Human Resource Management Essay Example | Topics and Well Written Essays - 2500 words - 4

Human Resource Management - Essay Example Many companies do not have enough resources to invest in the recruitment process. As a matter of fact, for a company to attract the most suitable candidates they need to advertise as much as possible and the most cost effective and efficient way is that of web based recruitment. It is very important to communicate properly and have well written descriptions. To attract the potential candidates it is significant to have a well written description of the position which is neither too long nor too short. It should properly communicate all the important information. Introduction A process of attracting the most suitable candidates and making them apply for that particular job in a company or organization is known as recruitment. It is a process and a way to hire the right type of candidates for the right job. Recruitment is becoming a very critical and significant component of the human resource structure (Alvesson, 2010). It is highly significant to hire people who have more qualities a nd are more talented. For this a very fine and properly tuned up recruitment process is required. This is to ensure that the hired people are the most talented ones and are the best fit for the job. In order to measure the effectiveness of the recruitment process the organization needs to give importance to the feedback from internal customers, its employees and from the external customers. There are several methods of recruitment process. The two broad headings for the recruitment method are that of internal recruitment and external recruitment (Becker, 2007). Job advertisement, recruitment and employment agencies, internal bulletins and the recommendations personally, job centers of government and the new social media are the few most commonly used methods for recruitment. Job advertisement is the most widely used recruitment method. In this method the organization critically and carefully sought out the places it needs to advertise in. A typical job advertisement includes all the important information like job title, the location, description, compensation package and instructions to apply for the job (Thompson & Luthans, 1990). Organizations at times use the agencies like recruitment agencies and employment agencies to attract the most suitable candidates and hire them. The agencies help the organization in the screening of the resumes in the initial phase, the assessment of qualifications and their test, and also the reference checks. Personal recommendations and internal bulletin is also a method of recruitment (Sheridan, 2002). This is done by the organizations to alert the staff for the available positions. The organizations use this method to put up an incentive for the ones who are in search of advancement and also to seek the employee referrals. This method can be an effective one as the employees are already associated with the company and helps in saving the time and money of the company. Another method is job centers of government that usually ad vertise the job for the development of employees in an effort to serve the citizens in search of employment. The new and the latest way of recruitment is that of social media. This is the fastest and the most fruitful resource for recruitment these days. It helps the professionals connect all round the globe. This method is very efficient in attracting the maximum number of candidates in the shortest possible time (Wanous

Social and Situational Crime Prevention Strategies Research Paper

Social and Situational Crime Prevention Strategies - Research Paper Example The most widely recognized definition of crime prevention in the latter part of the 20th century refers to the difference between social and situational strategies of crime prevention—social strategies are generally called ‘community crime prevention’ (Stenson, 1991, p. 63). Many argue that the concepts of social and situational prevention are quite contemporary, even though the principles they support are not. This paper analyzes the strengths, weaknesses, and applications of situational and social crime prevention strategies. Social crime prevention focuses mostly on transforming social environments and the impulses of lawbreakers. Social crime prevention strategies hence are likely to place emphasis on the creation of programs, like activity-based courses and youth associations, to discourage existing or possible delinquents from future criminal behavior. Jon Bright claims that one of the main advocates of social crime prevention is the United Kingdom, which â €Å"aims to strengthen socialization agencies and community institutions in order to influence those groups that are most at risk of offending† (Stenson, 1991, p. 64). On the other hand, situational crime prevention strategies primarily involve ‘opportunity reduction’, like monitoring of activities in public places (e.g. parking lots, shopping malls, etc.) through surveillance equipment, to lessen opportunities for criminal activities. Both social and situational crime prevention strategies are likely to be ‘multiagency’ in focus, instead of being motivated by a single agency, like law enforcement (Lowman & MacLean, 1992). The top radical criminologist, Jock Young, has identified multiagency crime prevention measures in this way: â€Å"Multiagency intervention is the planned, coordinated response of the major social agencies to problems of crime and incivilities† (Lowman & MacLean, 1992, p. 64).  

