Herzberg’s Motivation-Hygiene Theory and Job Satisfaction in the Malaysian Retail Sector

Asian Academy of Management Journal, Vol. 16, No. 1, 73–94, January 2011 HERZBERG'S MOTIVATION-HYGIENE THEORY AND JOB SATISFACTION IN THE MALAYSIAN RETAIL SECTOR: THE MEDIATING EFFECT OF LOVE OF MONEY Tan Teck-Hong* and Amna Waheed Sunway University, School of Business 5, Jalan Universiti, Bandar Sunway 46150 Petaling Jaya, Selangor, Malaysia * Corresponding author: [email  protected] edu. my ABSTRACT This paper examines what motivates employees in the retail industry , and examines their level of job satisfaction, using Herzberg's hygiene factors and motivators.In this study, convenience sampling was used to select sales personnel from women's clothing stores in Bandar Sunway shopping mall in the state of Selangor. The results show that hygiene factors were the dominant motivators of sales personnel job satisfaction. Working conditions were the most significant in motivating sales personnel. Recognition was second, followed by company policy and salary. There is a need to d elve more deeply into why salespeople place such a high importance on money.Further analysis was performed to assess how much the love of money mediates the relationship between salary and job satisfaction. Based on the general test for mediation, the love of money could explain the relationship between salary and job satisfaction. The main implication of this study is that sales personnel who value money highly are satisfied with their salary and job when they receive a raise. Keywords: Herzberg's motivation-hygiene; job satisfaction; love of money, mediator, pay satisfaction, retailing, MalaysiaINTRODUCTION This paper explores the effect of motivational variables on the job satisfaction of salespeople in the Malaysian retail sector. Retail is crucial to the economies of most countries, mainly because of its large scale at all levels; local, national and even international. The retailing sector in Malaysia has undergone continuous and significant change over the last few decades. N ew facilities ranging from superstores to retail warehouses have widened the retail landscape (Market Research, 2009).Retail has become one of the most dynamic sectors of the Malaysian economy because it is not only employs 20% of Malaysia's entire population, but is also the second largest contributor to the national GDP,  © Asian Academy of Management and Penerbit Universiti Sains Malaysia, 2011 Tan Teck-Hong and Amna Waheed contributing about US$ 35 billion in 2009, with a projection of US$ 58 billion in 2014 (PwC, 2009). Tourism contributes greatly to Malaysia's retail sales growth, as shopping revenue, which totalled US$ 4. 6 billion in 2008 (Market Research, 2009), is the second highest component of the country's tourism revenue.Thus, the retail industry is considered to be a significant contributor to the growth, economy and stability of Malaysia. The retail industry is subject to various problems and challenges. First, intense competition has resulted in price wars between foreign and local retailers. The majority of modern retail operations are foreign-owned and located in urban areas, whereas local stores dominate outside urban areas. Foreign retailers in Malaysia include Daily Farm (Giant), Tesco, Jaya Jusco, and Carrefour. As reported by Bailey (2009), Giant has the greatest market share with 8%, follow by Tesco (4%), Jusco (3%) and Carrefour (2%).Most local retailers are not geared to meet the challenges of globalization and do not have sufficient knowledge to compete with foreign retailers. Second, consumers these days prefer spacious shopping areas, attractive and trendy products, and ample parking space; preferences that are a major concern of many local retail stores as they attempt to combat competition. Third, consumer demands and shopping patterns are changing. Retailers are struggling to change their marketing strategy to suit consumer preferences. Malaysian shoppers have become more knowledgeable and discerning, and are ot easily influe nced by advertisements and promotions. In addition to being price- and quality-conscious, and they also care about the service they receive in stores. According to ACNielsen (2006), 75% of customer purchase decisions are influenced by the service the customer receives. With the expansion of the retail industry, the issue of how retailers strive to capture and retain their best staff becomes relevant. The effort and contribution of employees is a key competitive advantage and is crucial to the success of the firm (Bent ; Freathy, 1997).In any institution, be it in the retail industry or any other industry, it is important for management to increase workers' productivity by allowing workers to achieve their maximum potential. Keeping sales people inspired is one of the most difficult tasks faced by retail organizations. In the retail sector, employees have a direct impact on the customer, and the employee-customer relationship is an important consideration in a company's success. Sale speople deal directly with customers, so salespeople's attitudes, behaviour, and how they treat customers will determine whether customers will be loyal to a particular retailer.Companies spend millions of dollars every year recruiting, training and compensating their sales personnel in an effort to inspire them to perform well and thus increase company profits (Susan, 2003). An unmotivated workforce could lead to high sales force supervision costs, high absenteeism, and high turnover rates. In Malaysia, sales jobs are far from 74 The mediating effect of love of money exciting, and the majority of retailers employ a large number of poorly paid parttime staff, which may contribute to low morale and high turnover.Organizations, regardless of their size, are facing retention challenges (Ramlall, 2004). Sempane (2002) mentioned that voluntary turnover is a major problem f or companies in Malaysia and that job-hopping has become a part of the country's culture. This paper explores what m otivates sales personnel in the retail industry, and explores their level of job satisfaction, using Herzberg's motivation-hygiene factor theory. Senior managers may benefit from the results of this research because they could alter their reward system to better motivate their staff, which could lead to higher job atisfaction and better performance. Based on previous research, salary seems to be very important to salespeople. However, it is reasonable to believe that the results of such findings by various scholars may be overstated. Therefore, further analysis has been conducted to examine whether there is a mediating variable affecting the relationship between salary and job satisfaction. As pointed out by Tang, Luna-Arocas, Sutarso and Tang (2004), one such mediating variable is the love of money. LITERATURE REVIEW Herzberg's Motivation-Hygiene Theory of MotivationAs pointed by Vroom (1964), the word â€Å"motivation† is derived from the Latin word movere, which means â₠¬Å"to move†. Motivation is an internal force, dependent on the needs that drive a person to achieve. Schulze and Steyn (2003) affirmed that in order to understand people's behaviour at work, managers or supervisors must be aware of the concept of needs or motives, which will help â€Å"move† their employees to act. According to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals.Theories of motivation can be used to explain the behaviour and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on the assumption that people have individual needs, which motivate their actions. Theorists such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. In contrast to content theories, process theories identify relationship s among variables which make up motivation and involve works from Heider (1958), Vroom (1964), Adams (1965), Locke (1976) and Lawler (1973).The main focus of this paper, however, is on Herzberg's theory of motivation. 