Swot Analysis - 1856 Words

MAPUA INSTITUTE OF TECHONLOGY MARKETING COMMUNICATIONS PLAN (NESTLE KOKO KRUNCH) DRAFT I – THE INDUSTRY BONGALOS, ALEXIS S. ROJO, JOHN EMMANUEL S. EMG 111 – B1 PROF. MARVIN I. NORONA I. THE INDUSTRY A. Industry Definition: Nestlà © Koko Crunch is in the Food Processing Industry. This is where the set of methods and techniques used to transform raw ingredients such as goodness of whole grain and it provides eight essential minerals, plus iron and calcium into food to the consumption by humans. In the Koko Crunch it is a food processed with typical refined grains, like white rice and plain white bread, strip out the other parts of the grain. It uses these to produce attractive, marketable and often long shelf-life food products.†¦show more content†¦3. Porter’s 5-Forces Model of Competition Porter’s Five Forces Analysis Competitive Force Magnitude of Force Conclusion Intensive of Rivalry Relatively strong Reduces profit potential of the industry. Supplier Power Moderately strong Increase profit potential of the industry. Buyer Power Relatively strong Reduces profit potential of the industry. Threat of Substitutes Moderately strong Reduces profit potential of the industry. Threat of New Entrants Relatively Weak Somehow increase profit potential of the industry. Overall Conclusions Most of the forces are moderately strong, which stables the profit potential of the industry. a) Intensive of Rivalry: †¢ A lot of Company in the food processing industry also offers cereal products. E.g. Cinnamon Crunch Crispix – Kelloggs, Choco Crunch – Quaker Oats, Oatmeal Crisp – General Mills etc. b) Supplier Power: †¢ Nestlà © Koko Crunch has its wide coverage in terms of its supplies. It is in all supermarkets. c) Buyer Power: †¢ This cereal is for all ages but this requires teeth to eat. This is best for kids and teenagers because they love the taste and good for the adults because it has calcium. d) Threat of Substitutes: †¢ Koko Crunch has its leveling price. That is why; there are a lot of substitutes that can be bought by the customers. e) Threat of New Entrants: †¢ A new product of some other industries is not really a threat. Some customers are afraid to taste such new products for they are not sure if the taste is good.Show MoreRelatedSwot Analysis Of Swot And Swot Analysis738 Words   |  3 Pagesknown as SWOT analysis. The SWOT analysis is business analysis method that business can use for each of its department when deciding on the most perfect way to increase their business and future growth. This procedure identifies the internal and external strengths, weaknesses, opportunities and threats that are in the markets. SWOT analysis helps you decide your position against your competitors, identifies best future opportunities, and highlight current and future threats. SWOT analysis is an acronymRead MoreSwot Analysis Of Swot Analysis : Swot1223 Words   |  5 PagesOnStar – SWOT Analysis To help OnStar determine if home monitoring services should be added to its list of products and services, a SWOT analysis should be completed. A SWOT analysis is a situation analysis or tool used to identify the strengths, weaknesses, opportunities and threats of an organization (SWOT Analysis Definition | Investopedia, 2005). Thus, it is a basic straightforward model that determines what an organization, like OnStar, can and cannot do, as well as determines its opportunitiesRead MoreSwot Analysis Of Swot Analysis : Swot911 Words   |  4 Pages SWOT Analysis In the article â€Å"SWOT analysis† Harmon (2015) offered a definition for SWOT analysis, the purpose of the SWOT analysis, the advantages of performing a SWOT analysis, and outlined and discussed the four components of the SWOT analysis. SWOT analysis is a planning and brainstorming tool that helps people evaluate an idea or project for a business or formulate a business plan (Harmon, 2015). It should be noted that SWOT analysis is an acronym for Strengths, Weaknesses, OpportunitiesRead MoreSwot Analysis : Swot And Swot1081 Words   |  5 PagesSWOT Analysis: A SWOT analysis (SWOT matrix) first used by Stanford Research Institute during 1960-1970 and it was presented by Mr. Albert S. Humphrey a American business and management consultant by using data from fortune 500 companies. We can succeed in our life if we use our talents to our full extent. Similarly, we‘ll have some problems if we know our weakness are, and if we manage these weaknesses so that we don’t matter in the work we do. To understand more about our self and our externalRead MoreSwot Analysis : A Swot1708 Words   |  7 Pages A SWOT analysis is â€Å"a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture.†(en.wikipedia.org/wiki/SWOT analysis, 03/11/14). A swot analysis can also be used to examine a person’s attributes. The strengths and weaknesses usually are internal factors whereas threats and opportunities are mainly external. Advantage Disadvantage Internal Strengths 1. Self-motivated 2. I am organised; accurate and pay attentionRead MoreSwot Analysis : Swot And Swot2320 Words   |  10 PagesSWOT analysis focuses on the internal factors which are the company’s strengths and weaknesses as well as the external factors which are the opportunities and threats which are gained from situational analysis, which focuses on summarizing all the pertinent information acquired about the key three environments of internal, customer, and external (Ferrell Hartline, 2014, p. 39). A SWOT analysis further gives a company precise advantages and disadvantages in satisfying the needs of its selectedRead MoreSwot Analysis : A Swot852 Words   |  4 PagesStrength, weaknesses, opportunities and threats, commonly known as a SWOT analysis is used by businesses. Organizations use the SWOT analysis technique to figure out and understand their areas of strong suits (strengths), their inevitable flaws (weaknesses), prospects that the organization could look into (opportunities) a nd things that pose as intimidations to the organization (threats). There are many obstacles to overcome when it comes to international expansion. Obstacles such as; language andRead MoreSwot Analysis : Swot And Swot1957 Words   |  8 PagesSWOT analysis focuses on the internal factors which are the company’s strengths and weaknesses as well as the external factors which are the opportunities and threats which are gained from situational analysis which focuses on summarizing all the pertinent information acquired about the key three environments of internal, customer, and external (Ferrell Hartline, 2014, p. 39). A SWOT analysis further gives a company precise advantages and disadvantages in satisfying the needs of its selected marketsRead MoreSwot Analysis : The Swot1215 Words   |  5 PagesThe SWOT analysis was originally introduced by Andrews Christiansen, Guth and Learned in 1969 and its basic organizing principles have remained largely unchanged in the field of str ategic management. [BADEN-FULLER, C. H. A. R. L. E. S., STOPFORD, J. (2002). The Firm Matters More than the Industry. Strategy for Business: A Reader, 123.] It is a systematic framework which helps managers to develop their business strategies by appraising their internal and external determinants of their organization’sRead MoreSwot Analysis : The Swot1888 Words   |  8 PagesThe SWOT analysis, a strategic planning tool was developed by Albert Humphrey in the 1960’s and 1970’s. Albert is said to have come up with this strategic planning tool through the use of data the Fortune 500 companies in the United States of America at that time (Lancaster Massingham, 2011). A SWOT analysis determines the strengths, weaknesses, opportunities and threats, which are a relevant part of any organization especially the ones that get involved in new ventures. This tool assists the users

