The Definition Of Methodology

The Definition Of Methodology The purpose of this chapter is to present the research methodology adopted in this study. It first outlines the philosophical assumptions underpinning this research, discussing the researchers constructivist approach. The next section defines the scope and rationale for the research design, and details of data analysis. It also provides an overview of the data collection methods used for this research. The chapter concludes by discussing issues of rigor and trustworthiness and ethical considerations. 3.1.1 Definition of Methodology According to Polit and Beck (2004) methodology refers to ways of obtaining, systematizing and analysing data. Creswell (2003) portrays methodology as a coherent group of methods that harmonize one another and that have the capability to fit to deliver data and findings that will reflect the research question and suits the researchers purpose. Bowling (2002) explains that methodology is the complete structure of the research study; the size and sample methods, the practices and techniques utilized to collect data and the process to analyse data. 3.2 Research Design Burns and Grove (2002) define a research design as a blueprint for conducting a study with maximum control over factors that may interfere with the validity of the findings. The overall purpose of this study is to contribute further to the role-definition process of the ambulance nurse in Malta. In order to reach the overall purpose of this study a qualitative exploratory descriptive design will be used to identify, analyse and describe factors related to the nature of interventions and care nurses deliver in the pre-hospital setting and to explore barriers and facilitating factors perceived by ambulance nurses that hinder or enhance PHC in Malta. 3.2.1 Research Philosophy The context in which research is carried out establishes were the researcher wants to go with the research and what is sought to be achieved. It is therefore imperative that the researcher is clear about the paradigm issues that guide and enlighten the research approach, as they are reflected in the methodology applied in the research and help place the research into a broader context (Thorpe Lowe, 2002). This research study is associated with the constructivism paradigm. Consequently, the researcher will discuss the ontology and epistemology in relation to this research. 3.2.1.1 Constructivism Constructivism seeks to undertake research in its natural setting; therefore, constructivism which is developed from the naturalistic philosophy disputes positivism and post-positivism views of knowledge and science (Appelton King, 2002). Thus, the aim of constructivism is to identify the diverse knowledge that people own, this is done by seeking to attain some consensus of meaning but at the same time remaining open to new explanations (Denzin Lincoln, 2003). Constructivist research, therefore, may identify a spectrum of diverse views and insights that would be overlooked within the narrow confines of conventional positivist inquiry. In view of these issues, constructivism is the most indicative research paradigm to use for this research as this philosophy will aid in exploring through description participants experiences, views and thoughts in a more humane way, by presenting ambulance nurses quotes and developing themes rather than presenting results in statistical form. 3.2.1.2 Ontology When considering a research paradigm, the researchers first requirement is to locate a position on the nature of reality (Appelton King, 2002). In the ontological theory, reality is subjective and multiple as seen by the participants in the study. Hence the researcher will use quotes and themes in words of the ambulance nurses to provide evidence on different perspectives. This is done by articulating, appreciating and making the research participants voices and concerns and practice visible. In the constructivism stance, the researcher is obliged to give a true picture of reality (Schwandt, 2001). Truth is achieved by seeking to comprehend the shared meaning and embedded meaning of both the participants and the researcher. This may be apprehended by building up a researcher-participant interaction in the natural environment rather than in a controlled environment (Denzin Lincoln, 2003). 3.2.1.3 Epistemology Conversely, in the epistemological assumption the aim of the researcher is to try and lessen the distance between what is being researched and oneself (Creswell, 2003). Within constructivism, the ontology and epistemology merge because the knower is inseparable from what may be known within the overall construct of a particular reality (Schwandt, 2001). The constructivist, ontological and epistemological positions have specific implications for me as a researcher wishing to explore these ambulance nursing issues. As a staff nurse working in another ambulance service, I acknowledge that my account of reality of PHC may serve to enhance the description of the phenomena under study. My role as a researcher is to be actively engaged with the research process. Therefore, an emic position is taken which allows me to build data, which is generated rather than collected. Within constructivism, the ontology and the epistemology approaches are interwoven and cannot be detached as with the positivist and post positivist paradigms (Appelton King, 2002). 3.2.1.4 Disadvantages of Constructivism Constructivism, whilst being an ideal paradigm for the inquiry may have its own limitations and it is central that the researcher takes these into consideration. A limitation of constructivism is that by trying to explain the phenomena, the researcher will be stuck in trying to give an infinite number of interpretations which may result in less explanatory power (Appelton King, 2002). Thus, working with the constructivism paradigm, the researcher is obliged to be conscious in seeking equilibrium between the contribution of informants and ones own to ensure an authentic account of the phenomena. Moreover, certain issues and steps in the methodology of this study were taken into consideration in order to avoid any pitfalls. 