75 Tan Teck-Hong and Amna Waheed Herzberg's motivation-hygiene theory, also known as the two-factor theory, has received widespread attention as having a practical approach toward motivating employees. In 1959, Herzberg published his analysis of the feelings of 200 engineers and accountants from over nine companies in the United States. These professionals were asked to describe experiences in which they felt either extremely bad or exceptionally good about their jobs and to rate their feelings on these experiences.Responses about good feelings are generally related to job content (motivators), whereas responses about bad feelings are associated with job context (hygiene factor). Motivators involve factors built into the job itself, such as achievement, recognition, re sponsibility and advancement. Hygiene factors are extrinsic to the job, such as interpersonal relationships, salary, supervision and company policy (Herzberg, 1966). In the retail setting, Winer and Schiff (1980) have conducted studies using Herzberg's two-factor theory. They found that â€Å"achievement† was the highest rated motivator.Likewise, â€Å"making more money† received the second-highest rating in the study, followed by â€Å"chances of promotion† and â€Å"recognition†. In contrast, Lucas (1985) discovered that the â€Å"supervisor-employee relationship† was a significant factor influencing worker satisfaction in a study of U. S. retail stores, and two hygiene factors were reported as significant, namely â€Å"company policy† and â€Å"relationship with peers†. Herzberg perceived motivational and hygiene factors to be separated into two dimensions affecting separate aspects of job satisfaction.This belief differed from the traditional approach of viewing job satisfaction and dissatisfaction as opposite ends of the same continuum (Herzberg, 1966). Hygiene factors prevent dissatisfaction but they do not lead to satisfaction. They are necessary only to avoid bad feelings at work. On the other hand, motivators are the real factors that motivate employees at work. The two-factor theory was tested by many other researchers, who showed very different results. Some research has shown that some of the factors declared by Herzberg (1966) as hygiene factors are actually motivators.The results of Herzberg's theory can vary if the test is conducted in different industries. The differences are due to the intensity of the labour requirement and the duration of employment (Nave, 1968). Extensive commentary has emerged about how to distinguish between hygiene factors and motivators. While some factors have proved to fall clearly in one of the two categories, other factors, particularly salary, have proven to be ambig uous as to whether they are motivators or a hygiene factors. 76 The mediating effect of love of money Job SatisfactionJob satisfaction is important to an organization's success. Much research has been conducted into ways of improving job satisfaction of workers in various sectors of the Malaysian economy, including the academic sector (Wong ; Teoh, 2009; Noordin ; Jusoff, 2009), the hotel sector (Abd. Patah, Radzi, Abdullah, Adzmy, Adli Zain, ; Derani, 2009), the government sector (Yahaya, A. , Yahaya, N. , Arshad, ; Ismail, 2009), the non-profit sector (Ismail ; Zakaria, 2009), the naval sector (Mohd. Bokti ; Abu Talib, 2009), and the automobile manufacturing sector (Santhapparaj, Srinivasan, ; Koh, 2005).There has been relatively little research into the determinants of job satisfaction in the retail sector using Herzberg's two-factor theory. Therefore, this paper endeavours to address this literature gap. Previous studies generally found that job satisfaction is associated with s alary, occupational stress, empowerment, company and administrative policy, achievement, personal growth, relationship with others, and the overall working condition. It has been argued that an increase in job satisfaction increases worker productivity (Wright ; Cropanzano, 1997; Shikdar ; Das, 2003).As mentioned by Dunnette, Campbell and Hakel (1967) and Robbins (2001), job satisfaction is an emotional state in which a person perceives various features of his/her work or the work environment. Therefore, job satisfaction has a major effect on people's lives. Locke (1976) indicated that job satisfaction most commonly affects a person's physical health, mental health and social life. Moreover, Rain, Lane and Steiner (1991) wrote that job satisfaction is connected to life satisfaction, whereby people who are satisfied with their jobs will tend to be happy with their lives as well, and vice versa.Coster (1992) supported the view that work can have on people's lives. Furthermore, Breed a nd Breda (1997) indicated that job satisfaction may affect absenteeism, complaints, and labour unrest. Therefore, it is understood that satisfied workers will be much more productive and be retained within the organisation for a longer period, in contrast to displeased workers who will be less useful and who will have a greater tendency to quit their jobs (Crossman, 2003). More importantly, satisfied workers not only perform better but also provide better service to customers, which could result in improving customer satisfaction.According to Dawson (2005), employee satisfaction is associated with positive employee behaviour. It is undeniable that satisfied workers generate customers who are satisfied and loyal. It is assumed that motivation and satisfaction are very similar and that, in many cases, they are considered to be synonymous terms. According to Hersey and Blanchard (1988), motivation and satisfaction are quite different from each another in terms of reward and performance . The authors pointed out that motivation is influenced by forward-looking perceptions about the relationship 77 Tan Teck-Hong and Amna Waheed etween performance and rewards, whereas satisfaction involves how people feel about the rewards they have received. In other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). Huselid (1995) believes that if workers are not motivated, turnover will increase and employees will become frustrated and unproductive. Various other researchers who have investigated motivation and job satisfaction support this statement (Maidani, 1991; Tietjen ; Myers, 1998; Robbins, 2001; Parsons ; Broadbridge, 2006).Under Herzberg's (1966) theory, workers who are satisfied with both motivation and hygiene factors would be top performers, and those who are dissatisfied with both factors would be poor performers. Christopher (2005) found no support for this, and his research concluded that Herzberg's results prove accurate only under his original methodology. Theories of worker motivation address a model connecting job satisfaction, motivation and performance. Considerable importance is attached to these concepts, and there is a need for clarification on how satisfaction and motivation differ from each other.Job satisfaction is an emotional response accompanying actions or thoughts relating to work, whereas motivation is the process that activates behaviour. As satisfaction is an attitude, it is possible for a worker to be satisfied with his job but not be motivated. Hence, motivation and satisfaction are not synonymous with each other. It is vital to clarify the distinction between the concepts so that it is easier to understand that motivation leads to satisfaction, which ultimately leads to enhanced performance.The Role of Salary, the Love of Money, and Pay Satisfaction It is undeniable that sales managers always use high salary to attract, retain and motivate wor kers. Robbins (2001) pointed out that money can be considered as â€Å"scorecard† through which workers can assess how much an organization values them. However, there have been quite a few nonconformist views on the role of salary. Kochan (2002) argued that money results only in temporary obedience from workers and that money does not transform workers' attitude and behaviour in the long term.He pointed out that money only motivates workers to seek further rewards and that, in the process, can undermine workers' intrinsic interest in their jobs. Money may or may not motivate people. According to the contingency view, workers from different countries, age groups, income levels, career stages, and cultural backgrounds may rank the desire for money differently. As mentioned by Furnham (1994), the desire for money is rated higher by young workers in Far East and Middle East as compared with those in North America and South 78 The mediating effect of love of moneyAmerica. Based o n a study of 1,000 employees, Kovach (1987) showed that younger workers with low incomes are more concerned about money, whereas older workers with high incomes and management positions are motivated more by job security, interesting work and recognition. Under Maslow's hierarchy of needs theory, salary is associated with the lowerlevel needs, such as physical and security needs. Maslow (1954) stat ed that once the lower-order needs are met, higher-order needs will become most important. Thus, additional salary increases do not motivate employees any further.To improve job satisfaction and performance level of workers, managers must work on motivators by providing opportunities for career advancement and development, as workers value motivators more than hygiene factors (Ramlall, 2004). As indicated in most of the literature, salary plays an important role in motivating salespeople. However, the strength of the relationship between salary and job satisfaction may be influenced by a mediator. The mediator may serve to clarify and explain how and why such relationships occur. The concept of love of money was introduced by Tang et al. 2004), who argued that the love of money reflects an employee's wants and values, and stated that someone who values money highly will be satisfied with his salary and ultimately his job when he receives a desired raise. Sloan (2002) mentioned that a person never has enough money and wants to have more money as having money is considered to be the most important goal in life. According to Lawler (1973), employees' pay satisfaction usually influences their job satisfaction. Tang et al. (2004) found that pay satisfaction is a part of job satisfaction, which could lead to higher worker productivity.Workers are inspired to achieve more and to give full effort only if they are satisfied with their pay. Lawler (1973) reported that absenteeism can result when pay dissatisfaction is present. According to Mani (2002), workers who were absent from their works frequently were not satisfied with their pay, whereas 69% who were absent once or more in six months were not satisfied with their pay. Based on the discussion above, there are two research questions for this paper. The first research question is to determine job satisfaction of sales personnel by using Herzberg's two-factor theory.The second research question is to assess whether the love of money mediates the relationship between job satisfaction and money. Research Question 1: Which of Herzberg's motivation-hygiene factors is valued more by salespeople in Malaysia? 