicago: Rand McNally. 2) Organ, D. W. (1988). Organizational Citizenship Behavior – The Good Soldier Syndrome. (1st ed. ). Lexington, Massachusetts/Toronto: D. C. Heath and Company. 3) Herzberg, F. , Mausner, B. and Snyderman, B. B. (1959), The Motivation to Work. New York: Wiley. 4) Fred Luthans and Jonathan P. Doh, (2009), ‘International Management, Culture, Strategy, and Behavior 7th edition’, Mcgraw Hill, New York 5) http://www. nbrii. com/Employee_Surveys/Satisfaction. html 6) Dailey, R.C. and Kirk, D. J. (1992), â€Å"Distributive and procedural justice as antecedents of job satisfaction and intent to turnover†, Human Relations, Vol. 45, pp. 305-17. 7) West, M. and Patterson, M. (1998), â€Å"Profitable personnel†, People Management, Vol. 4, pp. 28-31. 8) Grant, L. (1998), â€Å"Happy workers, high returns†, Fortune, p. 81. 9) Hian Chye Koh, El'fred H Y Boo feb 2001. The link betwe en organizational ethics and job satisfaction: A study of managers in Singapore, Vol. 29, Iss. 4; p. 309 10) Ackfeldt, A. , & Coote, L. V. (2005). A study of organizational citizenship behaviors in a retail setting.Journal of Business Research, 58(2), 151-159 11) Farh, J. , Podsakoff, P. M. & Organ, D. W. (1990). Accounting for organizational citizenship behavior: Leader fairness and task scope versus satisfaction. Journal of Management, 16(4), 705-721. http://proquest. umi. com. eproxy. ucd. ie/pqdweb? index=5&did=1674096061&SrchMode=1&sid=3&Fmt=6&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1277568831&clientId=13279 12) Ali Mohammad Mosadegh Rad, Mohammad Hossein Yarmohammadian, (2006) â€Å"A study of relationship between managers' leadership style and employees' job satisfaction†, Leadership in Health Services, Vol. 9 Iss: 2, pp. 11 – 28 13) Paul E Madlock. The Journal of Business Communication. Urbana: Jan 2008. Vol. 45, Iss. 1; p. 61 Fishing for the right people Hug h Greenway, Tim Runacre. Training Journal. Ely: Mar 2008. pg. 41, 4 pgs Burney, L. and S. K. Widener. 2007. Strategic performance measurement systems, job- relevant information, and managerial behavioral responses – Role stress and performance. Behavioral Research In Accounting (19): 43-69. Shadare Oluseyi . A, Hammed, T. Ayo 2009 â€Å"Influence of Work Motivation,