Financial Analysis of Carrefour S A Case Study Example | Topics and Well Written Essays - 1000 words

Financial Analysis of Carrefour S A - Case Study Example Sikhumbuzo Bhengu, junior financial analyst ordered a  report which was demanded by Carrefour S.A.’s CFO Barry Strydom. The request of this report is to identify the cost-effective currency in which the issuing of the bond from the firm to that currency denominated, and it turns that foreign currency is effective than the hedging strategy required to hedge exchange rate risk. Nevertheless, investing in the British pound had several reasons why it was a good idea. Due to the high inflation rate in U.K, the real interest rate became lower while the nominal interest rate of the Swiss franc got lower than that of the British pound. The data information provided by Carrefour S.A. was used to solve the report which was not being expanded beyond the scope of the information given. The position of Carrefour in the market was not conducted by research provided by the internet. The information provided by the case study is assumed to be true and accurate. This report has been conducted by the use of interest rate parity which is the main underlying theory in this case. Carrefour S.A. was seeking to contribute EURO 750million debt financing by issuing a bond at a lower cost either by the use of domestic currency or foreign currency denomination bond in the Eurobond market in the summer of 2002. Carrefour S.A.’s investment banks (Morgan Stanley and UBS Warburg) not only suggested the provision of funds at the lowest cost but also anticipated that the Carrefour 10-year bonds can be dispensed at 5.25% in Euros, 5.375% in British pounds, 3.625% in Swiss francs, and 5.5% in U.S. dollars in August 2002. The assumption was that the bonds were to be issued at par. The action plan which was taken was based on the sales, profits, and sources of profits in various currencies.  

BUSINESS ETHICS Essay Example | Topics and Well Written Essays - 3000 words

BUSINESS ETHICS - Essay Example Management for business and economics should come from both aspects of â€Å"external† and â€Å"internal.† From external aspects as in terms of political force, legal directives, sociocultural practices and education. From internal aspects as in terms of positive faith and conduct of business companies and people, self-regulation of business unions, etc. The external aspect alone cannot accomplish this direction because it requires the inner responsibility of business nor is the internal aspect adequate because business, like any societal group, is only a sole element of society and needs supplementary external management and guidance. Nonetheless, the internal aspect is becoming more significant as the economic players have the benefit of more autonomy and thus abide by more accountability. In this period of fast globalisation and secularisation, where authority is moving away from its conventional hub in the West, the world will be inestimably poorer, more unsafe, and more brittle and most of all, more directionless —lacking the essential sense of rationale to help direct its voyage — if it is with no strong religious aspect. Given the tremendous challenges of globalization and secularization, it appears definitively prudent to place the religious approaches to business ethics into the global framework. This sets far above the ground standards, of which, until at present, the realistic and theoretical accomplishments of business ethics have fallen noticeably undersized. Business is component of the societal order. Its prime rationale is to fulfill material and human needs by manufacturing and dispensing goods and services in a proficient style. How this function is carried out the ways as well as the closing stages is central to the entire society. Along with the development in material wealth in the business world, there is rising in some sectors a value system which is damaging to the healthy development of human

Financial Analysis of Carrefour S A Case Study Example | Topics and Well Written Essays - 1000 words

Financial Analysis of Carrefour S A - Case Study Example Sikhumbuzo Bhengu, junior financial analyst ordered a  report which was demanded by Carrefour S.A.’s CFO Barry Strydom. The request of this report is to identify the cost-effective currency in which the issuing of the bond from the firm to that currency denominated, and it turns that foreign currency is effective than the hedging strategy required to hedge exchange rate risk. Nevertheless, investing in the British pound had several reasons why it was a good idea. Due to the high inflation rate in U.K, the real interest rate became lower while the nominal interest rate of the Swiss franc got lower than that of the British pound. The data information provided by Carrefour S.A. was used to solve the report which was not being expanded beyond the scope of the information given. The position of Carrefour in the market was not conducted by research provided by the internet. The information provided by the case study is assumed to be true and accurate. This report has been conducted by the use of interest rate parity which is the main underlying theory in this case. Carrefour S.A. was seeking to contribute EURO 750million debt financing by issuing a bond at a lower cost either by the use of domestic currency or foreign currency denomination bond in the Eurobond market in the summer of 2002. Carrefour S.A.’s investment banks (Morgan Stanley and UBS Warburg) not only suggested the provision of funds at the lowest cost but also anticipated that the Carrefour 10-year bonds can be dispensed at 5.25% in Euros, 5.375% in British pounds, 3.625% in Swiss francs, and 5.5% in U.S. dollars in August 2002. The assumption was that the bonds were to be issued at par. The action plan which was taken was based on the sales, profits, and sources of profits in various currencies.  