Performance Appraisals and Motivation Theories - Free Essay Example

Sample details Pages: 14 Words: 4201 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? This chapter served as the groundwork for the development of this study. An overview of the extensive historical research on related topics is provided. The literature review is divided into two categories where the first dwells on literatures pertaining on the subject of Performance Appraisals and the second category focuses on motivation theories and their relevance in the Performance Appraisal System. 2.2 Performance Appraisal System 2.2.1 Meaning of Performance: Different authors have differing ideas about what performance actually is. Lebas (1995) defines performance as undertaking a particular action to successfully complete set goals, taking into consideration the given time frame and constraints of the performer and the situation. On the other hand, performance can be demarcated by comparing actual results attained to results that were expected (Dess and Robinson, 1984). According to Brumbrach (1988, cited in Armstrong, 2000): Performance means both behaviours and results. Behaviours emanate from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviours are also outcomes in their own right the product of mental and physical effort applied to tasks and can be judged apart from results.  [1] The above definition considers performance to be involving both the actions taken during the process in attempting to achieve goals and outputs obtained as a result of the effort put. Don’t waste time! Our writers will create an original "Performance Appraisals and Motivation Theories" essay for you Create order 2.2.2 Performance Management System (PMS) Following the definition of performance given by Brumbrach, Armstrong (2000) highlights the importance and need for superiors to manage employees performance. To determine if performance has been succeeded, techniques have to be developed to appraise the accomplishments. Performance Management (PM) is one of the ways to manage workers performance today in many organisations. Noe et al (2006) define performance management as a practice used by managers to make sure that employees actions and outputs delivered are consistent with the organisations goals. The concept of PM was first coined by Beer and Ruh in 1976. However, it is barely in the mid 1980s that it had been known as a distinctive approach. PM since then has contributed a lot in the advancement of Human Resource Management. The concept is widely being used in organisations with a view to obtain better results and improved performances from the workforce. Goals and standards are being planned well beforehand in orde r to get satisfied outcomes. 2.2.3 Performance Appraisal System (PAS) Performance Appraisal System is a component of PM. Also known as performance review, it formally documents the achievements of an individual with regards to set targets. Managing employees performance can be said to be as important as any other work that all managers execute during the year. Grote (2002) describes performance appraisal as a formal management tool that helps evaluate the performance quality of an employee. Schneier and Beatty as cited in Patterson (1987) define it as a process which apart from evaluating also identifies and develops human performance. According to Karol (1996) performance appraisal includes a communication occasion planned between a manager and an employee for the main purpose of assessing that employees previous performance and establishing ways for further improvement. 2.2.4 History of PAS The history of performance appraisal is fairly concise. Appraisal really began with the Second World War where it was used to assess outcomes. Performance appraisal was seen in the industry in early 1800. Randell (1994) identified its use in Robert Owens use of silent monitors in the cotton mills of Scotland. The Silent monitors were in terms of blocks of wood with different colours painted on each visible side and it was hung above each employees work station. At the end of the day, the block was turned so that a particular colour, representing a grade of the employees performance, could be seen by everyone. (Weise and Buckley, 1998) Subjective evidence indicates that this practice had a facilitating influence on subsequent behavior. Spriegel(1962) and Weise and Buckley(1998) affirm that by the early 1950s, 61 per cent of organisations regularly used performance appraisals, compared with only 15 per cent immediately after World War II. DeVries et al. (1981) pointed out th e primary tool to be the trait-rating system, which focused on past actions, using a standard, numerical scoring system to appraise people on the basis of a previously established set of dimensions. The main tool, used under here was trait rating system. The concept of Management by Objective (MBO) was first proposed by Peter Drucker in 1954. Mcgreror then used it in the appraisal process in the year 1957. He suggested that, employees should be appraised on the basis of short-term goals, rather than traits, which are jointly set by the employee and the manager. Weise and Buckley (1998) affirm that this method was very advantageous as it lead to a transformation of a managers role from being a judge to a helper. It also showed that employees productivity ultimately leads to performance. However, when employees performance was measured on the basis of units, then MBO was ineffective. This lead to new development in the appraisal process and the employees were evaluated on the ba sis of behaviour based rating. Smith and Kendall (1963) designed the first tool to focus on behaviors and it was the Behaviorally Anchored Rating Scales (BARS). 2.1.5 Modern Appraisal Todays performance appraisal process has evolved into a more planned and formal process. It is used as a means which helps identify and compare employees performances. The appraisals data are frequently being used to review several Human Resources decision. It can determine any need for career developments and trainings. For issues such as raise in salaries, rewards and promotions, employers are more and more making use of the appraisals results. Appraisals have now developed into a regular and intervallic system in organizations, normally carried out at least once a year. When talking about the modern approach to appraisal, the term feedback cannot be ignored. The one-to-one discussion between supervisors and subordinates gives rise to feedback and is referred to as the feedback process. This process can improve communication all through the organization but also it can reinforce employees relationships with their superiors. This is so as the workers have the feeling that they do matter to the organization and that their needs are being taken into consideration. The performance appraisal system has most likely become a future-oriented approach as it aims to improve future performances by considering present problems. 