3.2.2 Qualitative Research Qualitative research refers to inductive, holistic, emic, subjective and process-oriented methods used to comprehend, interpret and describe a phenomena or setting. It is a systemic, subjective approach used to describe meaning (Burns Grove, 2003). Qualitative research is more associated with words, language and experiences rather than measurements, statistics and numerical figures. Researchers using qualitative research take a person centred and holistic perspective to understand the phenomenon, without focusing on specific concepts. The original context of the experience is unique, and rich knowledge and insight can be generated in depth to present a lively picture of participants reality and social context (Holloway, 2005). Regarding generation of knowledge, qualitative research is characterised as developmental and dynamic, and does not use formal structured instruments. In turn it involves the systemic collection and analysis of subjective narrative data in an organised and intuitive fashion to identify the characteristics and significance of human experience (Holloway, 2005). Qualitative researchers are concerned with the emic perspective to explore the ideas and perceptions of the participants. The researcher tries to examine the experience from the participants point of view in order to interpret their words. The researcher therefore becomes involved and immersed in the phenomena to become familiar with it. The immersion of the researcher helps to provide dense description from the narrative data gathered from the participants, to interpret and portray their experiences, and to generate a more comprehensive understanding. However, immersion cannot be obtained without a researcher-participant trusting relationship. The relationship is built through basic interviewing and interpersonal skills. In qualitative research, the researcher is required to be a good listener, non-judgemental, friendly, honest and flexible. Brink and Wood (1998) point out that the qualitative data collection methods are flexible and unstructured, capturing verbatim reports or obser vable characteristics and yield data that usually do not take numerical forms. 3.2.3 Qualitative Description Approach Within a qualitative framework, and an interpretive stance, this research is concerned with identifying and describing factors regarding the pre-hospital nursing care in Malta. For this study a qualitative descriptive research design will be used. Sandelowski (2000) points out that a qualitative descriptive study is seen as less interpretive than interpretive descriptive studies as they do not require researchers to move as far into their data. However, all inquiry entails description, and all description entails interpretation (Sandelowski, 2000). Although no description is free of interpretation, basic or fundamental qualitative description, as opposed to, for example, phenomenology or grounded theory description, it necessitates a kind of interpretation that is low inference, this low inference interpretation in qualitative descriptive studies entails the presentation of facts in an everyday language (Neergaard et al. 2009). 3.2.3.1 Design features of Descriptive Qualitative Research Qualitative descriptive design is a typical eclectic but reasonable design that well considers a combination of sampling, data collection, analysis, and re-presentational techniques (Neergaard et al. 2009). Sandelowski (2000) explains that qualitative description is especially amenable to obtain straight and largely unadorned answers to questions of special relevance to practitioners and policy makers. Neergaard et al. (2009) explicate that the qualitative descriptive design favours to use an interview guide somewhat more structured than other qualitative methods though it is still modified and transformed as themes emerge through analysis. They continue to explain that the strategy of content analysis is the most commonly used method of analysis in qualitative description (Neergaard et al. 2009). A straight descriptive summary is the likely outcome of qualitative descriptive studies, which should be organized in a way that best encloses the data collected (Sandelowski, 2000). 3.2.3.2 Strengths and Weaknesses of Descriptive Qualitative Research All research methods have their limitations, and qualitative description is often criticized for lacking of clearness and the lack of theory based approach (Giorgi. 1992). However, this criticism is only vindicated if qualitative description is used for the wrong principles. Neergaard et al. (2009) emphasize that qualitative description should be the method of choice when a description of a phenomena is wanted. Furthermore, qualitative description has been criticized for its lack of rigor and for being flawed, when it comes to judging its credibility. However, Milne and Oberlee (2005), converse about enhancing rigor in qualitative description by focusing on strategies such as authenticity, credibility, criticality and integrity. Qualitative description may be seen as too subjective because description is always attributed to the researchers perception, inclinations, sensitivities, and sensibilities (Sandelowski, 2000). In order to reduce this, the researcher must put an emphasis in m eeting the criteria of integrity and neutrality (Milne and Oberlee, 2005). Qualitative description may be seen as a functional method when the researcher intends to focus on describing experiences of patients, relatives and health care professionals and when the researcher wants to understand their views on patient-professional interaction and the organization of the health care system (Sandelowski, 2000). Strength of qualitative description is more evident in mixed method approaches and in studies which need to develop their own questionnaire. Neergaard et al. (2009) point out that qualitative description performed prior to the development of a questionnaire or an intervention can give very significant and useful information. Qualitative description has also be an appropriate qualitative method for small interview studies were one needs to gain preliminary insight into a particular topic (Neergaard et al. 2009). Sandelowski (2000) also highlights a great advantage of the method is that it is suitable if time or resources are limited. 