Relationship Between Rewards and Employees Motivation

Relationship Between Rewards and Employees Motivation Literature review Employees are among the fundamental stakeholders in almost all organisations and their wellbeing is normally paramount if an organisation wants to succeed in the vibrant business world.Advertising We will write a custom research paper sample on Relationship Between Rewards and Employee’s Motivation specifically for you for only $16.05 $11/page Learn More As the commerce world and its management grow towards a more complicated business and organisational environment, which has been a challenge to thrive through, a continuum of challenges is gradually becoming eminent. Hence, keeping employees on board is essential for corporate growth (McCooey, 173). Organisational management together with its competence and its strategies towards managing human capital coupled with how it maintains the paramount rapport amongst workforces has been forming numerous global businesses controversies (Zingheim, Schuster, and Dertien 3). A culminating numb er of researches like studies by Elton and Gostick (56-98), Gordon (84-112), and Kaye (106-139) have actively engaged on common approaches that organisations employ to recruit, retain, and retrench their employees with substantial evidence indicating that these factors have been invariable core controversies in numerous organisations. The willingness of an employee to remain loyal and dedicated to his or her organisation depends on reasonably several factors and most of them have always remained underrated and miscalculated by organisations and governments. On global synopsis, surveys and studies conducted within developed nations, especially the United States of America have indicated that despite the audacious unemployment rates that are constantly becoming pandemonium to economic growth, there is considerably an acute talent shortage in these countries. The U.S. Bureau of Labour Statistics (BLS) â€Å"reports an increasing trend in voluntary terminations, and the rate of unemplo yment for people with college degrees is about half of the national unemployment rate and is decreasing† (Scott, Mullen, and Royal 2).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More From this statement, one would then understand that retention of critical talents especially the skilled and experienced employees who are active performers is paramount during economic recoveries particularly in the recent decades where aggressive market competition is eminent. As stated by Scott, Mullen, and Royal, key talent normally contributes to current and future organisational performance since they become reliable movers of firm success (2). A continuum of studies demonstrating a positive correlation between employee reward strategies and employee Retention is growing exponentially. Employee retention and its status in ME Any organisation determined towards achieving its missio n, vision, and objectives or even gaining a competitive edge in the market, has to understand the imperativeness of respecting and bearing in mind the significance of having potential employees, customers and other stakeholders. The quest to improve performance in organisations is driving the business world into understanding aspects concerning employee attraction and retention, and successive years may rip much from the current interventions (Philips and Connell 93). In its most straightforward manner, employee retention may refer to management strategies placed by organisations to maintain their personnel, workforce, or labour force. Naris and Ukpere assert, â€Å"Qualified employees are scares and therefore institutions should be proactive when developing retention strategies and that retention should start with the job descriptions, orientation program, recruitment and selection† (1078). Human resources retained and respected by their organisations, while provided with di verse professional and economic expansion opportunities including empowerment and rewards on their substantial performance, feel motivated and in turn reward their firms through positive working (Hafisa, Shah, and Jamsheed 327).Advertising We will write a custom research paper sample on Relationship Between Rewards and Employee’s Motivation specifically for you for only $16.05 $11/page Learn More Employers employ reward strategies for employee retention. Employee retention in companies operating within the Middle East countries where market for both human capital and industrial products is growing significantly has been an affair of great socio-economic concern. Drawing lessons from their counterparts in most developed nations including Germany, The United States, the United Kingdom, Japan, and China, companies in the Middle East have slightly began noticing the significance of utilising reward strategies in retaining their workforce. However, it is still a paradox. According to a recently concluded 2012 survey conducted by Deloitte, â€Å"employee morale has been dwindling in Europe, Middle East and Africa (EMEA) as Europe struggles with debt crises, the future of the euro, and increased borrowing costs† (11). In this same survey, of all industrial workforce, interviewed, approximately half of EMEA that accounts to 47 per cent reported decreased levels of morale for the past year, as contrasted to 38 per cent in American companies and only 33 per cent Asian Pacific zones (Deloitte 11). For the successful companies with these nations, reward strategies were eminent. Common Forms of reward strategies As a way of appreciating and recognising the imperativeness of rewarding key talents and skilled workforce that are core features of firm’s growth, some companies have been using a variety of rewards strategies. Typically, two forms of reward strategies are employed by organisation in compensating their workforce and t hey include financial and non-financial rewards (Hafisa, Shah, and Jamsheed 332).