Sex and Violence in Popular Culture Research Paper

Sex and Violence in Popular Culture - Research Paper Example The paper focuses on the influence of popular culture on the controversial societal issues like sex and violence. Before going on the discussion, the terms sex, violence and popular culture will be defined first as the meanings contribute to the understanding of the subject matter. Sex is usually equaled to gender as they are interchangeably used in everyday conversations. In reality, sex and gender are different. The former relates to physiological characteristic as the latter is a social concept. Sex is also an act that shows physical contact for procreation. Gender depends upon sets of social norms affected by culture and tradition that set apart males from females (Wilson 1-2). The other term to define is violence. Violence responds to conflict as harm is afflicted physically, emotionally or mentally on other people as a result of human action. Violence includes social injustices such as racism and poverty (Daoust 290). Both of them are linked to popular culture. Popular culture deals with the everyday living of people as the theme reflects the lives of the common people (Browne 5). The study deals with the negative effects of the prevailing images shown by the popular culture to the increasing cases of sex and violence as the two societal problems occur in the recent years in response to what the majority people believe. As people throughout their lives seek for learning about the world and its meanings, interactions happen as the humans in the society share experiences. People have roles to play in their lives as the society dictates as standards and acceptable behavior. The roles do not have strict and rigid boundaries as people can have various roles that show flexibility. People can take charge of their lives and choose particular roles to play. Play is important in socialization and building of the personalities of people as personalities affect the roles that people play. In terms of personality traits, the gender is also affected. Nowadays the avail ability of television programs and video games are widely used by people for information and relaxation. Such popular media affect the roles of women as the video games portray women maintaining beauty and men protecting women even with the use of violence (Dietz 425-426). The portrayals in videogames become very blatant as more people, the young and the old make use of the high technology games for their relaxation. Video games pose hazards in the view and existence of sex and violence as they portray women as sex objects and men as aggressive in nature. The games also show some gender inequality as women are underrepresented in games according to several video game magazines used in the studies done by Dill and Thill. Both the magazines and the games featured there make use of stereotypes in portraying masculinity and femininity like scanty clothes for female characters and brutal weapons for male characters (Dill and Thill 858-859). Stereotypes generalize the categories for showi ng what men and women must be and what they must be not. In reality, it would be impossible to make use of those stereotypes as people are different from one another. Violence and sex were also seen in a particular videogame called Grand Theft Auto: San Andreas as the protagonist or the controllable in-game character is an African-American who encounters racism, violence, sex and all other societal problems on his way home. Black males were

LAN Networks Essay Example | Topics and Well Written Essays - 500 words

LAN Networks - Essay Example According to Cache et al., some of the features, in terms of contrast purposes, are problematic due to the lack of a standardized criteria for comparison, such as the security needs of the transmission media format. They include factors such the different type of costs (purchase, maintenance and installation) and the security needs of the medium. This is because there are different types of security threats and each medium of transmission is susceptible to different risks. Some security threats pertain to the mode of intrusion detection or authentication and verification (Cache, J., & Liu, V. 2007). According to White, in terms of data transmission speed from the highest to the lowest with regards to fiber optic cable, twisted pair, satellite, coaxial cable and microwave, they are as listed below:- As an expert, I would advise the entrepreneur wishing to institute a global satellite radio framework in his business to purchase not less than two satellites (GEO). The GEO satellites would then be suspended in a strategic location to ensure adequate connection and data transmission. In addition, the strategic location will ensure that signals transmitted from the satellites are received by the radio satellite. If placed strategically, frequency the transmission frequency will be around 20 GHz and the satellite will orbit almost exponentially if there are no mechanical problems. The most appropriate analogy for a synchronous connection and how it functions is a lift and how it halts in each floor to allow people to enter or exit from the ground floor to the top most floor. Just like a lift, a synchronous connection has a large information amount (passengers entering the lift) in addition to the required data (passengers already in the lift). If the lift has fourteen floors, then the first six floors represent the input messages while the last eight floors are set aside for data

102 exam question 4 Article Example | Topics and Well Written Essays - 500 words

102 exam question 4 - Article Example Friedman assumed that focusing on open social investments was not proper for business well-being and this would divert the goals of the business. The ideal goal of the company is to provide a return to its shareholders. By focusing on external social responsibilities, the corporation is distracted from its sole purpose. Friedman asserted that corporations do not know how to properly invest in social causes (Friedman, 1970/2002). Friedman deemed this as a tax upon stockholders of which they have no decision regarding how it is spent. Consequently, he added that an individual is on liberty to pursue social responsibilities; this is because the corporate executive lacks the ability to properly perform such actions (Friedman, 1970/2002). On the other hand, according to Archie Carroll’s, adding on to making a profit and obeying the law, a company should endeavor to improve or solve societal needs. His view is generally advocated through stakeholder theory. This theory maintains that corporations should consider the effects of their actions upon other individuals at stake or of interest in the corporation such as customers, suppliers, general public, and employees (Carroll, 1987). Businesses cannot pursue their long term profit returns if they have poor relations with their stakeholders or the environment. Meanwhile, firms cannot meet all the needs of their stakeholders and continue making profits. It is therefore advisable that management decisions should be based on an objective ethical code of conduct. Using the money that shareholders have invested in the businesses to support unprofitable needs of the society is clearly wrong. Therefore, businesses should make profits, obey the law, act according to an ethical standard, and only pursue corporate social responsibility activities that improve long-term shareholder wealth. A  corporation  is a legal entity, meaning it is a separate entity from its

TEXTBOOK-Brinkley, American History, Connecting with the Past, Volume Essay