3.2.3.1 Rational for choosing descriptive approach According to Burns and Grove (2003) descriptive research is designed to provide a picture of a situation as it naturally happens. It may also be used to justify current practices and identify factors that hinder or enhance practice as one gets a whole picture from the informants (Burns and Grove, 2003). Qualitative descriptive study is the method of choice when straight descriptions of a phenomena are desired, Sandelowski (2000) explains that qualitative description is especially useful for researchers wanting to know who, what and where of events. Qualitative description will be used in this study to describe and document the perceptions and experiences of what different skills are used while delivering PHC and when they are mostly used. The design will also be used to explore what facilitators and barriers are encountered when delivering PHC. 3.3 Population and Sample 3.3.1 Population Parahoo (2006) defines population as the total number of units from which data is collected, such as individuals, artefacts, events or organizations. Burns and Grove (2003) describe population as all the elements that meet the criteria for inclusion in a study. They continue to explain that the researcher must recognize a list of characteristics that requisite to be eligible part of the target population. The criteria for inclusion in this study were staff nurses who work in Accident and Emergency Department at Mater Dei Hospital, and have at least five years PHC experience. 3.3.2 Sample Polit and Beck (2004) define a sample as a proportion of a population The sample was chosen from the target population as defined in the inclusion and exclusion criteria. A carefully selected sample can offer data representative of the target population from which it is drawn. However, the aim of qualitative research is to raise insight into a phenomenon rather than assume representativeness. To reach the purpose of this study a purposive sampling technique will be used. Bowling (2002) explains that a purposeful sample is a deliberate and non random method, which aims to sample a group of people with a specific characteristic. The main characteristic of the selected participants in this study is being knowledgeable about the topic, because of their involvement and experience in PHC. Sandelowski (2000) explains that purposive sampling is a preferred method when using qualitative description as it is deemed information rich. 3.3.3 Sampling process The sampling process for this study was carried out in two phases, purposeful sampling for the interviews and a random selection from a group of purposeful selected participants. 3.3.3.1 Phase 1 For the first phase of data collection eight nurses were purposely selected for semi-structured interviews. Purposeful sampling methods were used based on the nurses who have special training in pre-hospital and are considered more experts in the field. This non-probability sampling technique was used since the researcher wanted to get a more in depth description of the pre-hospital nursing care offered. The researcher informed the nursing officer to distribute an invitation letter to the selected participants and those that agree to participate in the study were given a consent form. 3.3.3.2 Phase 2 The sample for second phase where the focus group was carried out was selected randomly from purposefully selected nurses who satisfied the selection criteria (5 years experience in the ambulance service), since the aim of the focus group is to identifying specific issues commonly related to nursing care in the pre-hospital setting. Ten to twelve nurses were randomly selected by the nursing officer who presented them an invitation letter with information about the study. Those who accept the invitation were asked to consent their participation in the focus group by filling out a consent form after having had their queries addressed by the researcher. 3.4 Data Collection Qualitative data collection is the precise, systemic gathering of information relevant to the research problem, using methods such as interviews, participant observations, focus group discussions, narratives and case histories (Burns and Grove, 2003). Data collection techniques in qualitative description usually include minimal to moderate structured interviews and focus group interviews (Neergaard et al. 2009). 3.4.1 Methods of Data Collection Data was collected in two phases. Phase one included data collection by means of semi-structured interviews, were the researcher interviewed nurses who are experts in the field and by the way of their clinical experience and having received specialized training in PHC. Phase two included a focus group which had the aim of identifying specific issues, and add quality to the data obtained from the interviews. The data will be presented and discussed in the results and discussion chapters respectively. 3.4.1.1 Semi Structured Interviews According to Kvale (1996), using a qualitative interview offers the researcher an opening to understand the phenomena under study from the perspective of the interviewee. In this study face to face semi-structured interviews were deemed appropriate as this method is particularly efficient in collecting data which involves opinions and perceptions. Polit and Beck (2004) converse that when performing semi structured interviews the researcher has to prepare in advance a written topic guide, which is a list questions to be covered by the respondents (Appendix 2). The interviewers function is to encourage participants to talk freely about all topics on the list, and to provide as much detail as they wish, and offer illustrations and explanations (Polit and Beck, 2004). 3.4.1.2 Advantages of interviews Among the main advantages of semi structured interviews there are the benefits of conversation that is carried out between the researcher and the informant. However, the conversations are purposeful ones that require advance thought and preparation, so the researcher must not enter into them casually. These face to face interviews can probe fully for responses and clarify ambiguities. Bowling (2002) points out advantages of interviews are that one can check misinterpretations and inconsistencies, and that interviews can provide rich quotable material which enlivens research reports. Kvale (1996), also find interviews beneficial to the participants as they can freely communicate their perceptions and experiences to the researcher. 3.4.1.3 Disadvantages of interviews Nevertheless, despite the many advantages of interviews, there are some limitations for this method of data collection, mainly the fact that interviews can be expensive and time consuming, and there is the potential of interview bias. According to Bowling (2002) techniques for reducing interview bias include good interview training and managing to establish rapport with the participants by putting them at ease, and appearing non-judgmental. 