Arctic Mining Consultants Essay Example for Free

Arctic Mining Consultants Essay This particular case looks into how Arctic Mining Consultants’ crew did not effectively do their job in Eagle Lake, Alaska. Tom Parker is a geological field technician and field coordinator for the company. He acted as the project manager on the job near Eagle Lake, Alaska. His crew of field assistants consisted of John Talbot, Greg Boyce, and Brian Millar. Tom had worked with all three field assistants before. Tom has specialized skills in claim staking, line cutting and grid installation, soil sampling, prospecting, and trenching. This particular job involved skating 15 claims, which consist of marking a line with flagging tape and blazes along the perimeter of the claim. A claim post is cut every 500 yards, meaning 60 miles in line total. Tom hoped to complete the job in a week, and offered the field assistants each a $300 bonus if it was completed in time. This would be added to their fairly low daily wages. As the job progressed, tension was thick because the deadline was approaching. The field assistants were working long days, and two of them were continually not meeting Tom’s expectations. Tom particularly took his frustrations out on Millar. Key Issues The field assistants are given little motivation to work hard. They are paid fairly low daily wages and are putting in long days. Tom Parker does not offer positive encouragement either, yelling and making the field assistants feel bad could make them care less about the job. The field assistants are provided meals and accommodations, but even Tom admitted that a lot was expected of them in a short amount of time. Tom Parker is not a good leader. He is the one who does the hiring, training and supervising for all of Arctic Mining Consultants programs. It could be possible he is not properly training field assistants to thoroughly meet his expectations. Tom Parker, on more then one occasion, exploded with anger. He did not coach his team, he just yelled at them. If he was supervising there work on Day 3, he should have communicated with the field assistants and told them how to improve their work then. On Day 6, when the field assistants did show improvement, Parker did not give them any positive reinforcements. Also, even after Paker picked on only Millar for bad performance, he asked him to work for him again. The field assistants seem to have very different capabilities and attitudes. Boyce did not get picked on by Parker, but admitted to Millar that he only worked as hard as he had to. Boyce had the worst results of everyone. Talbot met his quota and stayed to help Boyce meet his. He was a team player. Millar put in more time and effort, by being the first one dropped off Day 6 and 7, last one picked up Day 6 and 7, and not taking lunch Day 5. He worked himself so hard, that he collapsed at dinner, to tired to eat. Define the Problem The key problem in this case is that Tom Parker is not a good leader. He is in charge of hiring, training, and supervising field assistants. Couldn’t the field assistants’ work be reflected on Tom because he did not properly train them? Also, Tom selected the field assistants for this job. He should have known what they were capable of before selecting them. He had worked with al of them before, so he should have had reasonable expectations for each of them. Tom also made a hostile working environment with much stress and little positivity. Alternative Solutions Solution 1: Tom needs to be retained as a project manager. Being a project manager means being a leader. Tom is not a good leader. An effective leader is one who leads by encouraging the employees and making them want to succeed, thereby making the organization meet and exceed its goals over time. (Thakur, 2005). Tom did not handle conflict well; he took his frustrations out on one particular field assistant. Relational leadership is one form of effective leadership. Relational leadership centers around person-to-person relationships. One of the significant components of all relationships is how conflict is handled. (Ferch Mitchell, 2011). The advantage of retaining Tom to gain leadership skills would be that Tom potentially could more effectively train field assistants and make a better team dynamic. The disadvantage is that Arctic Mining Consultants would have to spend time and money to re train the trainer, Tom. It would be beneficial for him to develop new leadership skills, but it might be difficult not having a project manager. Solution 2: Tom and Arctic Mining Consultants should offer more incentives to his field assistants. It doesn’t even have to be monetary. Offering positive reinforcement for work well done would be beneficial to Tom and his team. While money is important to employees, what tends to motivate them to perform and to perform at higher levels is the thoughtful, personal kind of recognition that signifies true appreciation for a job well done. (Eastern, 2012). The advantage of this solution would be that employees would feel better about the work they are doing, and feel good hen they excel. Field assistants would be working in a positive environment. The disadvantage would be employees would start to expect positive reinforcements and bonuses, feeling they are entitled to it. Solution 2: Hire new field assistants. Tom could more carefully select his field assistants for a job. He should do more research on candidates’ capabilities and experience if he has high expectations. The advantage of having a different team of field assistants would be that he could filter out those who do not meet expectations before hand. The negative side of hiring new field assistants is the time it would take to evaluate new candidates as field assistants. Selected Solution I believe the first solution would bee best to solve this case. Tom needs to reevaluate his leadership tactics. He does not communicate effectively with his crew. He needs to think of the crew working together like a team, and he is coach. Tom is not being effective by focusing on the negatives; he needs to analyze what is being done wrong, and coach field assistants to correct their problem. Implementation/Recommendations First, Arctic Mining Consultant should have Tom trains another potential project manager that already works for the company. The candidate should undergo some type of leadership training. Then Tom will engage in a leadership-training program. The candidate will be the project manager while Tom is absent. Then, the two project managers, Tom and candidate, will work as a team to direct field assistants. Tom needs a new outlook on his management style. Implementing this plan will help achieve that. This will also help make more effective work teams.