79 Tan Teck-Hong and Amna Waheed Research Question 2: To what extent does love of money mediate the relationship between money and job satisfaction? METHODOLOGY In this study, 180 sales personnel from women's clothing stores in the shopping mall of Bandar Sunway in the state of Selangor were administered a questionnaire after they had been selected through convenience sampling.Of the 180 questionnaire s, 152 were found to be useful for analysis. The other 28 questionnaires contained incomplete information. The questionnaire, written in English, was handed to the salespeople at their place of work. Researchers did not ask permission from the store manager to conduct the survey. The questionnaire included a series of statements and the respondents were asked to indicate their degree of agreement with each statement. Responses were scored on a five-point scale: 1 for â€Å"strongly disagree†, 2 for â€Å"disagree†, 3 for â€Å"neutral†, 4 for â€Å"agree†, and 5 for â€Å"strongly agree†.All questions used in the survey pertaining to determinants of job satisfaction were derived from Ewen, Smith, and Hulin (1966), Graen (1966), Sergiovanni (1966), House and Wigdor (1967), Lindsay, Marks, and Gorlow (1967), Maidani (1991), Pizam and Ellis (1999), Klassen, Usher, and Bong (2010), and Tang et al. (2004). Linear regression analysis was performed to tes t the relationship between Herzberg's motivation-hygiene factors and job satisfaction. Further analysis was performed to assess to what extent the love of money mediates the relationship between money and job satisfaction.According to Baron and Kenny (1986), testing for mediation involves a four-step process. First, the relationship between the predictor variable and the criterion variable is examined to determine whether those two variables are correlated. Second, the relationship between predictor and mediator variables were examined to determine whether those variables correlate. Third, the relationship between the mediator and the predictor on the criterion variable, controlling for the predictor, is assessed to establish the effect of the mediator on the criterion variable.Fourth, the effect of the predictor on the criterion variable, controlling for the mediator, is examined to determine whether the mediator completely or partially mediates the relationship between the predict or and the criterion variable. The effects in both step 3 and 4 are estimated in the same equation to determine whether the beta levels change. If all four of these steps are fulfilled, then the mediator completely mediates the predictorcriterion relationship. If only the first three steps are satisfied, then partial mediation is shown. 80 The mediating effect of love of moneyMotivation levels of participants were measured using the scales developed by Ewen et al. (1966), Graen (1966), Sergiovanni (1966), House and Wigdor (1967), Lindsay et al (1967), Maidani (1991), and Pizam and Ellis (1999). For each factor, several questions were asked in order to compute an average and to enhance the accuracy of the measure. A person's attachment to money was measured using eight items and employees' satisfaction with their pay was measured using three items. Both of those scales were adopted from Tang et al. (2004). Job satisfaction was measured using four items from Klassen et al. 2010) (see Appendix 1). ANALYSIS AND RESULTS A reliability test was performed to check the consistency and accuracy of the measurement scales. Table 1 shows that the results of Cronbach's coefficient alpha were satisfactory (between 0. 70 and 0. 84), indicating questions in each construct are measuring a similar concept. As suggested by Cronbach (1951) and Nunnally (1978), the reliability coefficients between 0. 70–0. 90 are generally found to be internally consistent. Table 1 Testing reliability with Cronbach's coefficient alpha The job satisfaction factors Number of items Cronbach's alpha Achievement (AC) 0. 70 Recognition (R) 3 0. 71 Advancement (AD) 2 0. 70 Work Itself (W) 3 0. 72 Growth (G) 3 0. 71 Company Policy (P) 3 0. 72 Security at Work (S) 3 0. 76 Relations with Peers (RP) 3 0. 80 Money Factor (M) 2 0. 84 Relations with Supervisor (RS) 3 0. 74 Working Conditions (WC) 2 0. 80 Love Of Money Scale (LM) 8 0. 84 Pay Satisfaction (PS) 3 0. 80 Job Satisfaction (JS) 4 0. 75 Table 2 s hows the profile of respondents in terms of gender, age, ethnicity, education level, number of years of work experience, and monthly income. Of the 81 Tan Teck-Hong and Amna Waheed 152 respondents, 91 were men (59. %) and 61 were women (40. 1%). In terms of age, 73% of the respondents were between 15 and 24 years of age, 22% in the 25–35 age range, 3. 3% in the 35–44 age range, and 1. 3% aged 45 and above. Most respondents were Chinese (46%), followed by Malays (32. 2%), and Indians (21. 3%). The education level of 76. 3% of the respondents was below an undergraduate degree. In terms of number of years of work experience, most of the respondents had 5 years or less (79. 6%), followed by 6–10 years (16. 5%), and 10 years or above (3. 9%). As for the monthly income, 39. 5% of the respondents earned between RM1,000 and RM2,000, 37. % earned less than RM1,000, and 23% earned RM2,000 and above. In this survey, respondents were generally young and had received only a primary or secondary education, which is quite similar to the profile of the respondents in the study of Parsons and Broadbridge (2006). Because about three-fourths of the respondents were less than 25 years old, the analysis may not be generalizable to the whole population of sales personnel. Older salespeople may differ from their younger colleagues in attitudes, beliefs, behaviour, and attributes related to motivation and job satisfaction. Table 2Characteristics of the respondents Respondents' characteristics Number Percentages Male 91 59. 9% Female 61 40. 1% Gender Age 15–24 111 73% 25–35 34 22% 35–44 5 3. 3% 45 and above 2 1. 3% Malay 49 32. 2% Chinese 70 46% Indian 32 21. 3% 117 76. 3% 35 23. 7% Race Education Below Bachelor's degree Bachelor's degree and above (continued) 82 The mediating effect of love of money Table 2 (continued) Respondents' characteristics Number Percentages Years of Experience 0–5 years 121 79. 6% 6–10 years 25 16. 5% 6 3. 9% Below RM1000 57 37. 5% RM1000–2000 60 39. 5% RM2000 and above 35 23% 10 and above IncomeTable 3 presents the correlation matrix of the motivational factors and job satisfaction. Work itself (r = 0. 271) and recognition (r = 0. 055) correlated in a statistically significant manner with job satisfaction at the 0. 01 level, while only achievement (r = –0. 135) was significantly correlated to job satisfaction at the 0. 05 level. As far as hygiene factors are concerned, company policy (r = 0. 017), relationship with peers (r = 0. 381), money (r = 0. 383), and working conditions (r = 0. 376) were significantly and positively associated with satisfaction. Table 3 Correlation analysis Note: * Correlation is significant at the 0. 5 level (1-tailed); ** Correlation is significant at the 0. 01 level (1tailed) Regression analysis was conducted to determine the relationship between Herzberg's two-factor theory and job satisfaction in Malaysia. To assess whether the regressio n analysis suffers from multicollinearity, the variance inflation factor (VIF) was calculated. As indicated in Table 4, all VIF values are less than 5, indicating there is no multicollinearity problem in the model. The results suggested that 54% of the variance in job satisfaction in Malaysia could be explained by Herzberg's motivational and hygiene factors. The F-ratio of 14. 0 83 Tan Teck-Hong and Amna Waheed (p = 0. 