3.4.1.4 Focus Group interviews Another method of data collection used in this study is a focus group interview. Neergaard et al. (2009) recommend the use of focus groups when using qualitative description as focus group interviews seem pertinent to get a broad insight into a subject. According to Parahoo (2006), a focus group discussion is an interaction between one or more researchers and more than one participant for the purpose of collecting data. Holloway (2005) states that in focus group discussion researchers interview participants with common characteristics or experiences for the purpose of eliciting ideas, thoughts and perceptions about a specific topic or certain issues linked to the area of interest. Therefore, in this study the researcher will carry out a focus group discussion with the nurses who deliver PHC, based on findings from previous face to face interviews to elicit discussion on the objectives of the study. 3.4.1.5 Advantages of focus group interviews Focus group discussions have several advantages in obtaining qualitative data. Contrary to face to face interviews, focus group meetings are cheaper, and are quicker in obtaining valuable data (Parahoo, 2006). Bowling (2002) points out that one of the main strengths of focus group meetings is that it makes use of group dynamics which stimulates group discussion to gain insight and generate ideas in order to pursue a topic in greater depth. Parahoo (2006) also points out that participants are provided with an opportunity to reflect and react to the opinion of others with which they may disagree or of which they are unaware. Holloway (2005) also finds focus groups advantageous as they give the opportunity to the participants and researcher to ask questions and informants can build answers on others responses. 3.4.1.5 Disadvantages of focus group interviews Nonetheless, Holloway (2005) also highlights limitations of a focus group as the researcher may find difficulties in managing debate and controlling the process. A disadvantage in focus group discussion may also be due to some participants being introvert while others may dominate the discussion and influence the outcome, or perhaps even introduce bias (Holloway, 2005). Therefore, the researcher must create a good climate to stimulate all informants to participate and keep a balance between participants. Another disadvantage when using a focus group to collect data is the fact that recordings can present problems. Parahoo (2006) stress that taking notes during focus group discussions is not feasible since many people may me talking at the same time. They also point out that tape recordings may only record those that are nearer to the recording making transcription a problem. 3.5 Data Analysis Data analysis is a mechanism for reducing and organising data to produce findings that require interpretation by the researcher (Burns and Grove 2003). Field and Morse (1996) points out that data analysis can be a challenging and creative process characterized by an intimate relationship of the researcher with the participants and the data gathered. 3.5.1 The researchers role in data analysis As researcher reflexivity, bracketing and intuiting were used to lay aside preconceptions regarding the phenomenon being studied and also carried out data analysis simultaneously with data collection. The intellectual process identified by Field and Morse (1996) were followed during data analysis. These comprise of comprehension, synthesising, and theorising. The researcher synthesises the data by putting the pieces together which will enable the researcher to comprehend what is actually going on, then the researcher can prepare a detailed description of the phenomenon under study and give explanations and determine correlation with data gathered (Field and Morse 1996). 3.5.2 Content Analysis Qualitative content analysis is the analysis strategy of choice in qualitative descriptive studies (Sandelowski 2000). Qualitative content analysis is a dynamic form of analysis of verbal and visual data that is oriented towards summarizing the informational content of the data (Polit and Beck 2004). Bowling (2002) explains that with content analysis, the key themes and concepts are identified in the transcripts, and are categorised. Sandelowski (2000) explains that qualitative content analysis is a reflective and interactive process, were the researcher continuously modify their treatment of data to accommodate new data and new insights about the data gathered. Content analysis was carried out for the analysis of data from both face to face interviews and focus group discussion. 3.6 Robustness of Study Critiques of qualitative research may argue that it is impossible to ensure a positivist approach of validity and reliability in qualitative work; however, naturalistic researchers have adopted other measures to ensure rigour and trustworthiness of the qualitative study (Shenton, 2004; Silverman, 2001). In order to pursuit a rigours and trustworthy study, the constructs proposed by Lincoln and Guba (1985), will be followed. These four constructs consist of credibility, transferability, dependability and confirmability. 3.6.1 Establishing Rigor and Trustworthiness A research studies is trustworthy when it reflects the reality and ideas of the participants. Lincoln and Guba, (1985) add that trustworthiness of research depends on the extent to which it delves into participants experiences apart from their theoretical knowledge. In this study trustworthiness was guaranteed by the researcher by putting aside preconceived ideas about the phenomenon under study and returned to the informants to ascertain that the description was a true reflection of their opinions and perceptions. According to Polit and Beck (2004) credibility is similar to internal validity in quantitative research. Adopting a well established research method is one measure that can confirm credibility and ensure internal validity of the study. Bowling (2002) recognises the importance of incorporating correct operational measures for the concepts being studied. Therefore, importance was given so that the most adaptable methodology and methods used were suitable for this study. A thick description of the phenomenon under scrutiny was conveyed in detail so the actual situation that was investigated is understood. Lincoln and Guba (1985), stress the close ties between credibility and dependability, arguing that, in practice, a demonstration of the former goes some distance in ensuring the later. Without this detailed description it will be difficult for the reader of the final account to determine the extent of credibility and dependability. Another measure to ensure credibility is that the researcher shows familiarity with the culture of the participating organisation. Since the researcher works in a similar setting and was previously employed in the department which is being studied, gives the researcher a good understanding of