TEXTBOOK-Brinkley, American History, Connecting with the Past, Volume II, McGraw Hill chapters 16-19 - Essay Example Furthermore, a wonderful platform was provided for entrepreneurs to showcase their talent at the onset of this revolution. Steam power was introduced with the help of which railways came into being; water wheels were made use of in the manufacturing industry; the textile industry made use of the spinning jenny as well as various other equipments that brought about a revolutionary change in American society. These effects were not only confined to America but also spread through parts of Europe as well as North America, making America to be one of the fastest growing economies at the time. A number of powerful and wealthy industrialists came into being and were known as Robber Barons who sold their products at prices that were very questionable; this process included buying out the competition, paying the employees and workers very low wages, hiking up the prices while maintaining a monopoly in order to amass wealth. This practice was followed under the concept of laissez faire which has been discussed further during the scope of this paper however it was due to such a monopoly that the government in the country had to interfere in order to keep in check the welfare of the poorer sections of society from being exploited by these barons. â€Å"Laissez-faire† is a French word-combination that literally means ‘let them do’ and may be interpreted in the economic sense as ‘let them do as they will’ or ‘leave them to do as they please.’ The phrase was brought into question when M. Le Gendre, who led a group of French businessmen, was asked about the welfare of merchants in France and how they could contribute to the commercial structure of the country. Established in the 18th century, the concept of laissez-faire was used in order to oppose any government intervention in business affairs. In America private owners have had a bigger say in matters relating to trade and commerce. E.A.J Johnson wrote the following in his 1973 study on the economic principles established at the foundation of the United States: â€Å"The general view, discernible in contemporaneous literature, was that the responsibility of government should involve enough surveillance over the enterprise system to ensure the social usefulness of all economic activity. It is quite proper, said Bordley, for individuals to â€Å"choose for themselves† how they will apply their labor and their intelligence in production. But it does not follow from this that â€Å"legislators and men of influence† are freed from all responsibility for giving direction to the course of national economic development. They must, for instance, discountenance the production of unnecessary commodities of luxury when common sense indicates the need for food and other essentials. Lawmakers can fulfill their functions properly only when they â€Å"become benefactors to the public†; in new countries they must safeguard agriculture and commerce, e ncourage immigration, and promote manufactures.† (Johnson, E.A.J) One of the main aspects of the industrial revolution in America was the development of railways and railroads because this led to the formation of the backbone of the American economy to a great extent. It assisted in balancing out transport of essential commodities to destinations near and far in order to maintain the supply of

Cellular and Molecular Pathology Essay Example | Topics and Well Written Essays - 1500 words

Cellular and Molecular Pathology - Essay Example In obtaining the right tissue for the examination, there are two distinct methods that can be employed. That is the physical examination technique and the liver biopsy technique. During physical examination, the medical history of the suspected patient is checked and more attention is paid to the patient’s abdomen. Presence of lumps in the liver can be felt as a patient lies flat with the liver being swollen. Other cases present an enlarged spleen and ability to hear a unique sound/noise when a stethoscope is used to listen to the blood vessels. The noise is usually caused by tumor pressure on the vessels. Liver biopsy is the appropriate method that can be used in obtaining materials for the study. In this case, a definite diagnosis is provided. It is appropriate since it deals with the actual tissues and fluids from the liver thus giving appropriate results rather than the suspect results as provided by the physical method of testing. Liver biopsy is done through obtaining a sample of the liver or rather a tissue fluid using a fine needle. The obtained tissue or fluid is prepared and checked under the observation microscope for the presence of cancer cells. In many incidences, about 70% biopsy shows a positive result for cancer (Brown, 2010). However, in fewer situations, there are risks involved whereby about 0.4% of the cases, some patients develop severe blood loss since a number of tumors are supplied with major and numerous blood vessels thus the heavy bleeding. 2. Methods of fixation and processing that are most suitable for the studies to be performed a) Tissue fixation Fixation is the process by which obtained tissue samples are preserved in a life –like state preventing damage and distortions and is always carried out sooner after tissue removal through surgeries and immediately after death in the case of autopsies. There are several fixatives such as alcohols, mercurials, oxidizing agents, picrates and aldehydes. In this case I would pr efer the use of formaldehyde which is also regarded as a combination of formalin and glutaraldehyde. The choice is coherently based on the neutral nature of the formaldehyde solution and the ability to penetrate the tissues cells thus encouraging visibility during the observation time. Formaldehyde has a standard solution hydrogen potential at 10% buffered formalin. The buffer is significant in prevention of acidity that would in turn cause precipitation of the formol-heme tint in the tissues. Formalin has an osmotic pressure that is equal to that of the mammalian cells thus preventing the tissue structure changes due to its reaction. The ratio of the fixative to be used stands at 10:1 to the fixative tissue. The fixative specimen would also boost the fixation process. The process of fixation is also increased by altering the temperature which when increased increases all chemical reactions. In the event where the hematoxylin and esion tissues are to be obtained for a pathology test , formalin is a recommended fixative to be used in the preservation process of the tissues since it is more tolerant and harmless to the tissues (Pathol, 2010). Formalin and alcohol are considered as the best fixatives that penetrate the tissues. Penetration is faster in thin sections compared to thick sections of tissues. However, formalin is only recommended for shirt time fixation and cannot be used in the preservation of skeletal specimens since after a long duration it softens the bones and changes the color of

Roca Case Study Essay Example for Free