00) indicated that the regression model of work motivation and satisfaction on the motivational variables assessed was statistically significant. The results also revealed that only four of the ten motivational variables were found to be significant in the Malaysian context. The analysis demonstrated that the most significant motivational variable of job satisfaction was the working condition s, indicating that salespeople value most the working environment provided by sales managers. Recognition was the second significant factor, followed by company policy, and the m oney factor.Of four main motivational variables of salespeople in Malaysia, only recognition was a significant motivator. The evidence is sufficient to conclude that hygiene factors are more effective than motivators in motivating salespeople in Malaysia. Table 4 Regression analysis (Dependent variable: Job Satisfaction) Motivational factors B Std. error t VIF AC .063 R .241* .113 .563 1. 758 .100 2. 416 1. 543 AD .039 .089 .440 1. 637 W .067 .088 .759 1. 601 G .019 .091 .215 1. 736 .215* P S RP RS M WC F .094 2. 283 2. 745 –. 060 .085 –. 702 2. 572 –. 059 .060 –. 984 1. 754 .073 –. 191 1. 574 .199** .073 2. 711 1. 03 .262** .091 2. 888 1. 555 –0. 14 14. 9 R2 .540 Adjusted R2 .504 Note: *significant at the 0. 05 level (1-tailed); ** significant at the 0. 01 level (1-tailed) Similarly, the problem of multi-collinearity was addressed before performing mediation analysis. Again, VIF values are less than 5 for the variables of money (M), love of money (LM), and pay satisfaction (PS). As shown in Table 4, money was one of the significant factors in motivating salespeople in terms of job satisfaction. However, there is a need to delve more deeply into the reasons that salespeople place such high importance on money.To provide a clearer picture of the role of salary, the general test for mediation was performed to examine whether there is a mediating variable affecting the relationship between the money factor and job satisfaction. As indicated in literature, the love of money 84 The mediating effect of love of money may explain why there is a strong relationship between money and job satisfaction. Based on Tang et al. (1992), pay satisfaction was used in this study to indicate job satisfaction. As pointed out by Lawler (1973), pay satisfaction usually influences the job satisfaction of workers.Following Baron and Kenny (1986), mediation analysis was used to assess whether the love of money mediates the relationship between m oney and pay satisfaction. The results in Table 5 show that money was significantly and positively related to pay satisfaction (significant at ;lt; 0. 01). The results of the regression test of money (predictor) on love of money (mediator) showed that money significantly correlated with love of money at the 0. 05 level. The results also showed that the effect of love of money (mediator) on pay satisfac tion (criterion) was significant at the 0. 05 level after controlling for the money variable (predictor).Finally, the effect of money (predictor) on pay satisfaction (criterion), controlling for the love of money (mediator), was also statistically significant. As a result, it is reasonable to believe that the love of money may explain why there is a relationship between the money factor and job satisfaction among salespeople in the retail sector. In this survey, salespeople who value money highly are satisfied with their salary and job when they receive a desired raise. Table 5 Testin g love of money (LM) as a mediator on the relationship between money (M) and pay satisfaction (PS) DV: PS DV: LM DV: PS w/o mediator) (w mediator) B M t B t B t 0. 510** 7. 234 0. 137* 2. 496 0. 168* 2. 042 0. 21** 2. 638 LM Note: *. significant at the 0. 05 level; ** significant at the 0. 01 level) DISCUSSION This paper examines what motivates sales personnel in the retail industry in Malaysia and examines their level of job satisfaction as a result of Herzberg ‘s hygiene factors and motivators. The first research question addresses whether motivators actually do lead to job satisfaction, as proclaimed by Herzberg in his study on sales personnel in Malaysia, and addresses whether hygiene factors contribute to job satisfaction. 5 Tan Teck-Hong and Amna Waheed The results obtained reveal that only four of the 11 determinants are found to be significant in the context of Malaysian retail workers. Contrary to the finding of Herzberg (1966), the analysis demonstrates that the stro ngest motivation factor with the highest significance level on job satisfaction in the women's clothing store was the working conditions, which is a hygiene factor. It was observed that retail outlets in the surveyed mall are air-conditioned and have music playing and that salespeople deem the stores to be comfortable.In line with the findings of Winer and Schiff (1980) and Lucas (1985), recognition, company policy, and the money factor seem to be important factors in motivating sales personnel in this survey. Of four significant factors, only recognition is a motivator as defined by Herzberg's two-factor theory. Therefore, it is observed that hygiene factors dominate the motivators in terms of job satisfaction among sales personnel in Malaysia. This observation is supported by Islam and Is mail (2008).They say that compared with American workers, Malaysian workers are generally more concerned about hygiene factors (money and working conditions) than about motivators (full appreciat ion of work done). Similar findings are also reported in Bangkok (Sithiphand, 1983) and Yemen (Al-Mekhlafie, 1991). This study observes the importance of money in the lives of sales personnel. The second research question examines whether the love of money mediates the relationship between money and pay satisfaction among employees in the retail sector. Similar to the findings of Tang et al. 2004), the love of money appears to be identified as a mediator influencing the relationship between money and job satisfaction. Sales personnel generally are not the highest paid people in Malaysia, and they may experience pay compression even if they have been in service for a long time. CONCLUSIONS AND RECOMMENDATIONS Salespeople in Malaysia place greater emphasis on hygiene factors than motivators, namely working conditions, money and company policy. Among the motivators defined by Herzberg, only one – recognition – was found to be significant in this survey.The study also foun d that the love of money has a mediating effect on the relationship between money and job satisfaction. These findings suggest that any retail organization in Malaysia preparing a reward scheme may need to consider the four motivational factors of working conditions, recognition, company policy, and money and emphasize them over other motivational factors. Those four factors can be used to help improve job satisfaction, productivity and performance of salespeople.The main implication of this study is that sales managers and supervisors need to keep salespeople happy and take care of workers' concerns and needs. Satisfied 86 The mediating effect of love of money salespeople will talk about how great their j ob is and they will perform better in their jobs. That will result in retailers making higher profits due to customer satisfaction. Additionally, if retailers improve working conditions, employee turnover will be lower, which, in turn, will reduce the considerable costs that retai lers incur in training new salespeople.The importance of money to salespeople in the Malaysian retail sector is clearly shown in this study. Sales managers and supervisors should consider: 1. Providing salespeople with a flexible working schedule 2. Linking the performance of salespeople with the appropriate monetary rewards and incentives 3. Providing salespeople with opportunities to grow in their job In addition, the morale of salespeople can be improved if company policy toward salespeople is productive. A good policy can exert significant influence on how salespeople perform their jobs.For example, a company needs to build a strong sales culture as the first step to improving performance. Without the right sales culture, sales managers will not build a powerful sales force. In many smaller retail companies, the sales leader does not know how to build a sales force and relies heavily on hiring experienced salespeople in the hope that they will build the company. In mid-size and large-size retailers, the typical culture is â€Å"nothing matters but results†. Most of these sales managers want results but they do not adequately train or motivate the salespeople.If a company develops a strong sales culture, sales leaders and salespeople can work together successfully to achieve the company's goals. The results discussed here indicate that workers can be concurrently intrinsically and extrinsically motivated. With that in mind, managers should use a mixture of methods – including monetary rewards, praise and recognition – to effectively motivate workers and promote job satisfaction. LIMITATIONS AND FUTURE RESEARCH Given the scarcity of empirical studies on the Malaysian retailing industry, there is a need to undertake more research addressing the motivations of sales personnel.Although quantitative research was used in this study, it is believed that qualitative research would be beneficial in helping to enhance