the culture of the participants. However, the researcher must give special attention so that professional judgements are not influenced and must acknowledge this in order to reduce researcher bias. According to Shenton (2004), random sampling is also a great way to guarantee credibility and can help to reduce the researchers bias. However, random sampling in qualitative research may not always be possible. In this study a purposive selection technique was used to give the researcher control in choosing participants with different levels of experience. Even though a purposive selection was carried out, participants had the right to withdraw from the study and they were not required to disclose an explanation. Besides being ethically correct this ensured that participants were genially willing to take part in the study and that they were prepared to offer data freely giving more credibility to the study. Lincoln and Guba (1985) consider member checks, peer scrutiny and debriefing sessions important provisions that can be made to bolster a studys credibility and reliability. The researcher checked data during collection and perform dialogues with participants. Informants were also asked to read transcripts in which they have participated for verification. The researcher carried out debriefing sessions with supervisors and was open to peer scrutiny, in order to help identify the development of new ideas and interpretations which may assist the researcher to refine the research methods and strengthen arguments brought up from data collected. These meetings also helped the researcher recognise any biases. Transferability is related to the external validity of the research project. Since qualitative assignments are specific to a small number of particular environments and individuals, it is practically impossible to demonstrate that findings are applicable to other situations (Shenton, 2004). However, in order to offer transferability of findings the researcher ensured that sufficient contextual information about the phenomenon under investigation was provided to allow readers to have a proper understanding of it. 3.7 Ethical Considerations Research has many ethical implications and participants rights, such as the right to refuse to participate to the study, right to refuse to answer certain questions, the right for confidentiality and the right for informed consent, which should at all time take precedence over research objectives (Parahoo, 2006). Therefore, throughout all the stages of research process, it was ensured that ethical principles were maintained so participants were safe guarded against harm. Participants had the right to choose not to participate and similarly the right to withdraw at any point. In this regard, participants were informed of the study in writing and were asked for their consent to participate to both the face to face interviews and the focus group. The consent letters were distributed to the nursing officer who was instructed to pass these on to the selected nurses. In the consent letter, participants were informed about the confidentiality of their responses and also that some of the responses might be quoted to add value to the presentation of results and discussion in the study. However, they were also ensured that measures were taken so that no individual respondent was identified. After completion of the study all data collected and recordings of interviews and the focus groups will be destroyed. Gathering of all relevant permission from the hospital authorities, Data Protection Officer and University Research Ethics Committee of the University of Malta to carry out this research study were sought. (Appendix)

Importance of Motivation in Rention Essay

Employees are the most important factor in the success and failure of any organization. In service industry, employees are in direct contact with the customer, hence they should be motivated. Firstly, this paper focuses on importance of employee motivation on Staff retention, by studying the concepts of staff retention, employee turnover and employee motivation. Further discussing about the major motivational theories, followed by the factors which help to increase motivation and backed up with some latest examples. Secondly, it takes a case study of Heathrow Windsor Marriott, a leading 4 star Airport Hotel, it reflects my observations about the good and bad practises followed by the management of hotel. And at the end, this paper tries to give some recommendations for future practice. 1. Introduction Managing Human Resource has become an inescapable and prominent approach to the management in service industries (Watson 2003).In simple terms, Human means labour/employee, Resource points out employees are valued assets and Management refers to managing personnel of an organization. The objective of Human resources is short term and it mainly focuses on employee relations. However, due to globalization, this approach was fruitless, hence its focus adopted the aspect of strategy. Strategic Human Resource Management means combing Human resources with strategic goals and objectives to improve and develop organization (Regis 2008). According to Banfield and Kay (2012), Human resource management is the ‘glue’ which ensures business success through consistent practises and adapting local conditions. In an organization, employees are the primal force, whose never ending efforts converts the organization’s decision into action with the aim of achieving common goal. Hence, employees should be motivated (Hossain and Hossain 2012). The fast changing competitive business environment has presented challenges for Human Resource professionals for adopting new methods of production and organizing of work. This situation has accelerated the rate of employee turnover. Employee resourcing, employee development, employee relations, productivity are the emerging issues faced by management (Banfield and Kay 2012).The problem of Employee Motivation has become inseparable from Human Resource Management because, employees acts as a major source of organization. This paper is divided into two major parts, literature and reflection. The aim of this paper is on how employee motivation contributes to staff retention. The first part on literature covers topics like Staff retention, turnover & motivation and demonstrate a relationship between employee motivation and staff retention. The second part reflects the practises carried out Heathrow Windsor Marriott Hotel, followed by recommendations for future. 