Sunday, January 5, 2020

Thematic Message Of A Poem - 1878 Words

The Written Product Thematic Message The Thematic Message of a poem is its â€Å"deeper/underlying meaning† and the Theme is â€Å"the subject of discussion†. The poem opens up with an intriguing title known as â€Å"Unspoken Hostility†. Looking in to this, it is seen that the title may refer to some sort of non-verbal conflict occurring. Stanza 1, Line 1, tells the reader that the persona is in a bus, and is feeling lonely. Line 2, simply, states that they sit down. Looking at Lines 3 – 4, the persona looks out the window and stares at the winter climate, and then, looks at the floor beneath their feet. Stanza 1, Line 5, tells the reader that they see 4 black Jube Jubes, and in the next line, states that they are squished. Looking at Stanza 2, a lady is brought up within the first line. This woman scans the bus and finds the empty seat next to the persona. Moving to Line 6, it is said that the newly introduced character is hesitant to sit next to the narrator, however, does anyways. In Stanza 2, Lines 9 – 10, and Stanza 3, Lines 1 – 2, the lady takes her gloves off and the protagonist perceives her hands as pale as the bitter winter. Looking at the terms â€Å"bitter† and â€Å"cold†, it is seen that the persona doesn’t appreciate the colour white. Stanza 3, Lines 3 – 4, allow the persona to speak of their hands being the earthy tones of spring. In these lines, it is seen that the persona described themselves with positive terms. At this point of time, the reader knows that this poem refers toShow MoreRelatedCity Lights847 Words   |  4 PagesNatalie Dougherty ENGL 102-013 Dr. Leitch Feb. 18, 2009 Thematic Meaning in City Lights In order for art to be successful, despite the category of its expression, one thing is necessary; a connection between the piece and its audience that can transcend time and space. If a song, film, poem, novel, play or painting possesses the ability to touch audiences of any era or culture, then it is truly successful. Notable movements of artwork are associated with the time in which they were producedRead MorePablo Nerudas Use of Nature1553 Words   |  7 Pageshuman constructs and limitations, and illuminates a valuable reality in the world. When considering Pablo Neruda’s body of work, a clear thematic focus on nature is visible. Many of his poems reference the natural, untouched world. This is a thematic juxtaposition to the over-structured, artificial nature of human culture. Using nature symbolically within these poems allows for a clear distinction to be drawn between the real and the artificial, and speaks to the flaws that Neruda sees within societyRead MoreAnaly sis Of After Apple Picking By Robert Frost1381 Words   |  6 Pagesearly work by Robert Frost. The poem portrays the hypnagogia of sleep by describing the fleeting moments before the speaker falls into deep slumber. The poem is written in the first-person point of view and is most likely a depiction of Frost himself. Frost wrote this poem when he was around forty to fifty years old. In the twentieth century, he would have been considered to be close to the end of his life and this could have been his initial inspiration for the poem. Allusions to winter and frostRead MoreThe Road Not Taken By Robert Frost Essay1554 Words   |  7 Pagesis abandoning (Lee 5). The narrator refers to â€Å"individualism† as the major theme of the poem because the traveler is alone and has to make a difficult decision on his own. Frost also said that the tension in the poem is based on the traveler’s interaction with nature. He has a sense of wonder at the beauty of the natural world as he is searching for his own place within nature’s involvement. The title of the poem â€Å"The Road Not Taken,† assures autonomy of choice. Most readers fail to understand thisRead MoreComparing The Grapes of Wrath, by John Steinbeck and To Kill A Mockingbird, by Harper Lee1327 Words   |  6 Pagesbehavior. In addition to both novels, â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† share the same concurrent theme. To Kill a Mockingbird and The Grapes of Wrath and â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† illustrate a synonymous, thematic message that evil’s inhumanity, during corrupt times, induces a perception of hopefulness for good to conquer immorality. Harper Lee, the author of To Kill a Mockingbird, communicates a central idea that society has good and bad qualities by using anRead MoreThe Grapes of Wrath, by John Steinbeck and To Kill A Mockingbird, by Harper Lee1413 Words   |  6 Pagesbehavior. In addition to both novels, â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† share the same concurrent theme. To Kill a Mockingbird and The Grapes of Wrath and â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† illustrate a synonymous, thematic message that evil’s inhumanity, during corrupt times, induces a perception of hopefulness for good to conquer immorality. Harper Lee, the author of To Kill a Mockingbird, communicates a central idea that society has good and bad qualities by using anRead MoreThematic Message: Good vs. Evil1546 Words   |  7 Pagesbehavior. In addition to both novels, â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† share the same concurrent theme. To Kill a Mockingbird and The Grapes of Wrath and â€Å"Suffering with Them†, â€Å"Evil’s Fate†, and â€Å"To Hope† illustrate a synonymous, thematic message that evil’s inhumanity, during corrupt times, induces a perception of hopefulness for good to conquer immorality. Harper Lee, the author of To Kill a Mockingbird, communicates a central idea that society has good and bad qualities by using anRead More Comparing and Contrasting Hughess Mother to Son and Wilburs The Writer1104 Words   |  5 PagesLangston Hughess poem Mother to Son and in Richard Wilburs poem The Writer, the poets use the voice of a parent considering a childs future, and both use imagery of struggle and survival to suggest what lies ahead for the child. Although the point of view, context, and language of the two poems differ significantly, the message is the same: a parent wants a good life for his or her child, but knows that many obstacles can block the way. While Hughes and Wilbur share a similar message in their poemsRead MoreCommentary on the Bat by Roethke816 Words   |  4 Pages Theodore Roethke’s poem ‘The Bat’ clearly focuses on the animal the bat and effectively conveys through the latter an important message to the reader. One could interpret this poem in various ways; however a prominent theme would be that every being on earth has a ‘dark side’ which is often overlooked. The speaker’s tone in the poem varies and seems to have two very distinct sections; at the beginning it is light, playful and appreciative of the animal, however as the poem progresses one can senseRead MoreMutual Forbearance Poem Analysis1419 Words   |  6 Pagesand artistic impression on the reader, usually the object of the poet’s desires. Yet, William Cowper’s poem Mutual Forbearance – Necessary to the Happiness of the Married State Cowper twists the expectations of marriage to something more unstable, more simulated, offering his own personal frustrations through a loose lyrical structure. And it is this poem that will be the focus of my essay. The poem begins by describing the actions of the lady [addressing] her spouse, which provides an indication