our understanding of how sal espeople are motivated. Observing employee behaviour and interviewing employees can enable researchers to gain insight that typically is difficult to acquire through quantitative analysis. The findings obtained from the questionnaire administered in this study are limited by the perceptions and opinions of the respondents. It is assumed that the respondents have answered the questions accurately and honestly. The findings 87Tan Teck-Hong and Amna Waheed apply only to sales personnel in Bandar Sunway in Selangor. This means that the results may not be generalizable to other regions in Malaysia. Future research needs to obtain information relating to sales personnel in other regions of Malaysia to permit a comparison of perceptions and expectations from salespeople throughout Malaysia. Additionally, further research could include a study comparing job satisfaction levels of salespeople in Malaysia and other countries. Another concern is that the questionnaires used in this study were available only in English.Although the respondents could understand English, it is recommended that in the future the questionnaire be translated into Malay, Chinese and Tamil to minimize the risks of misunderstanding and misinterpretation that might influence the results. It also must be noted that the research focuses only on Herzberg's theory. 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APPENDICES Appendix A Measurement scales of the study Factor Questions Motivators Achievement I am proud to work in this company because it recognizes my achievements I feel satisfied with my job because it gives me feeling of accomplishment I feel I have contributed towards my company in a positive manner Advancement I will choose career advancement rather than moneta ry incentives My job allows me to learn new skills for career advancement Work itself My work is thrilling and I have a lot of variety in tasks that I do I am empowered enough to do my jobMy job is challenging and exciting Recognition I feel appreciated when I achieve or complete a task My manager always thanks me for a job well done I receive adequate recognition for doing my job well Growth I am proud to work in my company because I feel I have grown as a person My job allows me to grow and develop as a person My job allows me to improve my experience, skills and performance Hygiene Factors Company policy The attitude of the administration is very accommodative in my company I am proud to work for this company because the company policy is favourable for its workersI completely understand the mission of my company (continued) 92 The mediating effect of love of money (continued) Factor Relationship with peers Questions It is easy to get along with my colleagues My colleagues are he lpful and friendly Colleagues are important to me Work security I believe safe working at my workplace I believe my job is secure My workplace is located in an area where I feel comfortable Relationship with supervisor I feel my performance has improved because of the support from my supervisor I feel satisfied at work because of my relationship with my supervis or My supervisors are strong and trustworthy leadersMoney I am encouraged to work harder because of my salary I believe my salary is fair Working conditions I feel satisfied because of the comfort I am provided at work Job Satisfaction I am satisfied with my job I am proud to work for my company because of the pleasant working conditions I am happy with the way my colleagues and superiors treat me I am satisfied with what I achieve at work I feel good at work Love of Money Money reinforces me to work harder I am motivated to work hard for money Money reflects my accomplishments Money is how we compare each otherMoney is a sy mbol of success for me Money reinforces me to work with more enthusiasm and vigor Money is attractive Money is an important factor in our lives Pay Satisfaction I am satisfied with my pay The pay I receive is appropriate for the work I do My pay is high in comparison to my colleagues pay for doing a similar job 93 Tan Teck-Hong and Amna Waheed Appendix B Conceptual Model Advancement Work Itself Achievement Recognition Job/Pay Safisfaction Working Condition Growth Love of Money Policy Peer Relationship Work Security Supervisor Relationship Money 94

Figure of Speech and Ancient Greece Essay

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Police Corruption Essay Example for Free

Police Corruption Essay Corruption is a complex problem having its roots and ramifications in society as a whole. Corruption is defined as â€Å"improper or selfish exercise of power and influence attached to a public office or to a special position one occupies in public life† Definition of corruption is sufficiently broad to include a range of such activities: â€Å"A public official is corrupt if he accepts money or money’s worth for doing something he is under a duty to do anyway, that he is under a duty not to do, or to exercise a legitimate discretion for improper reasons.† [McMullan (1961: 183-4)]    Punch (1985) broadens this definition in two ways. He defines corruption as occurring: â€Å"When an official receives or is promised significant advantage or reward (personal, group or organizational) for doing something that he is under a duty to do anyway, that he is under a duty not to do, for exercising a legitimate discretion for improper reasons, and for employing illegal means to achieve approved goals.† Punch has broaden the definition in the way that corruption is not always individual it can be in group or organizational and sometimes it also involves illegal means to achieve the goals.   Corruption in one form or other has always existed in the country. The Bofors, HDW Submarine deal, Airbus deal, ABB Loco deal, Jain Hawala Racket, Sugar scam, Security scam, Urea scam, Fodder scam, etc., are a few example of corruption in various departments. The tentacles of corruption have spread to the system of governance –from civil-political-military. Thus no institution can claim itself to be free from corruption. It has now become the part of life and is a problem that has and will continue to affect us all, whether we are civilians or law enforcement officers.   Unlike the other executive wings of the government, the police,  Ã‚  Ã‚   which have maximum visibility in the society, are a pet theme for such corruption. In police, corruption is usually viewed as the misuse of authority by a police officer while in duty to fulfil personal needs or wants. Few facts about police corruption: It is: Pervasive – corrupt practices are found in some form in a great many police agencies in all societies; A continuing problem – there is evidence of corrupt practices from all stages of police history; Not simply a problem of the lower ranks – corruption has been found at all levels of the police organization; Not simply financial: activities (including ‘process’ activities) extending beyond bribery and extortion have been found. 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They give their visible, uniformed, 24-hour presence on the streets and their crucial involvement in social intervention and law enforcement. If they are corrupt, then the citizens will lose their confidence in them. Police corruption is not an individual aberration it can takes place from patrol to chief and can be generated by the organization itself. Corruption within police departments falls into 2 basic categories, which are external corruption and internal corruption. External corruption: It involves the relation of police with the public and can involve one or more of the following activities: Payoffs to police: By essentially non-criminal elements who fail to comply with stringent statutes or city ordinances; (for example, individuals who repeatedly violate traffic laws). By individuals who continually violate the law as a method of making money (for example, prostitutes, narcotics addicts and pushers, professional burglars). 2) Clean Graft where money or courtesy discounts or gratitude is paid to police for services. Internal corruption: It is the relationship between various officers within the police department. Police corruption comes in various shapes and sizes from the major drug trafficking and money laundering to looking the other way on minor everyday violations of the law. The typology of police corruption given by Roebuck and Barker (1974) has eight categories, to which Punch (1985) has added a ninth one (Table I). TABLE I Types and dimensions of police corruption. Types   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Dimensions 1.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Corruption of authority  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚              2.   ‘Kickbacks’  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3. Opportunistic theft      Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   4. ‘Shakedowns’         Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   5. Protection of illegal activities      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   6. ‘The fix’      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   7. Direct criminal activities         Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   8. Internal payoffs      Ã‚  Ã‚  Ã‚  Ã‚   9. ‘Flaking’ or ‘padding’  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When officers receive some form of material gain by virtue of their position without violating the law per se (e.g. free drinks, meals, services) Receipt of goods, services or money for referring business to particular individuals or companies Stealing from arrestees (‘rolling’), from traffic accident victims, crime victims and the bodies or property of dead citizens Acceptance of a bribe for not following through a criminal violation – not making an arrest, filing a complaint or impounding property Police protection of those engaged in illegal activities (prostitution, drugs, pornography) enabling the business to continue to operate Undermining of criminal investigations or proceedings, or the ‘losing’ of traffic tickets A police officer commits a crime against person or property for personal gain ‘in clear violation’ of both departmental norms and criminal law Prerogatives available to police officers (holidays, shift allocations, promotion) are bought, bartered and sold Planting of or adding to evidence (particularly but not exclusively in drugs cases; Punch 1985)    Causes of the police corruption: To find out the causes of police corruption one has to focus on the nature and the kind of police work. One of the old explanation suggests that corruption is the product of â€Å"Bad Apple† i.e. corruption is due to few number of police officers who are quite unrepresentative of the wider standards exhibited by the organization. Factors of police corruption: Constant factors Variable factors Constant factors include the following: Discretion: The exercise of discretion is argued to have both legitimate and illegitimate bases. Low managerial visibility A police officer’s actions are often low in visibility as far as line management is concerned. Low public visibility Much of what police officers do is not witnessed by members of the public. Peer group secrecy ‘Police culture’ is characterized by a high degree of internal solidarity and secrecy. Managerial secrecy Police managers have generally worked themselves up from the ‘beat’ and share many of the values held by those they manage. Status problems Police officers are sometimes said to be poorly paid relative to their powers. Association with lawbreakers: Police officers inevitably come into contact with a wide variety of people who have an interest in police not doing what they have a duty to do. Variable factors Community structure: Refers to the degree of ‘anomie’, the political ‘ethos’, and the extent of culture conflict. Organizational characteristics: Levels of bureaucracy, integrity of leadership, solidarity of work subcultures, moral career stages of police officers, and the perception of legitimate opportunities. Legal opportunities for corruption: Moral: so-called ‘victimless crimes’ (Schur, 1965) associated with the policing of ‘vice’. Regulative: the exploitation of minor or trivial regulations such as those associated with construction, traffic and licensing. Corruption controls: How the guardians are themselves ‘guarded’. Social organization of corruption: Two basic forms: ‘arrangements’ and ‘events’. ‘Moral cynicism’: Association with lawbreakers and contact with temptation is inevitable in police work, inclining officers towards moral cynicism. Corruption control and Prevention: Basically controlling corruption is the only way that we can really limit corruption, because corruption is the by-product of the individual police officer, societal views, and, police environmental factors. Therefore control must come from not only the police department, but also must require the assistance and support of the community members. Controlling corruption from the departmental level requires a strong leadership organization, because corruption can take place anywhere from the patrol officer to the chief. Various strategies can be followed to control corruption viz., : Human resource management: It includes amendment of the existing system, training and implementation of new procedures.   Anti-corruption policies: Includes policies that would codify the standards of behavior of staff and outline the general parameters of the organization’s response to the problem. Internal controls: Emphasizes on detection and punishment of the wrong doings. External environment and external controls: Involves the attempt to encourage the public to be more vigilant and more willing to report suspicions of corruption. Although the police department have to solve the problem of corruption on their own still some support and assistance from local community is required. Public should be given knowledge regarding the negative effects of corruption on their police agency. They should be taught even ‘gratitude’ i.e. the most basic and common form of police corruption acts as a catalyst for more and future corruption. Earlier we use to think that corruption is a temporary, exceptional ‘problem’ which can be removed by ‘surgical’ treatment, as if it was a malignant cancer, to restore an otherwise healthy agency (the ‘bad apple’ metaphor), but now things have shifted to see corruption as   universal and as forming a permanent concern. All measures to control corruption have to take place in presence of sound leadership, sufficient resources and a battery of measures that should all be reinforcing the same mission and message. Thus it is the healthy leadership which is important and a focus on front-line supervision over the essential primary processes at the base of the organization is required. The police organization deals with people in trouble and people who cause trouble thus its cutting-edge is formed by uniformed officers and detectives in situations of low visibility. There has to be a persistent, patient emphasis on integrity and professional standards and on pushing the message that a corrupt policeman is a criminal, that he or she lets down colleagues and the profession, and that ‘noble-cause’ corruption is self-defeating. This is because, when it is exposed, it makes it more difficult to secure convictions and makes police methods suspect (Rose 1996). Vigilance and realism must be the watchwords of the police administrator seeking to control corruption. The emphasis, then, is on pride, professionalism, standards of competence and performance, legitimacy and of gaining and retaining confidence. Conclusion: To curb the widespread social evil, called corruption the efforts will have to come from both the police and the civil society. Society members should be educated about the negative effects of corruption within the police force and its long term disadvantages. For controlling corruption the police department requires an organization lead by people of strong character and who have good leadership qualities. The departmental goal should be well defined and should be pursued earnestly. According to today’s situation there is more urgent need to address basic issues like improving the working conditions of the police persons, inhumanly long working hours, the inadequate police-population ratio, a pay structure which is not proportional to the work allocated and, the disproportionately low budget for meeting the day to day expenses. All these are some major factors which are responsible for contributing to the image of the Police Force as insensitive and a corrupt organization. As long as citizens are willing to go along with corrupt police officers, just for the reason to obtain favors, there is no way in which corruption can be curbed . Some effective steps should be taken to make the picture cleaner and corruption free for the future generation. Thus one should not perceive corruption and other forms of police misconducts as individual aberrations of an incidental character that can be effectively banished by temporary, repressive measures. Reform of the police is the part of the reform of the society. It is important to focus on corruption control and to open our eyes to other insidious forms of police misconduct and even serious police crime. References: Punch Maurice (2000), Police Corruption And Its Prevention: European Journal on Criminal Policy and Research 8: 301–324. Newburn Tim, Understanding and Preventing Police Corruption:Lessons from the Literature; Research, Development and Statistics Directorate 50 Queen Anne’s Gate London SW1H 9AT. Bracey, D. H. (1992) ‘Police corruption and community relations: Community policing’ in Police Studis Vol 15 No 4, 179-183. Sayed, T. and Bruce, D. (1998a) ‘Police corruption: Towards a working definition’ in African Security Review Vol 7 No 1, 3-14. Thomas KV (2004), Corruption in Indian Police. Holloway Brandon(2002),Police Corruption (2002, November).   Police brutality, the copcrimes homepage for law enforcement and government corruption. Available: http://www.copcrimes.com/homepage.html