2. Staff Retention Staff retention refers to the techniques employed by the management to help the employees stay with the organization for a longer period of time (Management Study Guide 2013). Every organization puts efforts to transform a raw material to corporate ready material by giving necessary trainings at regular interval to achieve the common goal. Job satisfaction is a vital component of staff retention which can be achieved by making the employee feel comfortable physically and psychologically. Staff retention is crucial for many reasons such as, longer time spent by the employees have an opportunity to perform better, it increases their loyalty towards organization, on the other hand, recruiting the right candidate for the right position is not easy, when an employee leaves an organization, he may join competitors and may share some confidential information. When a trained employee leaves their job, the organization is at a complete loss, as a loyal, efficient and stable staff is one of the keys to competitive success (Taylor and Walsh 2005). This loss of staff has to be replaced which is termed as Employee turnover. This is one of the greatest challenges faced by management. Retention is not only important to reduce the turnover costs but to retain talented employees. According to Ramlall (2004), when every 10 managerial level employee leaves an organization, a company experiences approximately loss of $ 1 million. 2.1. Employee Turnover Rotation of workers around the labour market between the status of employment and unemployment is called as Employee turnover (Abassi and Hollman 2000). Labour turnover has become a critical problem for service industries as it depends on human factor. Employees do not leave the organization without any significant reason. Taris et al. (2004), divided two motives for turnover i.e. the push and pull factors. The pull factors include inequity in compensation, availability of opportunities for future development over the external market and the employees who would resign to go into private business. The push factors have relationship with the dissatisfaction of work situation, lack of democratic managerial pattern and job stress. On the other hand, Griffieth (2000), viewed remuneration and remuneration related variables have intense effect on turnover. Griffieth demonstrated a relationship between remuneration, employee’s performance and turnover and concluded that when an employee performs extremely well expects a high pay and when they are paid low they quit. There are various costs associated with turnover, according to Society for Human Resource Management, it costs 30-50% of the annual salary of entry level employees, 150% of middle level employees and up to 400% costs of the high level employees (Blake 2004). The various costs includes, exist costs, recruiting, interviewing, hiring, orientation, benefits while training, lost productivity, administrative costs, customer dissatisfaction etc (Susan 2011). Considering the case of Oberoi Hotels. The Oberoi group is one of Asia’s leading multinational companies, the Oberoi hotel named Windsor Hotel in Melbourne, had witnessed an average annual employee turnover rate of approximately 40 percent. The Human resource professionals were under pressure due to increasing costs, hence they decided to an employee attitude survey for three consecutive years and analysed the issues faced by the staff. The most common reasons for attrition were job profile and personal profile does not match, least growth opportunities, lack of appreciation, lack of trust, lack of co-ordination between the colleagues, stress from work, imbalance between personal and professional life. The Hotel executive group and the managers improved the retention programmes and motivated their employees by engagement which helped them to reduce their turnover rate to 20 per cent (Watson et al. 2002). Hence it can be said that, employee turnover can be controlled by proper employee motivation which would help the companies to reduce costs associated with turnover. 3. Employee Motivation According to Butkus and Green, ‘motivation is derived from the word ‘motivate’ which means to move, push or influence to proceed for fulfilling a want’ (Kamalian et al. 2010). One of the important functions of management is to create willingness among the employees to perform. Motivation can be termed as a process in which a person stimulates an individual to full fill some want or expectation (Mullins 2007). Motivation is complex because of human behaviour as it changes from an individual to individual, resulting different motives for motivation (Kressler 2003). Employee motivation influences productivity, because company’s performance depends on employee performance. Hence it is very important for managers to realize what propels employees to reach the peak performance. Through employee motivation, the employer can encourage the employees by enhancing their skills and by improving their morale. Motivation is important for both individual and business. In case of individual, motivation helps to achieve personal goals, job satisfaction, self development and in case of business, motivation helps to achieve the organizational goals, to build a friendly relationship and the most important it bring stability in workforce. Overall, it cans help to achieve competitive advantage in competition by retaining talented employees (Hiltrop 1996). 3.1. Motivation Theories Motivation theories are based upon the understanding of employees and work. There are two main approaches to motivation theories, i.e. Content Theory and Process Theory. Content Theories of motivation explains what causes individuals to act in a definite way based on the general agreement that all human beings have needs, which engage them to satisfy these needs lead to motivation. Process Theories of motivation explains on how employee’s needs influence their own behaviour (Hossain and Hossain 2012). 