2.1.6 Purposes of PAS The most known purpose of performance appraisal is to improve performance of individuals. Cummings and Shwab (1974) held that performance appraisal has basically two important purposes, from an organizational point of view and these are: 1. The maintenance of organizational control 2. The measurement of the efficiency with which the organizations human resources are being utilized. Still, there are also a variety of other declared purposes for appraisal as per Bratton and Gold (2003) and Bowles and Coates (1993) and some are; improving motivation and morale of the employees, clarifying the expectations and reducing the uncertainty about performance, determining rewards, identifying training and development needs, improving communication, selecting people for promotion, discipline, planning corrective actions and setting targets. Furthermore, Bowles and Coates (1993) conducted a postal survey of 250 West Midland companies in June 1992, where organizations were asked ques tions pertaining to the use of Performance management in the organization. These questions included the apparent purpose of PA in the management of work, its strengths and weaknesses. Through their survey they found out that PA was beneficial in the following ways: PA was favorable in developing the communication between employer and employee It was useful in defining performance expectations It helped identified training needs. Performance appraisal can thus be used as an effective tool to improve employees job performance by identifying strengths and weaknesses, meeting of targeted goals and providing training if needed. 2.1.7 Techniques of PAS There are several commonly used techniques of performance appraisal as reviewed by Oberg (1972). They are as follows: Essay Appraisal, Paired Comparison, Graphic Review Scale, Weighted Checklist, Person to Person Rating, Forced Ranking, Critical Incidents. The above techniques were the traditional ones but the methods most widely used today are: Management by Objectives Employees are requested to put up their own performance objectives. They are then judged through these objectives by verifying whether they were satisfied or not. However, in many cases organizations themselves set their standards and goals even after consulting employees. 360 Degree Feedback 360 Degree Feedback is a process in which employees receive private and anonymous feedback from the people who work around them. Kettley (1997) says that when an individual receives feedback from different sources of the organization, including peers, subordinate staff, customers and themselves, the proce ss is called 360 degree feedback or appraisal. The employee is then assessed using those received feedback. 2.1.8 Feedback Feedback about the effectiveness of an individuals behavior has long been recognized as essential for learning and for motivation in performance-oriented organizations. Ilgen et al. (1979) stated that feedback is considered as an important tool in performance appraisal process. Feedback can be a useful tool for development, especially if it is specific and behaviorally oriented, as well as both problem-oriented and solution-oriented according to Murphy and Cleveland (1995). One of the basic purposes of formal appraisal process is the provision of clear and performance based feedback to employees. Carroll and Scheiner( 1982) affirmed that some organisations use feedback as a development tool, while in some organizations it is used for merit evaluation and compensation adjustment. McEvoy and Buller(1987), Wohlers and Gallagher( 1990) contributed that feedback is very essential for the employees because it forms a baseline for the employees which help them to get a review of their pas t performance and chance to improve their skills for the future. Ashford (1986) says that when feedback is considered as a valuable resource, then only the individuals feel motivated to seek it, which helps in reducing uncertainty and provides information relevant to self-evaluations. There is also evidence that performance feedback (if given appropriately) can lead to substantial improvements in future performance (Guzzo et al., 1985; Kopelman, 1986; Landy et al., 1982) Fedor et al. (1989); Ilgen et al. (1979) identified that it is commonly accepted that negative feedback is perceived as less accurate and thus less accepted by recipients than positive feedback. Furthermore, Fedor et al. (1989) found that negative performance appraisal feedback was less accepted and perceived as less accurate than positive performance appraisal feedback. 2.1.9 Views Organisations Employees have on P.A.S Evans (1986) asserts that many employees believe that their promotion or salary increments depend mostly on their performance. Employees therefore are in a dilemma and consider this situation as survival of the fittest. They know for a fact that, their performance will only be taken into consideration at the end of the day. So, in order to grow in the company they need to be proactive towards their work. The feedback the employee receives from his superior, may simply describe the level of performance achieved. Hence, it becomes important for the managers to conduct the appraisal technique correctly. Employees can only accept criticism if it is useful and important to them. Managers should therefore know how to give information regarding progress made in performance and how to present criticism as well. Meyer et.al (1965) carried out a study in General Electric Company where certain points relating to performance feedback was highlighted. In this study, 92 employees were appr aised by their managers on two occasions over two weeks. The study was carried out using questionnaires, interviews and observation. The first appraisal highlighted performance and salary while the second one underlined performance and improvement. It was observed that lots of criticisms were pointed out by the managers, which lead to defensive behaviour of the employees. The conclusion of the study was that criticism leads a negative impact on the motivation and performance of the employees. Also feedback sessions designed to improve performance should not at the same time consider salary and promotion issues. Ilgen et. al (1979) add that employees who believe that the appraisal system is under any kind of bias, are most likely to be dissatisfied by their work and can also leave their jobs. On the other hand Murphy and Cleveland highlighted one possible reason for the widespread dissatisfaction with performance appraisal in organization as the systems used by these help neith er them nor their employees in meeting the desired goals. Landy et al. (1978) and Tang and Sarsfield-Baldwin (1996) found evidence that the assignment of raters influences perceptions of fairness and accuracy in performance appraisals and hence about the whole process