Roca Case Study Essay Roca Radiadores S. A. is an entirely Spanish-owned company which has achieved extraordinary international expansion. To answer the question what motivated Roca to start internationalization we need to pay attention to the history and further expansion of Roca. Roca began its activities in 1915 as Compania Roca Radiadores S. A, a company that exclusively made cast iron radiators for domestic heating at its factory in Gava, near Barcelona. Over the course of about 60 years, Roca established its first foreign subsidiary in France because by that time, all the possibilities of further expansion in the Spanish market were extremely limited. Roca’s capital is wholly owned by the family group arising from its founders. The shareholders currently comprise over 50 members of the Roca family. The total turnover has been increasing steadily, reaching now over 800 million euro, with profits over 35 million euro per year. Roca has a stable financial statement. Roca makes decisions very slowly, evaluating the risks involved. It hardly uses bank loans, thus financing its growth mainly on reserves. Roca sells its products in over 70 countries in the six continents. Roca began increasing its international commitments as exports volumes rose. It was extremely difficult to start up exports in different countries. It faced technical barriers, varying national customs in different countries, trading limits, social differences in different countries, but there were several factors which motivated Roca to start its expansion and thus gain from internationalization: 1.  All the possibilities of further expansion in the Spanish market were extremely limited. So, it explains desire to grow 2. Stable financial statement (Its growth is based mainly on reserves, not on loans) 3. Higher profitability after entering the international market 4. Obtain prestige in the domestic market 5. There is no information in the case study about competitors, but clearly there are always competitors and this fact must be taken into consideration in discussing Roca’s internationalization process. Assuming that there are competitors, Roca was motivated to internationalize its sales and operations because internationalization would help it reach greater economies of scale in order to be more competitive. Furthermore, Roca would want to move against other competitors in foreign markets Roca has successfully overcome through all the initial stages of internationalization process such as exports or licences and production capacity and now it is on the final fourth stage as a global and multinational company. Roca went beyond the limits of the domestic market in 1974, when it opened the first subsidiary of the ROCA FRANCE in France. Since then, the company has opened a number of subsidiaries in over 70 countries, not only Western Europe, but also the countries of Latin America, Eastern Europe, the Far East, and emerging countries. Since then Roca has became one of the largest exporters of Catalonia. Also, in order to reduce costs Roca inaugurated mostly export-oriented factories for the production of Roca goods; producing in countries such as Settat, Morocco where they entered into a number of external agreements. Roca is always careful when entering into a new country, choosing only those where there is strong demand for their products. With the development of the internationalization process Roca has established the Department of Expansion, which is responsible for gathering information about foreign markets, competition situation, consumers, as well as the economic situation in the country of concern. Also Roca always takes into account the features of each country, like differences in water pressure, type of waste pipes employed, national customs, etc. nd making modifications to production processes in each country. Roca is one of the worlds largest manufacturers of sanitary and heating division, air conditioning and ceramics, and so its organizational process cannot be identified only by one model. A combination of a global-centralized and a decentralized organizational structure is best for the company, since the decisions that Roca must make are highly specialized depending upon whether it pertains to managing the global company or managing a local subsidiary. The model Roca follows entails that the decisions of the global Roca company should be taken at the level of the parent company while at the subsidiary level decisions that must be made to reduce costs by acquiring information about partners, distributors, etc. are under the umbrella of the subsidiary. The parent company, Roca, must address the core issues of development of the whole company as well as control interest, establish new subsidiaries in new regions and look after the work for the company according to a variety of financial and managerial reports that it receives from the subsidiaries. It also should engage subsidiaries to the search for new ways of development on their localizations. In particular, while opening a new production or establishing relations in a new market, the parent company may enter into temporary contracts, which will operate until the subsidiary is established on a new location. These are the decisions that best made in a global-centralized organization structure. At the same time the main aim of each subsidiary is to be responsible to the parent company for a profit and loss basis. Unprofitable subsidiaries can be easily dropped off and their managers should understand it. Although subsidiaries are sovereign they benefit from any goodwill and recognition of the whole company. So the subsidiaries are interested in their profitability, each subsidiary should search for new contacts, watch out for the productive organization of work of the company and then file reports on their operations with their parent companies to the parent company. So each subsidiary is responsible for the reputation of the company on the local level while the parent company is doing it on the global one. Roca has chosen to create production subsidiaries as its entry strategy for various countries because subsidiaries allow the parent company to achieve a closer and more continuous contact with the market. The creation of a subsidiary also decreases the number of intermediaries and makes it possible for the parent company to obtain a deeper knowledge of the market. Financially, the production subsidiaries allow Roca to avoid import barriers, which in turn reduces the final price of the product. Production subsidiaries also provides Roca with a better understanding of the host market, and makes it easier and quicker to adapt products for the foreign market and to respond to market changes. With all these advantages associated with the usage of production subsidiaries, it is evident why Roca chose the creation of production subsidiaries as its entry strategy. Roca’s international organization is flat in order to give subsidiaries greater autonomy since subsidiaries are closer to its markets. This not only provides Roca with better insight into foreign markets but also allows Roca to commence international operations more rapidly since basic infrastructure already exists. Thus, Roca can beat out potential competitors. The flat organizational hierarchy means that decisions can be made more quickly, which is necessary when a company owns so many subsidiaries, as Roca does. From another angle, since one of Roca’s major advantages is its reputation for high-quality, durable products, production subsidiaries will allow Roca to maintain control over its production processes and therefore maintain the high quality of its product offerings. The factors that led Roca to choose creating production subsidiaries as its entry strategy for specific countries such as Portugal, China, India, and Poland because after considering factors such as local costs, market size, tariffs, laws and political considerations, these countries were likely the ones with conditions most amenable to foreign investment through establishment of production subsidiary facilities. These countries in particular have lower costs of production due to lower labor costs. For example, India has many resources and capabilities in the IT business, a high number of English speakers, and significant government support for foreign investment. Furthermore, since Roca has a large product range, it would