Employee Motivation and Satisfaction in the Hotel Industry

Employee Motivation and Satisfaction in the Hotel Industry The hotel industry has long struggled to establish what truly makes hotel employees motivated and satisfied with their jobs. High employee turnover in the hotel industry is believed to be due to the nature of the work, its low pay, and its long working hours. Thus, to effectively address this turnover problem, employee motivation could be an on-going and critical issue for managers in hotel operations. (Chiang and Jang 2008) Chitiris (1990, 293) strongly emphasized the importance of motivation by stating that â€Å"Motivation is the prime determinant of behaviour at work and that high ability and high levels of job training will not result in high performance if the individual is completely de-motivated or under-motivated at work.† In addition to that, Lee-Ross (2005) elaborated on the significant connection between motivation in the workplace and practical organizational-based outcomes such as productivity, commitment, job satisfaction, intent to stay and burnout. According to Robbins et al. (2008, 180), motivation can be defined as â€Å"The processes that account for an individual’s intensity, direction and persistence of effort towards attaining a goal.† Intensity is concerned with how hard a person tries, and is generally the focus of motivation. However, high intensity is unlikely to bring favourable job-performance outcomes unless the effort is channelled in the right direction. Finally, the persistence dimension of motivation is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal. Fundamentally, Hackman and Oldham’s (1976) theory of motivation is concerned with â€Å"internal work motivation† whereby a continuous cycle of motivation happens within the employee. In other words, the more effort expended on a job, the more motivated they would become. (Chiang and Jang 2008; Lee-Ross 2005) While on the job, motivation is important for individuals. In some theories (e.g. expectancy or equity), researchers predict variations in the evaluations of motivational outcomes, for example, by using remuneration. However, the evaluation of remuneration is usually only one of many outcomes and is often measured with little accuracy. (Mitchell and Mickel 1999) The biggest challenge of employee motivation is that employees often motivate themselves, based on their perception of what they want to achieve and how they can achieve it. However, if managers are aware of what their employees want from work, they can design a work environment that accommodates employees’ needs and desires. At the same time, well-informed managers may be able to avoid common pitfalls that tend to reduce employee motivation. (Simons and Enz 1995) â€Å"If a company knows why its employees come to work on time, stay with the company for their full working lives, and are productive, then it might be able to ensure that all of its employees behave in that way† (Kovach 1987, 58). Such a company would naturally have a competitive advantage over competitors that may be suffering from high absenteeism and turnover rates, costly re-training programs, and production slowdowns. Wiley (1997) emphasized that in the case of the lack of ability in employees, appropriate training can be implemented; while altering the work environment to promote higher performance is the key in the event of environmental problems. However, if motivation is the problem, the solution would be more complicated and testing. For motivational problems, the best source of information would be the employees. Responses by employees regarding what ignites and sustains their desire to work may lead the employer to redesign jobs, increase pay, change the working environment, or give more credit for work done. The key is that managers should always avoid the assumption that what motivates them will motivate their employees as well. Riley, Ladkin, and Szivas (2002) cited in Taylor and Davies (2004) that the World Tourism Organization announced tourism and hospitality industry as the world’s largest industry sector. Despite the concern about accurately quantifying the definition of tourism as an industry, for employment estimation purposes, it is considered to be one and a half times larger than the next industry. The accommodation sector has continued to exhibit growth over the last few decades, although at various rates, and is forecasted to continue this growth both in development and employment numbers. Therefore, a huge number of employees in the hotel industry are employed on an hourly basis due to meet the highly seasonal industry demand. A review of the literature indicates that there are problems in the hotel industry such as inadequate pay, low job security, limited training and development opportunities, and excessive turnover. (Cheng and Brown 1998; Deery and Shaw 1999; Pizam and Thornburg 2000; Karatepe and Uludag 2007). There are also problems pertaining to unsocial work hours and workloads in the hotel industry. (Karatepe and Sokmen 2006; Rowley and Purcell 2001; Karatepe and Uludag 2007) The studies of Lee-Ross (1993) added that these problems in the hotel industry seemed to be more extreme in the seasonal or casual employment sector. Understanding hotel employees’ attitudes and motivations has therefore become a