Summer Assignment Essay Example for Free

Summer Assignment Essay IB AP European History Summer Assignment Prerequisite for the AP European History class After doing research on Medieval Europe, address the following questions in essay format. Your research can come through books, the internet and Gateway’s databases (Gale) that you would find under Electronic Resources on our webpage. Cite where you’re getting your information from. The response for each set of questions should be 300 words in length and should be hand written. Essays will be turned in on the first day of school. Late papers will not be accepted. Your grade will be based upon completion of the assignment, thorough answer to each question asked and your ability to follow directions. Your responses must be hand written in blue or black ink. 1. What were the causes and effects of the Black Death for Europe? Include in your discussion how the Black Death spread. 2. What were the causes and effects of the Hundred Years War for England and France? Include Joan of Arc in your discussion. 3. What were the causes and effects of the Great Schism on the Catholic Church and Europe? Include conciliarism in your discussion. 4. What were Dante’s, Petrarch’s, Boccaccio’s and Chaucer’s contributions to Medieval Europe’s literature? Include in your discussion their works and the effects on society. 5. How did the Holy Roman Empire contrast with the English and French monarchies in Medieval Europe? Include in your discussion Edward III, Charles V and the Great Council. 6. How was Italy fragmented in the 14th Century? Include in your discussion the republics, kingdom, duchy and Papal States that constituted Italy in the 1300s.

PESTEL Analysis of Nokia

PESTEL Analysis of Nokia Business is all about improving, adjusting and surviving and companies face with diverse environment which is beyond the control of the business such as Political, Economic, Social, Technological, Environmental and Legal, which is changing rapidly, rather than being rigid. It is very important for business organizations to be sensitive and aware of its business environment in which it operates. Business environment refers to those factors and variables that can influence and affect operation of a business organization. For instance, Nokia is one of the successful mobile phone companies that was affected by the technological environment and have experienced a significant fiasco. Big market leaders such as Apple and Android crushed Nokia, however it was recognized that Nokia is adaptive company and they try their force in another field. But all Nokia’s efforts to adapt wasn’t so powerful, so company fail in adaptation process. This example may show how Nokia encountered with technological environment and made effort to adapt that challenge. So in this essay I am going to write about PESTLE analysis which could show diverse external effects on business and for the better understanding here is video about PESTEL analysis[1]. PESTEL analysis Francis J. Aguilar: In 1967, there was a mention of Aguilar in Scanning the Business Environment, where he discussed the environmental factors affecting a business. He gave them the acronym ETPS to indicate the Economic, Technical, Political, and Social factors. PESTEL analysis is a simple and effective tool used in situation analysis to identify the key external (macro environment level) forces that might affect an organization. These forces can create both opportunities and threats for an organization. According to the research three main and essential business environments Political, Technological, and Environmental that managers should pay attention and adjust to them. The political environment could change as a result of the actions and policies of governments at all levels, from the local level to the federal level. It is becoming very important issue, which includes globalization and creates a risk. Businesses need to be prepared to deal with the fallouts of government politics. As for example, aviation industry have been affected by Political environment, Malaysia airlines flight MH17 have been crashed in Ukraine with 298 passengers and crew. It is the second accident that happened after MH 370, which went missing. Day of the vision of accident Boeing 777 presented the Defense Ministry of Russia there have led a number of arguments in favor of the version that the plane was shot down by a Ukrainian military. According to the Office, Boeing, while over the Donetsk region, has deviated from the corridor of the airway and was at 14 km to the north. Further, flying past Gorlovka liner tried to return to the route, but the boundaries of his airway did not have time to get, and was crashed of its limits. Ukraine nowadays has political issues and civil war, and this all circumstances has impact on aviation industry in Malaysia, MH370s disappearance had a dramatic impact on its first-quarter results, with cancelled bookings helping push the company to a loss of 443 million ringgit (US$140 million). State fund Khazanah Nasional, which holds the airlines purse strings, said in June it would announce a plan to revive the carrier within six to 12 months. Malaysia Airlines had already raked in losses amounting to US$1.3 billion over the previous three years. So all this political games may arouse risk for aviation industry and bring considerable material losses. All in all, technology has always been and continues to be the greatest change agent of our civilization. And technology is leading the most important revolution in business. It is changing at a fast pace and it ´s creating new trends in the marketplace. (Australian authorities have demanded an explanation about the Russian plane crash in Ukraine, 2014) According to Harvard Business Review 3D printers will change the world and business as well. 3D printer machine that produces objects of any shape, on the spot and as needed, really is ushering in a new era. Goods will be infinitely more customized, because altering them won’t require retooling, only tweaking the instructions in the software. Creativity in meeting individuals’ needs will come to the fore, just as quality control did in the age of rolling out sameness. These first-order implications will cause businesses all along the supply, manufacturing, and retailing chains to rethink their strategies and operations. And a second-order implication will have even greater impact. As 3-D printing takes hold, the factors that have made China the workshop of the world will lose much of their force. China has grabbed outsourced-manufacturing contracts from every mature economy by pushing the mass-manufacturing model to its limit. It not only aggregates enough demand to cre ate unprecedented efficiencies of scale but also minimizes a key cost: labor. China will have to give up on being the mass-manufacturing powerhouse of the world. This new technology will change again how the business leans. (3D Printers Will Soon Change The World, If Its Not Strangled In A Lawyered Up World, 2014). Another factor as Environmental may affect to business and research shows that the environmental impact of doing business costs the global economy $4.7 trillion a year. For example, severe floods in Australia in 2010 to 2011 resulted in more than $350 million in claims to re-insurer Munich Re, which contributed to a 38 percent quarterly drop in profit for the company. The same period of extreme weather in Australia contributed to a loss of $245 million. Furthermore water is one of the consequential environmental factor that impacts on business. Water management is of critical concern to business, from access issues that disrupt production, to tightening legislation over water quality and increasing costs associated with allocations. In a recent interview with theFinancial Times, Nestlà © Chairman Peter Brabeck suggested water access and management now comprise a more urgent concern for contemporary business even than climate change, which gains so much political attention. So, above mentioned macro environmental factors that is modifying swiftly will invent influences that could bring success or fail and different companies went over it in their own strategy. There is examples of case studies, such as Amway in China, Jessop’s photographic retailer. Following to the article in Harvard Business Review, the president of Amway Company Doug DeVos is reinventing the business to succeed in China. One of the biggest lessons that the company learned that as they have grown around the world is that a true understanding of the market- place, including culture, the economics, the politics, and the people, is essential. Amway entered Asia in 1974, with the opening of Hong Kong and by 1998 China was a $200 million operation and growing fast. However, Chinese government was becoming unhappy with the actions of some direct sellers. Issues related to product