be difficult to transport the different products from just a few central distribution centers instead of the production subsidiaries. Lastly, the nature of the hygienic furnishings industry is such that not much specialized technological know-how is necessary. There is not a lot of innovation that relates to hygienic furnishings and so there is not a lot to bar competitors from entering the market. Thus, production subsidiaries will allow Roca to begin selling in foreign markets more rapidly, thus preempting potential competitors. The most significant drawback to this method is the high cost involved with creating or acquiring production subsidiaries. Usually, acquiring firms overpay for the assets of the acquired firm. Furthermore, there may be issues of culture clash between Roca and the newly acquired company. Acquiring firms also requires many resources and effort on the part of Roca because Roca must first identify appropriate companies to acquire. Roca Radiadores has had tremendous success in regards to entering new markets. They achieved this by pursuing a strategy which entails primary integration through a distributor and later switching operations to a subsidiary. These tactics were employed by Roca Radiadores in: France, Portugal, the Dominican Republic, Italy, Belgium, United Kingdom, Germany, Argentina, Poland, China and India. To fully comprehend the success of Roca’s strategies we will dissect some of the big moves Roca made and found success in pursuing this strategy. The first international venture Roca pursued was Roca France, where Roca only employed a sales subsidiary, not a distributor. It would seem frivolous to employ a distributor in France due to its close proximity to Spain. However, the inclusion of the sales subsidiary was a wise tactic, enabling Roca France to isolate and accurately determine who their customer base was. The localized sales subsidiary was able to focus on infiltrating the market and broadening the scope of Roca’s presence in the French market without diverting attention away from Spanish operations. The sales subsidiary offered a means for Roca to exist in the French market, leading them to reduce the responsibilities of the distributor. The expansion into Portugal was the first venture which required cooperation between the distributors who was replaced by a subsidiary. Roca Portugal evolved over a series of years; initial entrance involved distribution of sanitary products and later heating and cooling products. Years after observing market performance and gathering information about the Portuguese market, Roca saw an opportunity to expand further by purchasing a porcelain factory to produce sanitary products; the purchase drove costs down for Roca and eliminated imports. As the process was redefined quality standards were reduced, but the reason for this is because the Portuguese market appeared to be insensitive to changes in quality, but adept to changes in price. Having employed a distributor provided Roca the ability to test their success in the Portuguese market, unlike the French market where they required high quality products similar to those sold in Spain. The switch to a subsidiary was facilitated through a merger with York Portugal, a company specializing in air-conditioning and heating systems and therefore established a new firm Roca York AR E Refrigeroca. To determine demand Roca relied on past performance of the porcelain company acquisition as well as the heating and cooling systems. The merger and the creation of the subsidiary both for sales and distribution allowed Roca to reduce costs of outsourcing responsibilities to third parties, expanding Roca’s scope of control over the product line and expansion process. Granted, by this point in time, Europe had removed any trade barriers and tariffs, but localizing the operation kept costs down and made Roca products highly competitive in the Portuguese market. Similar strategies were pursued in Italy and Latin America. The strategy Roca chose to pursue was tactically sound considering that they were capable of expanding both within and outside of the European continent. It was an ideal strategy for expansion because of said variables: gaining information about the market, competition, capable and knowledgeable sales force, legal knowledge, and language proficiency. This plan allowed Roca to easily identify who the customer base is, how to target them and what their user needs are. If Roca sought the advice of a market researcher, there would be high costs associated with the service. Distributors had a higher incentive to ensure that they reach the target customer; they stand to gain a portion of the sales. Information attained from the distributor will serve a means to gauge if it is worthwhile to subsidize and commit to the market. Distribution methods would allow Roca to accurately gauge who is their key competitor and determine how they can compete, either on price or quality. By valuing their competitors through the research provided, there will be a clearer image whether there is room for growth or if the market is saturated. Access to an experienced sales force provides knowledge as to how to engage the customers and will be knowledgeable of which channels of distribution need attention. Through observation of the distributor’s sales force, Roca can observe and later on replicate the methods they used when they expand to a subsidiary. The final two variables which emphasize why the tactic of entering through a distributor is ideal include fluency in the language and an all encompassing understanding of the legal structure. Language fluency is vital to success in a foreign country, especially where the language varies from the company’s place of origin. The distributor would be responsible for converting any and all information into the language spoken into that area, including: advertisements, websites, packaging, directions and more. Had the distributor not been in place to serve as an intermediary there would be huge costs incurred in an effort to customize informational and marketing processes. Having a reliable source to advise Roca about legal constraints will avert them from violating regulations as well as help them capitalize on all that the law has to offer to protect Roca and its products. Beyond the scope of the distributor is the responsibility of the subsidiary. A simple power transfer occurs where Roca regains control of the operation in the foreign location and reduces the role of the intermediary, the distributor. At this juncture issues with language barriers, legal issues, and customer identification have been dealt with. The subsidiary is therefore a means to solidify Roca’s presence in the market and further expand their market share in this area. There are some drawbacks to this model. Consider the fact that the distributor may be unreliable. Roca had to rely on the distributor to provide accurate information about the market and the customer base. Were the distributor reluctant or unsuccessful in ascertaining this, continued involvement in the market may lead to stagnant sales and possibly a failed international expansion. Furthermore, the strategy entails a significant power shift for Roca. In this case there is a possibility that Roca loses sight of the sanctity of the Roca brand therefore threatening the longevity of Roca. However, the greatest drawback can be expected from the sales force who are not salaried employees. The sales force has no incentive to be loyal to Roca, so there should be a swift transition from distributor to subsidiary to take on salaried employees who will be a bit more consciences about their performance and the success of the company.