itself. Nevertheless, according to Jacobs, Kafry Zedeck (1980) employees perceive PA to give them a proper understanding of their duties and responsibilities towards the organization. Likewise, organization sees it as a tool to assess employees on a common ground and one which helps in salary and promotions decisions, training and development programs. In many circumstances appraisal plans are interpreted by managers as a system that helps an organization to change regular priorities and usual ways of working and in so doing to alter its strategic direction. Hence, in circumstances where change cannot be attained by managerial proclamation, appraisal takes on the character of an engine of change. When manager s look at appraisal from this angle they hope that it will bring about a change in strategic direction and organizational behaviour. Researchers have suggested that reaction to performance appraisal is critical to the acceptance and use of a performance appraisal system (Bernardin Beatty, 1984; Cardy Dobbins, 1994; Murphy Cleveland, 1995). Reactions may even contribute to the validity of a system (Ostroff, 1993). Cardy and Dobbins (1994) suggest that with dissatisfaction and feelings of unfairness in process and inequity in evaluations, any performance appraisal system will be doomed to failure (p. 54). Murphy and Cleveland (1995) stated that reaction criteria are almost always relevant, and an unfavorable reaction may doom the carefully constructed appraisal system. 2.1.10 Benefits of PAS Possibly the most important benefit of appraisal is that, in the rush and pressure of todays working life, it allows the supervisor and subordinate to have time out for a one-on-one discussion of indispensable work problems that might not otherwise be addressed. Likewise, the existence itself of an appraisal system indicates to employees that the organization is genuinely concerned with their individual performances and advancement. This only can have a positive impact on the employees sense of worth, commitment and belonging. Appraisal offers the rare chance to focus on employment activities and objectives, to spot and correct existing problems and to enhance favorable future performance. Thus the performance of the whole organization is improved. Performance appraisal usually provides employees with acknowledgment for their work efforts, if any and as a result it brings them satisfaction. Actually, there are facts supporting that human beings will even prefer negative re cognition in rather than no recognition at all. During performance appraisals, feedbacks are obtained. These provide vital information on whether training and development needs should be considered. The presence or lack of working skills, for example, can become very obvious. The supervisor and subordinate can thus agree upon any demand for training. As far as the organization is concerned, the overall appraisal results can provide a regular and efficient training needs audit for the organization as a whole. The information obtained from appraisals can also give indication on an organizations recruitment and selection practices. This can be done by screening the performance of recently hired workers. The general quality of the workforce can also be monitored by assessing any improvement or decline performances. Changes if needed in the recruitment strategies can then be considered. 2.1.11 Criticisms related to P.A.S There are several problems in the actual performance appraisal primarily due to rater bias. Some supervisors are too lenient and thus have a tendency to rate all employees positively rather than really measuring their performance. Another problem is the central tendency where supervisors position the majority of the employees in the center of the performance scale, even though they deserve a better or worse grade. The halo effect is another error usually made during appraisals. This arises when a supervisors general feeling about an employee influences the overall judgment. Performance appraisal systems are at times criticized for weaknesses in the system design itself. Sometimes they assess the wrong behaviours or consequences, or focus on employees personality instead of on their work performances. Very often standards for appraising employees are not related to the work itself. As a consequence employees may not likely be interested in such a system where performance stand ards are unsuccessful in highlighting important aspects of the jobs. Some organizations founds that PAS is a constant cause of tension, since evaluative and developmental concerns come often into disagreement. It is said that the appraisal can serve only one of them at a time. Also they find it dehumanize and demoralize to pass on judgments which then become source of apprehension and stress to employees. Many researchers such as Derven (1990) expressed doubts about the effectiveness and dependability of the appraisal process. Some found the process to be imperfect in nature. Moreover, Gabris Mitchell (1989) found a disturbing bias in the appraisal process called the Matthew Effect. It is said to take place in cases where employees keep on receiving the same evaluation each year. This denotes that there is the belief that if an employee has work well, he or she will continue on that pace. The Matthew Effect advocates that even if employees struggle to do well, their past a ppraisal reports will discriminate their future progress. Accuracy is important in appraisals. However for raters to appraise employees accurately, they should give unbiased results. Unfortunately accurate ratings are quite impossible as researchers affirm that personal liking, look, former impressions, gender and race will certainly manipulate appraisals, that is, there will always be some kind of biasness. 2.1.12 Conclusion about PAS There are various schools of beliefs as to the validity and reliability of performance appraisals. While Derven (1990) doubts about its dependability, Lawrie (1990) finds it to be the most important aspect of organizations. A recent survey concluded that more than fifty per cent of the workforce wishes that their supervisors list the performance objectives much more specifically and clearly. The same survey revealed that 42 per cent of the employees were rather disappointed their organisations performance appraisal system. Many supervisors make the wrong use of appraisal. They use it as a punitive tool rather than helping their subordinates to improve their performance and overcome work problems. According to Shelley Riebel, as in the Detroit News (April 11, 1998) often managers are unsuccessful to explain what they really expect from their employees and fail to well describe the criteria used for assessing their performance. The data obtained during the appraisal proce ss should be wisely used and considered. Still, for performance appraisal to be successful, it is important to carry it out on a regular and consistent basis. This will allow supervisors to follow and review employees work. Raters often make the mistake of emphasizing too much on mistakes committed by the employees. Rather, if ever some problem is spotted by the supervisor, the issue should be discussed with the employee concerned and both should try work on a solution. 