useful area of research in the industry. (Wong, Siu, and Tsang 1999) Weaver (1988) argued that hotel managers have experimented with various motivational theories and methods over the years to address the problem of declining productivity among their hourly employees. However, most of these experiments have had minimal success, because they are based on reward systems that have little meaning for hourly employees. If hotel managers are able to satisfy employees’ needs and wants by understanding their underlying motivations better, it will play a part in retaining and motivating hotel employees. This, in return, will improve customer satisfaction in the long run. (Wong, Siu, and Tsang 1999) Iverson and Deery (1997, 71) noted that â€Å"Turnover culture is best characterised as the acceptance of turnover as part of the workgroup norm.† Alternatively, it is a belief held by employees that turnover behaviour is quite appropriate especially in the hotel industry. In the hotel industry, employees strongly require intelligence, job knowledge and skills, and time management ability. However, without motivation, an employee will not advance in his or her career. (Wong, Siu, and Tsang 1999) The amount of effort an employee inputs toward achieving the hotel’s goals depends on whether the employee believes that this effort will lead to the satisfaction of his or her own needs and desires. When a need or desire is unsatisfied, a person tries to reduce the tension. From this straightforward approach to motivating employees, the key to facilitating motivation lies with managers’ accurate understanding of what their employees want from their work. (Simons and Enz 1995) A category of motivational models is based on the assumption that personal growth and achievement is the primary motivating force among employees. These models emphasize on giving one’s best efforts to grow and develop as an individual or to advance within the organization. This category of motivational theories includes Maslow’s theory of self-actualization, and Herzberg’s theory of maintenance factors and motivational factors. Maslow’s theory of self-actualisation has no relevance in the work environment of hourly employees. On the other hand, career-oriented and salaried employees are more likely to be motivated by assurances that the organization will provide opportunities to actualize their full potential. (Weaver 1988) In relation to that, Herzberg divided working conditions into two sets of factors: maintenance factors and motivational factors. According to Herzberg, company policies, technical supervision, interpersonal relationships, salary and status, job security, working conditions, and personal life are maintenance factors; while advancement, recognition, achievement, possibility for personal growth, responsibility, and the work itself are motivational factors. Herzberg believes that maintenance factors do not have the ability to motivate workers. Many hotel managers might agree with this argument, since their early years in the industry were most likely to be characterised by unfavourable maintenance factors, yet they continued their career due to the presence of Herzberg’s motivational factors. (Weaver 1988) Another argument of Herzberg’s two-factor theory, also known as the motivation-hygiene theory, divides need satisfactions into extrinsic and intrinsic factors. The extrinsic factors (e.g. salary, working conditions, and job security) lead to job dissatisfaction if not met; but will not necessarily contribute to job satisfaction when they are met. The intrinsic factors (e.g. work itself, achievement, and recognition) are the actual motivators; they fulfil an individual’s need for psychological growth. The extrinsic factors, on the other hand, merely prevent dissatisfaction. (Kovach 1987) Besides Maslow’s theory of self-actualization, the conditions of employment Herzberg views as motivational factors also do not apply to the work of hourly employees. In other words, hourly employees are less likely to be motivated by motivational factors that are related to personal growth and achievement. Weaver (1988, 41) stated that â€Å"Other models attempt to motivate employees by using psychological rewards or punishment, or try to increase employees’ commitment and productivity by generating a sense of team or family spirit within the organization.† These models may backfire instead since the overuse of threats or reprimands may serve as a strong force against motivation. â€Å"Hostile and distrusting supervisors can dramatically shape employees’ working conditions, and, for many employees, can diminish motivation levels,† argued Simons and Enz (1995, 23). McGregor’s Theory X and Theory Y and Ouchi’s Theory Z describe motivational approaches managers have employed specifically to motivate hourly employees (Weaver 1988). These theories are most likely to be applicable in the hotel industry due to its ever-changing, seasonal and labour-intensive nature. Theory X operates in the assumption that employees are lazy and have a strong dislike for work. Managers who agree with this view believe that employees will not be productive unless they are continually prompted and are punished by disciplinary action or the threat of dismissal for low productivity. (Weaver 1988) On the other hand, Weaver (1988) said that Theory