Factors affecting employee commitment

Factors affecting employee commitment Over the last ten years, the study of commitment has advanced in many different directions. A variety of disciplines have adopted the topic as a theme in their research and these have offered fresh and significant insights. These recent advances include new approaches to both the conceptualization of employee commitment and the particular human resource practices intended to increase it. Current research concerning employee commitment highlights the pitfalls of viewing commitment as a one-dimensional construct that can be enhanced by a particular human resource policy. This assumes that a particular practice, for example offering flexible working arrangements or more training, will have a significant and beneficial effect on employee commitment. Unfortunately, in practice it is not that simple because there is no single solution. All employees wants and needs cannot be addressed by a single policy. The effective functioning of an organization highly depends on the commitment of its employees. In fact, the commitment of employees may be a key factor that determines the success of a company in the modern world since, in the situation of the growing competition and the constant implementation of new technologies a company needs to have well-qualified and reliable personnel to maintain its position in the market. At the same time, the effectiveness and productivity of work of employees still remain the major factors that can contribute to the progress of the company. On the other hand, nowadays it is obvious that financial stimuli solely can hardly motivate employees to work more effectively and productively. In such a situation, employees commitment turns to be of a paramount importance since it is due to the high commitment of employees they can perform positive results of their work, increase its effectiveness and productivity, while low commitment leads, as a rule, to poor results of the functioning of the entire organization. DEFINATION OF TERMS. COMMITMENT Meyer Allen 2001 define commitment as is a stabilizing force that acts to maintain behavioural direction when expectancy/equity conditions are not met and do not function. An obliging force which requires that the person honor the commitment even in the face of fluctuating attitudes and whims. (Brown 1996) The relative strength of an individuals identification with and involvement in a particular organization (Mowday et al 1979) According to Salancik (1977) commitment is a state of being in which an individual becomes bound by his action to beliefs that sustain his activities and his own involvement Allen meyer,1990, commitment is a psychological state that binds the individual to the organization. EMPLOYEE COMMITMENT It is the psychological bond of an employee to an organization, the strength of which depends on the degree of employee involvement, employee loyalty and belief in the values of the organization. As defined by Poter (1974) Employee commitment is the relative strength of the individuals identification with and involvement in a particular organization. It consists of three factors:A strong desire to remain a member of the organization; A strong belief in, and acceptance of, the values and goals of the organization A readiness to exert considerable effort on behalf of the organization MODELS OF COMMITMENT A THREE MODEL CONCEPTUALIZATION OF ORGANIZATION COMMITMENT. This model of organizational commitment model was developed by Meyer and Allen. According to the model, organizational commitment reflects at least three general themes. 1.Affective commitment to the organization 2.Continuance Commitment The perceived cost associated with leaving it 3.Normative Commitment- The obligation to remain with it. Affective Commitment Its the employees emotional attachment to, identification with and involvement in the organization. Employees with a strong affective commitment continue employment with the organization because they want to. Continuance Commitment The individual commits to the organization because he/she perceives high costs of losing organizational membership including economic costs (such as pension accruals) and social costs (friendship ties with co-workers) that could be incurred. The employee remains with the organization because he/she has to. I t refers to an awareness of the costs associated with leaving the organization. The potential cost of leaving an organization include the threat of wasting the time and effort spent acquiring non transferable skills, losing attractive benefits, giving up seniority based privileges or having to uproot family and disrupt personal relationships. It also develops as a result of lack of alternative employment opportunities. Employees in this category remain because they need to. NORTMATIVE COMMITMENTS Refers to a feeling of obligation to continue employment . Employees in this category remain in the organization because they feel they ought to. Organization can develop normative commitment by providing reward in advance e.g. paying college tuition. Normative pressures may also make an individual feel that they ought to remain within the organization. Acknowledging these investments makes employees feel a sense of obligation to reciprocate by committing themselves to the organization until the debt has been paid . One important point is that not all forms of employee commitment are positively associated with superior performance (Meyer Allen, 1997). For example, an employee who has low affective and normative commitment, but who has high continuance commitment is unlikely to yield performance benefits. The main reason such an employee remains with an organisation is for the negative reason that the costs associated with leaving are too great. THE HIGH COMMITMENT MODEL. ( IN STRATEGIC HRM.) This model embraces workforce commitment and identification with the organizations values and goals. The main features of high commitment model are 1. Development of career ladders and emphasis on trainability and commitment as highly characteristic of employees at all levels in the organization. 2. A high level of functional flexibility with the abandonment of potentially rigid job descriptions. 3. The reduction of hierarchies and the ending of status differentials. 4. Heavy reliance on the team structure for dissemination of information (team building) structure work and problem solving. 5. Job design as something management consciously does in order to provide jobs which have a considerable level of intrinsic motivation. 6. A policy of no compulsory layoff or redundancies and use of permanent employee with possible use of temporary workers to cushion fluctuation in the demand for labour. 