2.2 Motivation Performance Appraisal System 2.2.1 Introduction to Motivation Motivation can be defined as the driving force that moves us to pursue a certain goal, or trigger a particular action. It can be considered as the desire within a person causing him or her to act. People generally act for a motive and that is to achieve a specific objective. Two main types of motivation have been noted, namely intrinsic and extrinsic. Intrinsic motivation comes from the inner self while extrinsic motivation arises when external factors require one to perform something. According to Passer and Smith (2004) the concept motivation refers to a course of action that influences the determination, direction and dynamism of goal-directed behaviour. Similarly, Kreitner and Kinicki (2007) assert that motivation represents psychological practices that stimulate voluntary actions. In the work context, as confirmed by Coetsee (2003), motivation entails the readiness of individuals and groups to put much effort so as to achieve organizational goals. From the above, it can be construed that there exists no single and general definition for motivation. Yet, Boje and Rosile (2004) regard motivation as an authoritarian ideology, a way to manipulate performance and where visions of self-actualisation need gratification. This view might be too negative to consider, but the rise in capitalism has been driven by high concentration motivation programmes which sometimes turn employees into production machines. 2.2.2 Motivation and P.A.S in Organisation Today Motivation can be the key to a successful organization. It is often claimed that the best businesses have the best motivated workers. Well motivated employees are said to be more productive and perform quality work. It remains however one of the most challenged tasks for managers to motivate their staffs as everyone is unique. A supervisor should strive to tie in the companys goals together with the employees individual goals through performance management. Moreover, the whole performance appraisal process and its result can affect an employees motivation. As highlighted by Cummings and Shwabs (1974), employees performance is the outcome of the employees motivation to perform. In an organisational context, the performance is appraised by assessing the employees aptitudes and potentials to achieve the set goals. 2.2.3 Theories of Motivation related to P.A.S 2.2.3.1 Edwin Lockes Goal Setting Theory A main element for efficiently coaching employees is by using goal setting. Edwin Locke (1968) introduced the Goal Setting Theory whereby employees get motivated to work for the organisation when they are given specific and pronounced goals to achieve. This theory emphasizes that hard goals produce a higher level of performance than easy goals. Secondly, particular hard goals produce higher level of output and lastly, behavioural intentions lead to choice behaviour. Many, who study the relationship between performance and motivation in organizations, will agree that goal-setting and explanation creates confidence in the workers. By clearly explaining the meaning of the goals, employees will have a clear view on what the organization wants to achieve. Coetsee (2003) affirms that the most performing workers are goal-directed. Set goals allow employees to accomplish organisational vision, aims and strategic objectives. The assumption made here is that when people recognise and unde rstand what is expected from them and how they are to be met, they will be motivated to achieve them within the time-limit. With regard to coaching, goal-setting theory has been used more than any other as a framework to motivate employees to improve their performance. As cited by Cary L. Cooper, Edwin A. Locke (2000), the early work of Maier (1958) and Meyer et al. (1965) emphasized goal setting in the appraisal process. In a study, Latham et al. (1978) found that consistent with the theorys predictions, employee participation in setting the goals resulted in higher performance than assigning them, not because of greater goal commitment, but rather due to high goals being set. According to Dossett et al. (1979), a similar result was observed with Weyerhaeusers word processing employees. Goals and objectives set by the employers and employees should be discussed regularly. Erez (1977) asserted that for difficult goals to result in high performance, sufficient feedback is ve ry important. 2.2.3.2 Behaviour Maintenance Model (BMM) Cummings and Swabs presented the Behaviour Maintenance Model (BMM) to illustrate how people are motivated to perform efficiently in an organisation. This model emphasises on the significance of outcomes in the motivational process. Fig.1: Behavior Maintenance Model This framework shows that goal aspirations results in goal attainment and motivation. When goal attainment is achieved by the employee, it leads to job satisfaction which in turn leads the employee to become motivated. 2.2.3.3 Victor Vrooms Expectancy theory Expectancy theory is an idea that was introduced by Victor Vroom. The theory as explained by Kreitner Kinicki (2007) is based on the assumption that people are motivated to act in ways that will be followed by valued and desired outcomes. The theory says that an employee might be motivated when there is a belief that a better performance will result in a good performance appraisal which will help in the realization of personal goals. The theory focuses on motivation as the combination of valence, instrumentality and expectancy. Valence is the value of the alleged result. Instrumentality is the point of view of an individual whether he or she will really obtain what they want. It shows that successful act will eventually lead to the desired result. Expectancy refers to the different level of expectations as well as confidence regarding ones capability. Employees believe that these create a motivational force and this force can be represented by the formula: Motivation = Valence x E xpectancy The theory focuses on three things: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Efforts and performance relationship ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Performance and reward relationship ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Rewards and personal goal relationship 2.2.4 Conclusion: Performance Appraisal as Motivator? From the above reviews, it can be seen that no such research has been done to show if performance appraisal really acts as a motivator to employees. Bratton and Gold (2003) and Bowles and Coates (1993) claimed motivation to be one of the purposes of appraisals. It remains unconditional to know whether performance appraisal has a role to play in employees motivation. The research will therefore try to answer the following research questions: Does the Performance Appraisal System affect employees motivation? Does the system affect more a specific category of employees? How do employees perceive the PAS at the MRA? How do employees perceive feedback? Does the level of importance given to the system directly affect the employees motivation? Does the trust put on the appraiser influences the employees motivation?