Y is based on the assumption that an employee’s presence at the workplace indicates that he or she is willing to work. Proponents of Theory Y believe that guidance and positive feedback are sufficient to motivate hourly workers to work well. In recent years, many hotel groups have made a conscious change from Theory X to Theory Y management. This change should generally show positive results, since people respond better to encouragement and compliments than to prodding and punishment. However, employees may not always be willing to put out 100 percent effort just because their supervisor is being nice to them. In addition to that, Theory Z is based on the Japanese management model, which focuses on a strong company philosophy and a distinct corporate culture. Companies that develop a motivational model based on Theory Z try to convince employees that they are part of a team or family. Many hotels are starting to implement such motivational programmes in hope of cultivating a sense of family and loyalty within their employees. (Weaver 1988) Interestingly, Weaver (1988) found that hotel employees are often more sceptical than employees in most other industries. This may be due to the fact that they work in an environment where they see how people really behave when they are away from home. Hourly employees in the hotel industry are usually fully aware of what their interest are and are not easily motivated by programmes that they perceive as being unbeneficial and a waste of time. Lee-Ross (2005) stated that high motivation and subsequent job satisfaction can be achieved as long as an individual’s job contains sufficient â€Å"content† variables such as skill variety and challenge. He also argued that the other â€Å"process† school states that these positive outcomes depend not only on content variables, but also on how workers evaluate the pros and cons of undertaking a job. Motivation factors including pay, monetary rewards, opportunity for advancement and promotion have been examined in the hotel industry. Also, other motivation factors such as job responsibility, recognition from people, job challenge, feelings of accomplishment, and development of self-esteem have been identified important for hotel employees. (Chiang and Jang 2008; Wong, Siu, and Tsang 1999) The importance of intrinsic and extrinsic work motivation for hotel employees may also vary in comparison to employees in other industries due to their intensive labour work, low pay, image of low status and few opportunities for advancement (Chiang and Jang 2008). In moving across cultures, motivational preferences become even more diverse. The preferences of employees are expected to differ across nations and cultures. (Fisher and Yuan 1998) It is valuable to know exactly what employees value, and whether subgroups of employees have differing preferences, so that reward systems can be appropriately targeted. Often, superiors misperceive the relative importance of various job characteristics for their employees. â€Å"To the extent that they do (misperceive), they may adopt less than optimal motivation strategies because they misunderstand employees’ needs and wants.† (Fisher and Yuan 1998, 517) The lack of attachment or loyalty plays a large part in the high rate of turnover among hourly employees. It also accounts for the lack of success of motivational efforts based on company loyalty or the promise of career advancement and personal growth within a company. (Weaver 1988) In 1946, industrial employees were asked to rank ten â€Å"job reward† factors in terms of personal preference. The results were as follows: (Kovach 1987, 59) Full appreciation of work done; Feelings of being in on things; Sympathetic help with personal problems; Job security; Good wages; Interesting work; Promotion and growth in the organization; Personal loyalty to employees; Good working conditions; and Tactful discipline. By 1986, the list looked like this: Interesting work; Full appreciation of work done; Feeling of being in on things; Job security; Good wages; Promotion and growth in the organization; Good working conditions; Personal loyalty to employees; Tactful discipline; and Sympathetic help with personal problems. In addition to comparing the employees’ factor rankings, the survey that was done in 1986 analysed the employees’ responses by subgroups (e.g. age and income). The underlying assumption was that the motivational effectiveness of the factors might vary according to gender, age, income level, job type and/or organizational level. (Kovach 1987) The 40 years of studies done by Kovach shaped the belief held by many motivational programmes that money does not matter (Simons and Enz 1995). Industrial employees seem to place more emphasis on intrinsic motivational factors compared to wages. In addition to that, in 1946 and 1986, supervisors were asked to rank job rewards as they believed employees would rank them. Their rankings remained almost the same for both years: (Kovach 1987, 59) Good wages; Job security; Promotion and growth in the organization; Good working conditions; Interesting work; Personal loyalty to employees; Tactful discipline; Full appreciation of work done; Sympathetic help with personal problems; and Feeling of being in on things. The rankings show that supervisors have a very inaccurate perception of