7. New forms of assessment and pay system and more specifically merit pay profit sharing 8. A high involvement of employees in the management of quality. CONCEPTUALISATION OF COMMITMENT: MODEL DEVELOPED BY OREILLY AND CHATMAN. (1986) OReilly and Chatman(1986) developed their multidimensional framework on the basis of the assumption that commitment represents an attitude towards the organization. For them, commitment takes on three distinct forms, which they labeled 1. Compliance 2. Identification 3. Internalization Compliance occurs when attitudes and corresponding behaviors are adopted in order to gain specific rewards. E.g being very considerate towards people so that you get that promotion Identification occurs when an individual accepts influence to establish or maintain a satisfying relationship Relationship / Internalization occurs when influence is accepted because the attitudes and behaviors one is being encouraged to adopt are congruent with existing values. Employees thus become committed to organizations which they share value e.g. an organization that encourages integrity is likely to win the commitment of an individual who believes in integrity. TYPES OF COMMITMENT . OMalley (2000) contends that a review of the commitment literature produces five general factors which relate to the development of employee commitment: Affiliative Commitment: An organizations interests and values are compatible with those of the employee, and the employee feels accepted by the social environment of the organization. Associative Commitment: Organizational membership increases employees self-esteem and status. The employee feels privileged to be associated with the organisation. Moral Commitment: Employees perceive the organization to be on their side and the organization evokes a sense of mutual obligation in which both the organization and the employee feel a sense of responsibility to each other. This type of commitment is also frequently referred to in the literature as Normative Commitment. Affective commitment: Employees derive satisfaction from their work and their colleagues, and their work environment is supportive of that satisfaction. Some researchers (eg Allen Meyer, 1991) suggest that this is the most important form of commitment as it has the most potential benefits for organizations. Employees who have high affective commitment are those who will go beyond the call of duty for the good of the organization. In recent literature this form of commitment has also been referred to as engagement and is the form of commitment that is most usually measured by organizations. Structural commitment: Employees believe they are involved in a fair economic exchange in which they benefit from the relationship in material ways. There are enticements to enter and remain in the organization and there are barriers to leaving. This type of commitment is also frequently referred to in the literature as Continuance Commitment. FACTORS AFFECTING EMPLOYEE COMMITMENT. The workplace is a dynamic field and to remain competitive, employee commitment is important..The following factors affect employee comittemnt: Workplace values. If employees believe that their organization values quality products they will engage in behaviors that will contribute to high quality. If employees are convinced that their organization values participation they will be more likely to feel as though their participation will make a difference. They will thus be motivated and be more willing to seek solutions and make suggestions to contribute to the organization success. Subordinate supervisor interpersonal relationship. Supervisors behavior include sharing appropriate information, allowing mutuality of influence, recognizing and rewarding good performance and not abusing the vulnerability of others . The extent to which the supervisor displays these behaviors will thus largely determine subordinate commitment level Job characteristics. The extent that a job is structured to provide regular feedback and autonomy as well as a sense of task completion An increase in perceived control strengthens emotional bonds with an organization. A heightened sense of personal control has a positive consequence for employees attitudes and behaviors at work. When tasks are Intrinsically satisfying, employees tend to be more committed. Commitment is low when employees are given repetitive routine tasks to complete. A job that allows a high degree of autonomy and the absence of close supervision increases commitment. Demographics AGE. A range of demographic variables have been found to be related to employee commitment (Mathieu Zajac, 1990). For a variety of reasons, age has been found to be a positive predictor of employee commitment. As Mathieu Zajac (1990) suggest, the older employees become, the less alternative employment options are available. As a result, older employees may view their current employment more favourably. Dunham et al. (1994) suggest older employees may be more committed because they have a stronger investment and greater history with their organization. GENDER: With regard to gender, a number of studies (eg Mathieu Zajac, 1990) have reported women as being more committed than men. This is typically explained by women having to overcome more barriers than men to get to their position in the organization. MARITAL STATUS Marital status has also been shown to relate to commitment, with married employees usually showing more commitment (Mathieu Zajac, 1990). However, it is suggested that the reason for this is because married employees will typically have greater financial and family responsibilities, which increases their need to remain with the organization. Note, however, that this refers to structural commitment (or continuance commitment) in that the cost associated with leaving the organization increases commitment to the organization. As mentioned previously, structural commitment does not necessarily relate to increased performance. Recruitment Procedures OMalley (2000) suggests that organizations need to pay more attention to addressing employees social need to affiliate and belong, in order to create commitment, the organization must have the right sort of employees in the first instance. Employees feelings of belonging start to develop long before employees join the organization. The following information should be shared with employee to enhance commitment à ¢Ã¢â€š ¬Ã‚ ¢ share details about the organization à ¢Ã¢â€š ¬Ã‚ ¢ provide employees with help and support throughout the recruitment and selection process à ¢Ã¢â€š ¬Ã‚ ¢ convey the interests and values that the organization shares with employees. Organizations need to be attractive to the right sort of people; thus the initial contact between the organization and the prospective candidate is very important. DEVELOPING AN EMPLOYER BRAND. As Troy (1998) points out, increasingly organizations are attempting to communicate with prospective employees in a coherent manner by developing an employer brand The brand should condense the basic nature of the organization, what its values are and what it would be like to work there. The principal purpose of the brand is to efficiently bring employers and employees together in order to establish a relationship. Thus, a good brand should convey both the unique benefits of the organizational environment and the type of person who is likely to do well in that setting. The organization must then ensure that it delivers these promises to its employees, or its efforts will have been wasted. Employers should, therefore, devote a portion of the selection process to assessing cultural fit. Met Expectations Employees will be more committed if there is a good match between what the person is looking for in a job, and what the job provides . Commitment will be greater when employees experiences on the job match their expectations. Unmet expectations are a source of low morale and dissatisfaction. Such expectations usually relate to the type of work employees are given to do and the opportunities they receive for training and development. Factors affecting commitment. By Kochan and dyan as cited by Armstrong 2005. 