quality, reliability, and our trust were rampant. Chinese officials needed to protect consumers and to put a stop to unethical practices. But the action government pursued was extreme: outlawing direct selling and punishing legitimate as well as unethical sellers. And now it appeared that Amway could be put out of business, despite their commitment to and investment to China operation. Howe ver Amway started to change operations to accommodate Chine’s new regulations. Company created a physical stores, something that they had never done before. That meant selling products to people who came in off the street again not their usual way of doing business. Typically when Amway enters to a new country, they import products from United States. But for China they manufacture goods there, so company have changed their entire distributer compensation system. Also Amway couldn’t rely on word-of-mouth that drives direct sales, choosing to do brand advertising. In short they had to overhaul nearly everything. In 2005 legislation was passed that would allow Amway to return to direct sales business model. Company received new license to do business in China in 2006. And today China is largest market, with more than $4 billion in annual sales. From this we could recognize that Chinese political environment create risk and changed business structure. (â€Å"Amwayâ€℠¢s president on reinventing the business to succeed in China†, 2014, p. 41-45). Second, the company is the UK’s premier photographic retailer operating from over 200 stores around the UK. The photography and imaging business has experienced considerable change in recent years. Technology has beenat the front of this change. New digital cameras and digital media enable ordinary people to take high-quality photographs. These images can be quickly edited and altered. The digital camera market has expanded quickly as a result. For example, as more mobile phones come fitted with good quality built-in cameras, sales in standalone digital cameras have begun to fall. The development of the internet is also having an impact on the market. More customers are using the internet for shopping. Increasingly, people use social media to share images online on sites such as Facebook and Flicker. Many people upload images from their mobile phones onto a social media site. By consuming and sharing images in this way, there is less demand for print copies. Sales of digital p rints are declining by 10% a year. Following to case study there some technological solutions that company has done: Jessop’s have come up with technological solutions in response to these changes. The company is responding by providing products and services that reflect the way that customers take, use and distribute photos: Customers are now able to print images taken from social media or other websites. These images can be printed in a variety of sizes and shapes. They can be compiled in photo books. Selected images can be printed on canvas, acrylic and aluminum. Customers can incorporate their images in gifts such as calendars, posters and greetings cards. Jessop’s has an integrated service for images created on mobile phones and loaded onto social media sites. These developments, alongside a wider range of products, improved online functionality and consumer finance with an instant decision, have resulted in rapid growth of Jessop’s’ online business. In fact, its .com business has trebled in size over the last 3 years. By using wide-format printers, customers will be able to have wall art printed on site within the hour. New kiosk technology will enable customers to convert old videos and films to digital formats, with results saved to Blu-ray Disc or DVD. Finally, company abided technological environment and tried to stay in market. In conclusion, market leaders and new organizations strive to build a strong and sustainable strategy which could yield prosper to their internal environment of business. While they should take into account external environment which is unpredictable and could ruin company’s future or establish benefit to new level of development. [1] See video clip 1 at CD attached at the back

Holdens Fear in The Catchter in the Rye :: essays research papers

In The Catcher in the Rye Holden fears growing up he will get uncomfortable when talking about adult situations, he would avoid seeing people just to avoid an adult predicament. Whether it will be a confrontation with his sister, or talking about a racy book with an adult he always seems to get timid. He is not quite yet ready for adulthood. This is something he needs to get ready for soon. He is 16 going on 17 and before he knows it he will be a grown up and will have to support himself and have a steady job. That involves communication. Holden will do absurd things just to avoid an uncomfortable situation even if it is his own sister whom he trusts more than anyone else. He searches for most of his afternoon for his sister and finally tracks her down. He has not seen her in a long time and he will have to tell her that he had gotten kicked out of Pency. Fearing what she might think or say, putting Holden in an uncomfortable position, made Holden leave when he could have been a little late for his date with Sally Hayes. Sally would have been reasonable if he was not there on time for seeing his sister whom Holden has not seen since he left for school. You do not just spend all afternoon searching for someone or something and once you find them or it leave, it just does not make any sense. Holden is becoming a man and the thought of sex should not scare him. He should be able to uphold conversations with them, even if the topic is racy. You both are grownups and it is human nature, it is natural and it is nothing to feel embarrassed or ashamed to talk about. While he is at the train station talking to the nuns about the play Romeo and Juliet he gets real uncomfortable. He said ?It feels weird talking to nuns about a book that gets pretty sexy at points.? Holden is now a young adult and should be able to talk about a book that contains that. The sexy parts we not even a part of the conversation just the thought of the book made him uneasy. He really likes to avoid discussions that contain sex. Holden truly fears growing up he would be close to someone he loves and just leave because he is afraid.

The State of Revolutionary Ideology in Modern-day China Essay -- Revol

The State of Revolutionary Ideology in Modern-day China Over the course of history, many violent revolutions have brought forth new leaders and new ideas. They came in a great many forms and in response to a variety of circumstances. However, the Communist Revolution in China remains perhaps the greatest recent example. Not only because it took more than two decades to complete, but also because there was an attempt to institutionalize revolution after some initial changes to build state infrastructure. China is an incredibly complex entity with a history approximately 22 times longer than the United States and is as far culturally from the West as it is geographically. Particularly in contrast to the Western acceptance of dissent, has been a long-standing institution of Confucian principles. When oversimplified, Confucian principles mean that children submit to their parents, wives submit to husbands, and citizens obey the state. To disagree with a superior in China is risky business, because ultimately the most important thing is to maintain good appearances. With such a strong emphasis on hierarchy and submission to authorities it is surprising that a revolution in China ever occurred. Part of what I wish to examine were the circumstances in which revolution took place, considering that the 20th century witnessed two Chinese revolutions, the first ending the long dynastic tradition in 1911. I also wish to examine the attempt to institutionalize revolution during the early part of the PeopleÂ’s Republic of China, the PRC, most notable during the Cultural Revolution, as well as look at the popular movement for democracy during the decade following the Cultural Revolution. What appears from the history of the PRC is the... ...year that is based on files released by the CCP, describes the ideas of China's top seven leaders. They do not promote Mao Zedong thought, nor do they push for democracy and human rights. They are technocratic and believe in modernizing China with a strong authoritarian fist. What appears through the various strands of recent Chinese history, be it related to overpopulation, state repression, or economic satiation, is a populace that is currently unprepared and uninterested in pursuing any form of revolution. The change in mindset from Mao to today's leaders marks a distinct transformation from revolutionary ideology as a necessary and vital component within political life to a harmful and disruptive force. Unless a cataclysmic event rocks the political climate or an economic catastrophe occurs, it is unlikely that China will see another revolution any time soon.