Belief in Miracles Mysterious Works of God Free Essays

In aiming to discuss the possibility of the existence of miracles, it is important to define to some extent the meaning of what a miracle is. Some people view miracles as being extraordinary acts of an omnipotent God, who â€Å"unilaterally determines some creaturely states of affairs†¦ providing sorts of goods† (Keller, 2007). However, it is often difficult to explain these astonishing acts without a real connection to the proof surrounding the events. We will write a custom essay sample on Belief in Miracles: Mysterious Works of God or any similar topic only for you Order Now Keller proposes a distinction between â€Å"epistemic† and â€Å"practical† miracles, in that the former serves as a kind of miracle which supports the existence of God and miracles without physical proof and the latter demonstrating the actual proven physical existence of God and miracles. In addressing miracles within this essay, it is essential to note the distinctions between epistemic and practical miracles, although the existence of both types of miracles, both unproven and proven, are supported as true. There are not enough intelligent scientists in the entire world to explain the grandeur and complexity of the universe, to capture the forms and functions of miracles in the constructs of human thought and language, and trying to do so will most likely fail. All miracles, both substantiated and understood and unsubstantiated and mysterious, are a testament to the divine nature of God, the explicable and inexplicable realms of His universal reign and intelligent design. In his 1997 article, Woodward discusses the possibility of God’s intercession, describing people’s experiences with the power of miracles. One man portrays miracles as being God’s answers to his prayers, appeals he requests without knowing the actions God will take. The actions of God following his prayers are the miracles performed, plain and simple. Not every wish is answered in the way he desires, but he has faith that the way in which God responds to him is always and truly miraculous. In a confident statement assuring faith in God’s mysterious works, he states that he â€Å"trusts Him to have a good answer to his prayers. That’s not the same as knowing what the answer is† (Woodward, 1997). In another person’s story, she and her mother were both connected in spirit and vision, although living miles apart, at the same moment. In desperate appeals for God’s help, the two women were saved by the grace and peace of God, in their opinions, the mother who was praying on her knees at home comforted by a replacement of fear with security and the daughter who was almost raped saved from her terror by an impulse in the rapist to flee the scene. Personal accounts such as these are qualitative evidence for the presence of God working in the world through miraculous benevolent acts, which could also be described as epistemic miracles. In his 1997 article, Adler describes the lives and opinions of atheists who do not believe in God or the proposed miracles which he performs. As a NASA scientist, Sagan was optimistic about the possibility of life on Mars and the idea of encountering life on Venus. With his disappointment in his own theoretical failures or simply stiff personal opposition to the idea of a God, Sagan has countered many claims about the belief in God and his miraculous works with demands for scientific proof. Sagan claims he was brought to skepticism by his claim that support for religious â€Å"evidence is anecdotal†, however, he asserts that if there is a God who performs miracles, then it is his â€Å"responsibility to try and know about it†. Sagan feels as if quantitative evidence for the idea of practical miracles is important, demonstrating the yearning for something predictable and calculated. In his 2000 article, Hefner also describes why he opposes the idea of unsubstantiated miracles. He suggests that God could not possible perform miracles to save some people, because other people suffer and are sacrificed all the time. He concludes that it is â€Å"blasphemy† to believe in a God who intercedes for chosen people, because that would mean that he allows the others to succumb to destruction. Hefner asserts that if miracles mean that people are saved by faith in their darkest moments, then that is something he can believe, however, if miracles are defined as something which alters the laws of nature to redirect the ordinary course of events, then he contests the idea of miracles. Adler and Hefner both declare that miracles must be able to be proved physically through reliable calculations of natural law. Although some people do not believe in miracles or all types of miracles, there is no doubt that God and his extraordinary works certainly do exist. Although people such as Hefner attempt to reject some aspects of miracles, such as believing that people can be saved by faith yet are unable to be saved by an interventionist God, these dual perceptions of miracles are incompatible. There is no reason why people should be able to save themselves, yet God be unable to save them. If people and God are interrelated, in fact one Spirit, as described in Trinitarian philosophy, then the desires of individuals are most certainly in tune with the grand universal, and vice versa. As the actions of many people cannot be explained with certainty or clarity in many regards, neither can the actions of God through His miraculous interventions. Individuals are able to communicate and intervene in the lives of one another all the time, often without scientific evidence for their purpose, through the will of God, and God participates in this human to human experience. Direct divine intervention in the lives of people is adequately described by the ones who experience it, although often unable to be explained or calculated in highly scientific terms. It makes sense to believe in the joy and salvation which can be transferred from person to person and from people to the divine and the divine to people. Not believing in it is only depressing, and also unverifiable by scientific methods. Works Cited Adler, J. â€Å"Unbeliever’s Quest. † Newsweek, 1997. Hefner, P. â€Å"Why I Don’t Believe in Miracles. † Newsweek, 2000. Keller, J. Problems of Evil and the Power of God. Ashgate, 2007. Woodward, K. â€Å"Is God Listening? † Newsweek, 1997. How to cite Belief in Miracles: Mysterious Works of God, Papers

Incorporation of Sustainability in Operation Management †Samples