1. Strategic level -supportive business strategies -Top management value of commitment -Effective voice of HR in strategy making Supportive business strategies may include activities that increase employee involvement thus reinforcing commitment. When top management is commited to its employees the employees too become commited. Fair human resource policies e.g a policy of promotion based on merit will also increase commitment 2. Hr policy level -staffing based on employment stabilization investing on training and development -continent compensation that reinforces cooperation Training increases employees efficiency making them more commited because they enjoy what they do.(Affective commitment) 3. Workplace level Selection based on high standards -Job design and team work -employee involvement in problem solving -climate of cooperation and trust. Selecting people with the right skills for a job will ensure that the employee remains commited as they will be efficient in their duties. Efficiency increases commitment. Designinh jobs e.g allowing flexi time,job enlargement,job enrichment and job rotation ensures that monotony is kept at bay and commitment is enhanced Other factors that affect employee commitment by Purcell et al (2003 in Armstrong ,2005) include i. Received training last year ii. Are satisfied with career opportunities iii. Are satisfied with performance appraisal system Think managers are good in people management (Leadership) v. Find work challenging vi. Think their form helps them achieve a work-life balance vii. Are satisfied with communication or company performance Benefits of employee commitment High level of employee commitments means that employees are really enthusiastic about their job and, their performance will be better as well as the effectiveness and productivity of their work higher. Employee commitment also evokes a profound interest of an employee to his/her work. This means that he/she enjoys the job he/she does. Consequently, the level of employees satisfaction will be high if they are really committed to their work. Employee commitment may be also cost saving since committed employees are highly motivated that means that they do not need increasing financial rewards for their work, though it does not necessarily mean that employees should not receive financial rewards at all, but the expenses of the organization at this point may decrease. The performance benefits accrued from increased employee commitment have been widely demonstrated in the literature. To list but a few, these include: i. increased job satisfaction (Armstrong 2005) ii. increased job performance (Mathieu Zajac, 1990) iii. increased total return to shareholders . iv. increased sales (Barber et al., 1999) v. decreased employee turnover (Cohen, 1991) decreased intention to leave decreased intention to search for alternative employers (Cohen, 1993) vii. decreased absenteeism (Cohen, 1993, Barber et al. 1999) Employee commitment should be viewed as a business necessity. Organizations who have difficulty in retaining and replacing competent employees will find it hard to optimize performance. There are not only the immediate expenses of the recruitment process, but other hidden costs such as management time and lost productivity as new employees take time to become effective in their roles. Commitment also has the following effects: 1. I t results in self directed( self initiave) application to do the job 2. regular attendance, 3. nominal supervision 4. a high level of effort 5. it increases the intention to stay- loyalty NEGATIVE EFFECTS OF LOW EMPLOYEE COMMITMENT. Low commitment of employees may lead to negative results and undermine the normal functioning of an organization or, at any rate, decrease the effectiveness of work of employees considerably. The low employee commitment has a number of disadvantages which deteriorate the work of each employee and the entire organization (OMalley 2000). Low commitment leads to the low level of interest of employees in their work. Consequently, if employees are not sufficiently interested in their work they will naturally work worse than they can. In other words, the low commitment decreases the effectiveness and productivity of work for employees are not really interested in their work and its outcomes. Naturally, in such a situation, they can hardly be interested in a positive performance of the organization they work for. MEASURING EMPLOYEE COMMITMENT . This can be done through an attitude survey, employee satisfaction survey, employee commitment survey and performance appraisals. Questioners are usually administered to collect relevant data that management later uses when deciding ways of increasing employee commitment. Sample of a questioner attached(Annex 1) WAYS OF ENHANCING EMPLOYEE COMMITMENT Organizations can use various strategies to increase employee commitment. This strategies include: Induction and Training The induction programme should be the final step of the recruitment and selection process. A good induction programme will make new employees more familiar with and more at ease within the organization. Employees enter the organization with an assumption of compatibility and should be welcomed. Relationships with Managers This refers to how the quality of the relationship between managers and their employees relates to the development of commitment. Employees commitment reflects their day to day contacts with their line managers about their job, and the way in which objective targets are set. Effective communication on job-related issues is a key ingredient in securing individual performance. To a great extent, individual line managers are responsible for ensuring that these maintenance behaviours occur. With poor management, the most well developed organizational programme can break down at the point of transmission. Relationships with Colleagues Emotional attachment to colleagues in the workplace is an important element of commitment, though It is not enough on its own. Unless there is occasion for frequent and rewarding interaction, stronger feelings of belonging that can bind employees to the organization are unlikely to emerge. Organizations that want to build high levels of commitment should look for ways to build this through group activities both in and out of work Group Membership To build commitment, being a member of a particular organization must not only satisfy employees social need to affiliate and belong, but must also create a sense of collective identity that differentiates the group from other organizations. There are many situational features that contribute to a sense of group membership. The more exposure that employees have to these features, the more likely they will be to feel like a part of the group and to incorporate that membership into their concept of who they are. Organizational Justice and Trust It is also argued that employees evaluate their