3.1.1. Maslow’s Hierarchy of Needs In 1943, Abraham Maslow presented need based theory. His theory was based upon the assumption of hierarchy of needs. He categoriesed needs into five types, i.e. Physiological needs ( basic needs of life, example, air water, food etc.), Safety needs (physical and environmental safety), Social needs (need for love, affection), Esteem needs (needs for self-respect or recognition and Self-actualization (based on grwoth and self-contentment). Maslow assumed that motivation decreases as one level of need is met and motivation increases as another need comes in. He potraid that lower level of needs should met before the higher level needs. Maslow felt that if these needs were not met then a person would fail to develop into a heathly individual (Hellreigel 2004). Implications by Britannic Assurance Britannic Assurance is a financial services company, facing issues of employee motivation and retention. Hence, their management adopted the Maslow’s theory to overcome their issue. The management motivated their employees by considering each level of needs: Physiological Needs – Management gave their employees suitable salary, in odrer to meet the basic needs of life and at workplace they gave proper meal breaks, so that phsciological needs are meet. Safety Needs – Management provided clean and hygienic workplace, safety, job security and beniftis program with a purpose of retention. Social Needs – Management supported their employees by encouraing team work, and developing a friendly relationship. Esteem Needs – In order to acheive esteem needs, management put extra efforts by rewarding and recognizing employees at every level. Self-Actualization Needs – Management gave their employees challenging jobs so that they can use and develo their knowledge and skills, and grow big, by benefiting the company (The Time 100 Business Case Studies, 2013). Criticisms According to Lazarus (1971), the hieraracy suggested by Maslow not valid if cross-cultural differences are taken into consideration. McLeod (2012) said, it is difficult to predcit when a need will arise, as ther is no relationship between needs and behaviour and different individual may be pushed by differnet needs at same time. He also states that maslow’s theory lacks empirical support. While Rilley (2012) came with a view that this model aviod the usual behaviour of employees who tolerate low wages for future benefits and mentioned that maslow research was based on middle class workers in UK and USA. Inspite of having some critics, Maslow’s thinking remains inflential to management deliberations in respect of job design, pay and reward structres and helps to motivate employees and retain them (Huczynski and Buchanan 2001). 3.1.2. Expectancy Theory Victor Vroom in 1964, came up with expectancy theory which was based upon Valence, Instrumentality and Expectancy. The Individual perfrence for a precise end result is termed as Valence (V), Instrumentality (I), is the anticipation of good performance will lead to valued benfit and Expectancy (E), is the anticipation of effort will lead to good performance. The Force (F) or want of your motivation to take action will result the product of three variables through multiplication. If any one of the variable is zero the final product will be zero, as it is co-related (Fudge and Schlacter 1999). F = Vx I x E In orther words, Efforts, Performance and Rewards have a direct relationship. Vroom said that employee’s deliberately decide whether to perform or not, their decision is entirely depended on level of motivation. This theory expalins individual differences in motivation and behaviour, it measures the force of the motivation to behave, it assumes that behaviour is rational and emphasis on rewards and pay offs (Sanders and Pritchard 1973). Implications by Management The management should try to link effort, performance and rewards through their support. Suport in terms of adequate trainings, availability of resources and clear rewards to have desired motivational effect (Fudge and Schlacter 1999). Clear rewards should have value in the eyes of emloyees so that they can be influenced. Performance standards should be clearly instructed. Finally, the motivation level should be continousuly assessed which results can inidicate problems and changes required. This will help to retain employees (Virgil et al. 2008) Criticisms The application of this theory is limited as reward is not direclty related to performance, it has ignored the parameters such as education, position etc. It concentrated majorly on financial rewards and ignore other intrinsic and extrinsic rewards. According to Latham (2007), it also lacked the principle of equality with relation to rewards. This theory predicts the choice of efffort, it does not give specific meaning of efforts, it also lacks to specify the outcomes relevent to a particular individual (Management Study Guide 2013). 3.2. Types of Motivation There are two types of Motivation, developed by Herzberg, i.e. Intrinsic and Extrinsic Motivation. The factors which are intrinsic to the job such as recognition, work itself, growth is called as Intrinsic Motivation and the factors which are extrinsic to the job such as pay, company policy, security etc. are called as Extrinsic Motivation (Armstrong 2007). Intrinsic factors create satisfaction and extrinsic factors do not create satisfaction but if preventive action is not taken then it may lead to dissatisfaction(Ryan and Deci 2000). Intrinsic factors are likely to have deeper and long term effect while extrinsic factors are likely to have immediate and powerful effect but it won’t last long. Both Intrinsic and Extrinsic factors concentrate more on satisfaction and not on productivity (ibid). 3.3. Motivation Factors All employees are motivated when their needs or desire are satisfied, these needs vary from person to person, situation, experiences, etc. These factors affects the motivation level in employees. Let us understand the practical implications of various factors: 3.3.1. Motivation through Rewards Employees who work hard to achieve the business goals, expect to receive rewards for their contribution. According to Perry (2009), rewards play a crucial role in motivating employees to work harder. He categorised rewards into two types: Extrinsic and Intrinsic. Extrinsic rewards are provided by the organisation group such as money, benefits, promotions etc. while Intrinsic rewards come from individual such as self-esteem, personal development and feeling of competency. The most critical thing for this approach that rewards must be equal, it should be partial (ibid). Let us take a case study of Royal Bank of Scotland, The employees at RBS are not only motivated through money but also through Total reward benefits. Total reward benefits includes not just money, but it includes motivational motives such as personal choice in working hours, security, health and benefits package, shopping vouchers personal loans at special price etc., This kind of extra benefits will help a company to retain an employee (The Time 100 Business Case Studies 2013). 