what motivates employees. Supervisors assumed that employees were strongly motivated by the extrinsic factors and benefits given by organizations, thus leading to a mismatch of remuneration components. However, in 1992, the replication done by Wiley (1997, 268) in hotel employees showed a completely different set of rankings: Good wages; Full appreciation of work done; Job security; Promotion and growth in the organization; Interesting work; Personal loyalty to employees; Good working conditions; Tactful discipline; Feeling of being in on things; and Sympathetic help with personal problems. This could be due to the fact that hotel employees differed substantially from industrial employees. This difference in rankings indicates the need for different managerial strategies for motivating hotel employees, relative to those used for industrial employees. Hotel employees ranked good wages first, which may be a result of the relatively low wages of service-sector jobs. (Simons and Enz 1995) In addition to that, a research done by Charles and Marshall (1992) showed that Caribbean hotel employees may not have the same motivational preferences as those in developed countries. Whereas wages have not been found to be an important motivator in similar research conducted in developed countries, they were ranked highest among this group of Caribbean employees. Proper motivation of employees is vital as it is directly related with productivity and retention. Employees who are contented with their jobs, who feel challenged, and who have the opportunity to fulfil their goals will exhibit less destructive behaviour on the job. They will also be absent less frequently, they will be less inclined to switch jobs, and, most importantly, they will be more efficient. (Kovach 1987) Considering the evident relationship between employee and customer satisfaction, different approaches have been experimented in the attempt to improve employee satisfaction. â€Å"Predictably, the list was led by compensation, although most anticipate this will become less important in the future. Employee recognition programmes, the opportunity for career advancement and exposure to training followed in order of impact.† (Cline 1997, 24) The concept that employees may prefer interesting work over good wages is interesting, but the early studies were based on employees in the manufacturing industries. It seems very likely that hospitality employees’ preferences would differ from those of manufacturing employees in important ways (Simons and Enz 1995) as it has been shown in the research done by Wiley in 1997. An interesting point of view by Siu, Tsang, and Wong (1997) explained that job factors that are considered by employees to have the greatest motivating power are usually those that are least present in the job. Thus, managers should identify this gap and implement appropriate changes in the attempt of meeting employees’ motivational expectations. The ever-changing nature of the hotel industry has created and reinforced a turnover culture. Employees generally enter the industry with the belief that there is limited career development and promotional opportunity (Iverson and Deery 1997). However, other job reward factors may be able to attract, motivate and retain hotel employees through proper implementation. When trying to motivate employees, managers often forget that the desire to perform the job must come from within the employee and not from the supervisor. The level and direction of effort are set by employees, based on their perceptions of the most effective method to satisfy their personal desires. Managers could take employees’ desires into account in creating an environment, where properly directed effort will give employees some form of satisfaction. For many hotel employees, this ultimate motivational catalyst may involve some form of cash incentive and opportunity for growth. For others, it will focus on job security and good working conditions. (Simons and Enz 1995) Essentially, the human element in the hotel industry forms the basic determining factor for effective performance. Therefore, hotel management should strive to increase employees’ interest in their work and develop organizational structure and management policies as to create positive work environment in which a wider range of employee needs could be satisfied. (Chitiris 1988) The survey on Kovach’s rankings of preferences of job reward factors was done by Wiley in 1997, where it was targeted specifically at hotel employees. An up-to-date comparison is deemed to be necessary especially with the current economic boom. The lack of current literature indicates that there is a gap in defining what really motivates hotel employees in comparison to what managers assume motivates employees these days. Also, different culture may affect the research findings if the survey was done in other countries, given that Riley’s research was conducted in USA. Reference List Charles, K. R., and L. H. Marshall. 1992. Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study. International Journal of Contemporary Hospitality Management 4 (3): 25-9. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=525003Fmt=7clientId=22212RQT=309VName=PQD (accessed March 12, 2008). Cheng, A., and A. Brown. 1998. 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