experiences at work in terms of whether they are fair and reflect a concern on the part of the organization for the well- being of the employees (Meyer, 1997). Treating employees fairly, communicates the message that management is commitment to the employees. This suggests that organizations wanting to foster greater commitment from their employees must first provide evidence of their commitment to their employees. When there is trust, employees are willing to suspend judgement and defer to the authority of others. In addition, trust permits organizational flexibility because a payback need be neither immediate nor of equivalent value. OMalley (2000) identifies four areas in which employees sense of trust in the employer can be increased: i. Growth: As most employees want to be more proficient in their job, a good way to instil trust is to attend to employees development needs. ii. Work-Life balance: Most employees would like organizations to allow greater personal time when needed. iii. Individual accommodation: Acts of organizational flexibility or benevolence toward employees. iv. Health and Safety: Organizations that are committed to protecting employees health and safety are more likely to be trusted Promotion Policies and practices concerning promotion can also affect commitment. . Among those who are considered for promotion, the outcome of the decision is likely to have an effect on commitment. But, for some, the perception of fairness in the decision-making process might be even more important. This suggests that organizations should communicate clearly how their decisions were made and why those who did not succeed were not suitable. Work-Life Balance A key issue emphasized by research, especially in recent years, is the extent to which employees perceive they are able to achieve the right balance between home and work. Organizations are beginning to recognize this, and are making more concerted efforts to introduce a host of programmes intended to ease employees burdens. These include initiative such as: flexible work arrangements; child care; time off policies; elderly care; healthcare; information and counseling; and convenience services to name but a few. Job Satisfaction How happy an employee is in a job has profound effects on behaviour and commitment. In relation to commitment, job satisfaction and work-life satisfaction are very important. Job satisfaction is an enormous area; however, to be concise a satisfying job typically has three properties: i. It has intrinsically enjoyable features: Mathieu Zajac (1990) found that the strongest correlation with commitment were obtained for job characteristics, particularly job scope (enrichment). ii. It provides an opportunity for growth and development. iii. It makes employees feel effective in their roles (that they can positively influence organizational outcomes). Pay and Reward As mentioned previously, employees may remain with an organization because there are constraints against leaving and incentives for staying. It is important for organizations to structure the economics of the relationship in a way that will not obstruct commitment. One of the reasons to stay in a relationship is because it makes sense economically. Pay makes continuation of the employment relationship worthwhile because there is mutual dependence. PSYCHOLOGICAL CONTRACT Schein cited by (Armstrong 2005) defines commitment as attachment and loyalty Psychological contract is the degree people are committed to the organization (Schein 1965). It depends on 1. The degree to which their own expectations of what the organization will provide to them and what they owe the organization in return matches what the organization expectations are of what it will give and get in return The nature of what is actually to be exchanged e.g. money in exchange for time at work , social need satisfaction and security in exchange for hard work and loyalty Armstrong (2004) defines psychological contract as a system of beliefs which encompasses on one hand the actions employees belief are expected of them and what response they expect in return from their employer and on the other hand the behavior employers expect from their employees. It is implicit and dynamic ROLE OF PSYCHOLOGICAL CONTRACT IN DEVELOPING EMPLOYEE COMMITMENT, (ARMSTRONG) 2005 1. During recruitment interviews present the unfavorable as well as the favorable aspects of a job in a realistic job preview.- This will enable the candidate have a clear and achievable expectation of the organization and thus avoid setting very high expectations that the organization is unable to meet,leading to low / decreased commitment 2. In induction programmes communicate to new starters the organizations personnel policies and procedures and its core values indicating to them the standards of performance expected this enables them to remain committed in achieving the expected performance 3. Issue and update employee hand books and intranet entries which reinforce the message delivered in induction programmes. 4. Develop performance management process plans which spell out how continued improvement of performance can be achieved mainly by self managed learning 5. Use training and management development programmes to underpin values that define performance expectations. 6. Ensure thorough manager and team leader training that managers and team leaders understand their role in managing the employment relationship through such processes as performance management and team leadership managers should be very committed so as to pass the same message of commitment to employees. 7. Encourage a maximum amount of contact between managers and team leaders and their team members to achieve mutual understanding. 8. Adopt a general policy of transparency ensuring that on all matters which affect them employees know what is happening and the impact it will make on their employment 9. Develop personal procedures covering grievance handling, discipline , promotion and redundancy. Ensure they are implemented fairly and consistently. 10. Develop and communicate personnel policies covering the major areas of employment, development, reward and employee relations DEVELOPING HR PRACTICES THAT ENHANCE COMMITMENT. According to Armstrong 2005 the following ten (10) practice contribute to increase of employee commitment. 1.Advise in methods of communicating the values and aims of management and achievements of the organization, so that employees are more likely to identify with it as one they are proud to work for. 2.Emphasize to management that commitment is a two way process employees cannot be expected to be committed to the organization unless management demonstrates that it is committed to them. 3.Impress on the management the need to develop a climate of trust by being honest with people, treating them fairly justly and consistently, keeping its word and showing willingness to listen to the comments and suggestions made by employees 4.Develop a positive psychological contract by treating people as stakeholders rely on consensus and cooperation rather than control and coercion and provision of opportunities for learning and career progression. 5.Advise on and assist in the establishment of partnership agreements with trade unions which emphasiz