Question: Discuss about the Incorporation of Sustainability in Operation Management. Answer: Purpose Sustainable Operation Management involves the efficient management of resources during the OM process (Zahir, 2014). This is the use of environment friendly approaches in all processes. The supply chains, procurement, logistics and other stages of operation require strategies that deal with environmental concerns such as reductions in the carbon factor. OM is a continuous process and the increasing consumer demands often lead to the realization that natural resources in the world have limitations. If every operation uses these resources on a daily basis, it threatens their existence. Further studies reveal that operations, which have an effective plan, strategize using the most competent models of operations. One of these strategies is the lean approach, which involves saving money, resources, and time by reducing the processes(Douflou, et al., 2012). The popularity of this approach has led to its use in the manufacturing sector and service industries. It has principles which emphasi s on a continuous process. The growth of OM as a practice continues to evolve over time capturing more elements. The quest to understand OM has led to different models of sustainable performance. This essay tries to understand the connection between sustainability and the lean principles using joint benefits(Rich Piercy, 2014, p. 304) Key Questions of the Article The article agrees that there is a continuous change in the lean and sustainability approaches. It touches on previous research into the two highlighting a common relationship. With specific reference to the connection between the lean supply chain and sustainability, the article agrees that the two concepts support environmental effect issues. It goes further to discuss the importance of sustainability in lean processes in monitoring supplies creating transparency, implementation strategies, and work force or community relations. The article raises questions of how the terms relate with each other, how to integrate them for mutual gain and economic benefits. It looks at the green aspects of the lean(Rich Piercy, 2014, p. 282) while giving suggestions of its improvement. Most Important Aspect of the article The research article delves into the concept of OM using the lean theory and sustainability. The discussion breaks down the concepts of cost effectiveness and sustainability by identifying its common elements. In a business environment where innovation and market competition rule, organizations incorporate different elements in OM in order to gain best practices. Hassini Surti (2012) agree that metric measurment of Operations provides definitive factors by which theorists can use to define the most effective method. There are theories focusing on industry strategies while others target specific decisions made by organizations. Stakeholders in a supply chain may adopt a unified approach in order to reduce on costs and time. In some cases, customer satisfaction and value addition drive the approach taken. The article brings ways for targeting specific processes through life cycles that analyze gaps in each section. The popularity of the lean principles in the supply chain confirms the connection between sustainability and the lean process because both have similar elements(Govindan, et al., 2017). The key concepts in this analysis are value, operation capabilities, cost, timelines, and management of resources. It defines the process for value creation, forecasting, and inventory using the most effective logistics. Collier Evans (2014, p. 1) define OM as a scientific and artistic approach for the successful delivery of products and services. This supports the article idea of incorporating sustainability without strategy. The optimization of resources defines the performance of an undertaking. It is possible to determine whether a process achieved its goals by measuring the economies of scale. Modern operating systems comprise of technology systems for important elements such as quality, supply chain, and process selection. The article suggest the lean approach, which has a definition for value, waste management and efficiency. Therefore, it is a strategy in itself. The article defines the lean ideology as the use of less in doing more. It translates this to sustainability within the operations(Rich Piercy, 2014, p. 282). Developing management operations using strategies such as the lean systems reduces constraint within the logistics, operations and customer levels. The supply and demand para meters tend to influence production but without proper capacity and facilities or an appropriate framework, this becomes a challenge. The lean principles explain the emergence of China as an economic giant because of its adoption in the business and manufacturing industries(Mckinsey, 2016). Main Inferences and concepts The reasons behind the growth of sustainable production is within the performance metrics. Stakeholders in the business environment recognize its impact across all processes (Esty Winson, 2012, p. 65). The article describes the best approach to the utilization of resources ensures that the economic factors of production do not exhaust the inputs. In logistics, industries and organizations that have a high competitive edge require effectiveness in the management of inventory, supply chains, and safety (Moledena, 2011). The paper looks at performance as an environmental factor and a workplace issues that bring out improvement activities. These are community engagement, information systems integration, changes in strategy, reduction and policy deployment(Rich Piercy, 2014, p. 298). From these factors, only the community and reduction aspects may appear in sustainability. However, the connection between organizational functions makes operations, marketing and financial issues connected . The lean process addresses money issues, wastage in production, inefficient movements, defects, and over processing of goods or waiting in services. However, it does not touch on quality, which is an important part of customer satisfaction. Performance often translates to tangible and perceived benefits. Among these are price reduction, product benefits and customer experience. In a value chain analysis, the value creation may occur within the preproduction as well as the postproduction process. Sustainability and lean may have mutual benefits in managerial strategies but there are challenges its application in certain industries (Rich Piercy, 2014). As an ethical principle, sustainability requires commitment and vision in order to succeed. Operation Management functions involve forecasting, supply management, facility design, technology choice, quality management and purchasing. Sustainability affects all these areas but may fail if stakeholders fail to take an initiative. The article points to the benefits of lean in ensuring that there are returns in form of savings and higher output. Performance needs a standard measure which sustainability does not define in totality. The concept of value relates to the customer benefits and lean may improve the quality through technological advancements. Some customers may not feel the impact of a sustainability plan by an organization. However, the lean principles may translate value through cost reduction as seen in the Toyota produ ction and innovation example(Mesaharu, et al., 2013). This makes a difference between a supply chain process and value chain process. Competent organization decentralize value chains across the processes and the lean process helps to facilitate its creation. This is through minimal costs for improved profits and customer benefits. Sustainability comes in to add the human value or welfare to the process. Assumptions Although Rich Piercy ( 2014, p. 306) insist on mutual compatibility between lean and sustainability, lean is not always agreen approach. Industries in the oil and plastic manufacturing may use the lean approach of using less yet its outcome in gas emissions and release of products in the enviornment is destructive to the environment. The use of inputs verses outputs to measure OM factors differentiates these