3.3.2. Motivation through Job Deign When a potential employee looks for job, he has basic two attractions, i.e. money and feeling of pursuing a challenging and interesting job. Job Design is an internal approach of motivating employees. There are two ways in which a manager motivates its employees i.e. fitting people to jobs and fitting jobs to people (Hackman and Oldham 1975). Considering the first aspect of fitting people to jobs, managers can strengthen motivation by Job Rotation, Job Rotation helps to bring a change in daily routine, it helps to increase the area of expertise at work by moving from one specialization to another, this would not only lead to personal development but also will develop a team with wide range of skills (Perry 2009). Considering the second aspect of fitting jobs to people, managers can energise motivation by Job Enlargement and Job Enrichment. Job Enlargement is a process in which an employees are indulged with more challenging task, this will reduce the humdrum of work and increase the skills of employees. However, Job Enlargement has one criticism, if an employee is working on two or more challenging tasks and paid for only one task, then there will be a barrier of not being paid well (Saleem et al. 2012). Job Enrichment is a process in which an employees is given more control over the work by giving more authority and responsibility, which would increase the productivity. However, this was also criticised with a point of that an employee should possess certain skill in order to perform at high level, if the employee lacks necessary skill, then it would decrease productivity (Janson et al. 1975) 3.3.3. Motivation through Work Environment Work environment nearly cause 27% of job satisfaction (Tyilana 2005), Management should create a type of work environment in which the employees are respected and treated equally. Management should provide job security and proper logistic support and create a friendly environment. If any one of them is lacking, then the motivation level would not stand still. However, Lin (2007) said that good working conditions can determine employees performance and productivity but cannot motivate them directly. Considering case of An Enterprise Rent-A- Car, management accented on creating an affirmative work environment. In which they concentrated on six points, i.e. good relationship between all the employees, follow clear communication so that each individual can understand and act as per their role, provision of adequate resources to perform the necessary tasks, encourage employees to get things right, if any frustration is experienced then acknowledged and try to keep their focus on achieving goals and last but not the least, try to recognise the effort of individual and reward the good performance. Along with the points discussed above Enterprise Rent-A-Car used Herzberg theory of motivation to motivate and retain their employees (The Time 100 Business Case Studies 2013). 3.3.4. Motivation through Training and Development Training and Development is one of the most effectual factor of motivation (Lai 2009). Training can be termed as a process in which an individual get a chance to develop their knowledge, qualities, skills and personality (Khan 2012). Training and development helps to increase morale of employees, better interpersonal relationships, better position to adapt changes and finally improved productivity and efficiency (Seward 2011). As rightly said by Marcus Tait, the Director of Human Resources of IHG Australia, training and nurturing talent shares an equal weight age along operational performance, guest experience and corporate responsibility. He trained his employees to be multi-focused, empathetic and preventive of guest needs (Eime). Whenever, an employee is recruited, he should empowered with all kinds of basic training, his performance has to be measured and accordingly he should be trained by considering his skills and ability. Concentrating Training at McDonald’s Restaurant Limited, The success of McDonald’s business is high standards of quality and service delivered to customers, Well-trained staff and line managers are the first step towards achieving these standards. Welcome Meeting, was the first step taken by the company to inform the standards and expectations, followed by structured development programme which provides training in all areas of business. McDonald’s concentrated on floor based training and expected that their employee would perform any task with relation to operations. After the practical training, McDonald’s used to do classroom-based training where they can concentrate on quality, service and cleanliness. After this training, employees are marked as per the check list and if they qualify then they can get promotion by clearing an entrance exam. In this way McDonald’s used to train their staff (The Time 100 Business Case Studies 2013).

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The Drug Of Drug Addiction - 1932 Words

Drug Addiction is a problem all around the world that affects families, friends and strangers. It all starts with one puff, snort or drink. There are several different drugs in the world that have affected people with drug abuse. There are two different common drug abuses. Long and Short term drug abuse. There are also many different drugs. Pain Pills are a very common drug that is used in society these days. Most pain pill drug addictions are long term. A long term drug addiction can put a variety of stress on a person. During Long-term drug abuse it can turn a man or women into someone completely different. People who are long term drug users are usually taking pills. There are millions of pills that people abuse. One common pill that people abuse is OxyContin. OxyContin are very strong painkillers. The doctors usually prescribe them to people that have cancer or for severe muscle pain. The reason this drug is highly abused is because it gives u morphine like high. Most people that abuse the drug crush it into a powder form and snort it or inject it. Injecting a drug is very dangerous. When u inject a drug it harms you because most pills are time released pills and when u crush them and shot them in ur vein it gives u all of it at once. Most long term drug abusers don’t think about what they are doing to thei r bodies. Long term pill abusers are depressed quit often. The reason long term drug users get depressed is a person develops a tolerance to drugs, it will takeShow MoreRelatedDrug Addiction : Drugs And Drugs1017 Words   |  5 Pages In today’s society, it is now normal to know somebody who has a drug addiction especially to opiates. A drug addiction is a mental disorder that the person can no longer control their actions. 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