elements. Besides, some operations such as the transport industry and multinational operations are complex hence require a multifaceted approach. In this case, some stakeholders or departments may succeed with the lean process while others require maximum inputs. Future challenges caused by competitiveness in the manufacturing sector highlight challenges in the implementation of change (Pons Pearce, 2013). When organizations innovate, new practices, structures, tools and techniques come into play. This process is expensive because it might lead to the costly replacements. The a rticle agrees that the application of the lean process and sustainability is effective in manufacturing. However, industries like technology may face challenges using them. Organizations keep changing the leadership and culture in order to provide support for sustainable approaches. Lean principles are effective in the management of tangible products but it has limits in leadership and employee strategies. The article leaves out the Six Sigma is a Total Quality approach, which compliments the lean process(Pacheco, et al., 2015). It feels the gap left by lean in the improvement of products through value creation. It provides the quality standards for classifying processes based on the level of achievement of perfection. The other method left out in the total elimination of wastes is The Just in Time approach. This creates specific approaches to inventory for the highest reduction in costs(Nagano, et al., 2015). All these processes target sustainability and may not fully fulfil their potential independently. An integrative approach is more appropriate because of growing industry and customer needs (Leng Jiang, 2017). JIT, Six Sigma and Lean have the same purpose- to reduce waste and provide the best value for customer satisfaction. They advocate for sustainability, which is about the human factor that involves production with a human factor. It involves the intangible element such as th e customer benefit package (CBP) while lean is useful in both products and service industries. In contemporary organizations, there are numerous challenges. These include technology changes, management of globalizations and the dynamic consumer behavior. Strategic MO is about optimization of resources for the most convenient outcome. Conclusion and Recommendations In conclusion, Sustainability and Lean are both OM concepts. The former is a value principle, which has numerous connotations. On the other hand, Lean is a value strategy for creating efficient OM and it is restricted to reduction of wastes and costs. Despite the difference in conceptualization, Rich Piercy (2014) agree that the two mutually support each other. However, it is clear that quality management in OM is difficult to address using simple approaches. The complex nature of organizations, value chains and stakeholder relationships raises doubts about the ability of the tow in ensuring total quality in an operation. Modern OM is about creating a competitive edge in a centralized or decentralized system. This calls for a grasp on customer needs, expectations and standards of value. In order to achieve this, lean helps to leverage the capabilities of an organization. The customer expects value, quality, timely products or services, innovativeness and flexibility. Sustainability justifies the means of the OM plan. It helps to maintain the framework for processes and non-processes. Therefore, sustainability and lean relate with each other through the same dimension but there is an overlap and difference in outcomes. Used as performance metrics, the two have environmental and economic benefits for different OM industries. From the analysis of the strengths and weaknesses of lean and sustainability, it is clear that the global organizations are changing. Putting up with technology changes means changes in OM approaches. Operations today depend on hard and soft technologies to improve processes. The role of artificial intelligence gives an assurance of quality and performance. For example, the computer integrated manufacturing systems (CIMS) provides an automated approach to production activities for high performance. Robotic processes, business analytics and Enterprise Resource Planning are some of the modern tools for OM. These have immense benefits such as lowered costs, market segmentation, customer satisfaction, environmental monitoring systems and supply chain management. Some of these tools and devices may be expensive installations in an OM. However, they continue to change OM practices and theories. As a recommendation, technology decisions or scalability has to incorporate technology solutions (Nagano, et al., 2015). Technology tools incorporate the lean principles, sustainability and other approaches in the design, process selection, facility and supply chain management. This maximizes on the potential of an organization in OM. Whats more, technology solutions have customized and integrated applications for specific and collective processes. Stakeholders in competent organizations have already adopted the new framework of OM. This is bound to change because technology is a continuous process hence contemporary OM is not static. Bibliography Collier, A. D. Evans, J. E., 2014. Operations Management. 5th ed. s.l.:Cengage. Douflou, J. et al., 2012. Towards energy and resource efficient manufacturing: A processes and systems approach. CIRP Annals-Manufacturing Technology, 61(2), pp. 587-609. Esty, D. Winson, A., 2012. Green to gold: how smart companies use enironment strategy to innovate, create value and build competitive advantage. Yale: Yale University. Govindan, K., Padhi, S., Pati, R. Rajeeve, 2017. Evolution of sustainability in supply chain management: A literature review. pp. 299-314. Hassini, E. Surti, C. a. S. C., 2012. A literature review and a case study of sustainable supply chains with focus on metrics. International Journal of Production Economics, 140(1), pp. 69-82. Leng, J. Jiang, P., 2017. The configuration of social manufactruring: a social intelligence way toward service oriented manufacturing. Journal of Manufacturing Research, 12(1), pp. 4-19. Mckinsey, 2016. The CEO guide to China's future. McKinsey Quarterly, September. Mesaharu, O., Yohsuke, H. Samson, D., 2013. Japanese innovation processes, International Journal of operations production management. INternational Journal of Operations Production Management, 33(3), pp. 275-295. Moledena, S. B., 2011. Al Ain Dairy: Managing demand and supply. Emerald Emerging Markets Case Studies. Nagano, S. M., Miyata, H. H. Arujo, C. D., 2015. A constructive heuristic for total flowtime minimization in no wait flowshop with sequence-dependent setup times. Journal of Manufacturing Systems, Volume 36, p. 224. Pacheco, D., Pergher, I., Vaccaro, L. G. Jung, C. C. C., 2015. 18 Comparative aspects between lean and six sigma: Complementarity and implications. International Journal of lean Six Sigma, Volume 6, pp. 161-175. Pons, D. Pearce, A., 2013. Implementing lean practices: managing teh transformation risks. Journal of Industryal Engineering. Rich, N. Piercy, N., 2014. The relationship between lean operations and sustainable operations. IJOPM, 35(2), pp. 282-311. Zahir, I. G. A., 2014. Sustainable operations management: design, modelling and analysis. Journal of the Operational Research Society, 65(6), pp. 801-805.