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Financial rewards are monetary endowments that employers offer to their workforce depending on different organisational rewarding protocols principally to enhance motivation. According to studies by Podmoroff (72-108) and Thomas (63-127), rewards that do not involve monetary payoffs form part of the critical reward strategies that employers use to motivate employees. This form of intrinsic motivation is the best form of motivation and it applies socio-psychological approaches. Not surprisingly, â€Å"financial incentives help drive employee satisfaction, with nearly seven in ten (68 per cent) highly satisfied employees†¦reporting good pay package, but the quality of a company’s non-financial incentives s also a strong indicator of overall satisfaction† (Deloitte 5). This aspect means that both of these rewarding employee schemes have always been significant in ensuring employee job satisfaction, motivation and more importantly, organisational success or aims accom plishment. Reward strategies and high employee turnover While trying to understand the significance of reward strategies as approaches towards employee retention, one must understand the unforeseen challenges resulting from employee turnover. Since employee turnover simply implies to the rate at which an organisation depending on its employment policies lose or acquire its workforce, a subject of interest from current research is rising from this angle (McCooey 172; Silverstein 84). An auspicious relationship linking lack of reward strategies and the continually growing challenges regarding controlling high employee turnover is diverse and convincing. Employer’s lack of commitment to improve their rapport with their workforce is raising questions about the high labour turnovers experienced recently within the contemporary global employment realm. Rewarding dedicated, competent, and skilled critical professionals in a given organisation have associated with greater possibiliti es of reducing high employee turnover and enhancing productivity as well (Naris and Ukpere 1081). With organisations blindfolded and incapable of seeing the direct cost relating to high turnover resulting from tyrannical leadership ignorance studies reveal that constant lose and gain of workforce results in organisational ineffectiveness since production becomes inconsistent. High labour turnover influenced by highly qualified and experienced employees, coupled by poor management in organisations normally results to loss of morale among workers. Reward strategies on retention As prospective affirmative correlation exists between reward strategies and employee satisfaction, motivation, empowerment and finally retention, much has protracted on the levels of labour turnover that is becoming difficult to manage. Labour turnover has been on regular debates in companies operating within Europe, Middle East, and Africa, with evidence revealing that high turn is becoming unmanageable due to lack of strategic management approaches that involve employee retention measures (Shields 130). From the same investigation by Shields (130), failure to provide favourable working conditions, coupled with minimal or non-existence of employee motivation-centred initiatives is creating unimaginable paradox in maintaining human resources in organisations, as organisations are overwhelmed to succeed with high staff turnover than keeping miniature, but skilled workforce. Most successful organisations have recorded paranormal perseverance in economic adversities by ensuring that they have engaged in employee comfort and motivation. Both financial and non-financial rewards have been key actors on motivating employees across broad business spectrums, with researchers and philosophers linking firm’s success to comprehensive utilisation of reward strategies. For employers to understand the significance of rewarding employees to maintain their rapport and retain them, one thing they ha ve never noticed is that hiring momentary workers with skills and professionalism becomes much expensive as they bargain for soaring payments on unreasonable contracts. Naris and Ukpere assert, â€Å"Implementing an innovative retention strategy will motivate staff members and commit them towards improving their qualifications† (1083). To understand well how rewards can or have been movers towards employee recruitment, or most importantly employee retention, literature has provided numerous cases in which awards contribute to employee retention. Prior literature from researchers has been crucial in explaining the correlation between reward strategies and employee retention. Some of the probable ways through which individuals can understand this aspect is first by examining the prevailing association between reward strategies and motivation, reward strategies and employee-satisfaction reward strategies and cooperation as well as reward strategies and productivity. The aforemen tioned elements, according to Breaugh and Starke (367), are pointers that underscore how rewards contribute to employee retention. Reward strategies and motivation Motivation comes from the word motive, which may refer to a force or intention that pushes individuals towards undertaking activities or performing certain duties. Reward schemes or programs are essential since any form of compensation, incentive, or remuneration given to promote talent or as recognition towards job well done creates substantial employee motivation (Randall 45). Both financial and non-financial rewarding strategies have a significant impact on employee motivation. Employees are normally willing to continue serving their organisations competently and diligently and dedicatedly, if they notice that there leaders trust them, respect them, and feel concerned about their wellbeing (Randall 41). A motivated worker usually possesses a self-driven motive towards performing specific organisational duties including voluntary ones, feels secure, appreciated and in turn respects his or her employer, and hence a reciprocated relationship subsists. It is only in organisations where workers have motivation, created through financial and non-financial incentives that constancy, trustworthiness and competence become part of organisational culture. Labour turnover is becoming a controversial matter in numerous organisations and empowering a little, but competent workforce is paramount for success of an organisation. According to Scott, McMullen, and Royal, labour turnover is always costly in its management and it usually affects business performance directly, especially during economic hardship moment (3). Therefore, retention of key employees and skilled labour force becomes the most appropriate way of ensuring that organisations are in a position to control labour turnover, and subsequently enhances trustworthiness. A survey undertaken by Scott, McMullen, and Royal reveal that major issues that lea d to employees having a sense of job insecurity is lack of organisational appreciation, towards employees, lack of motivation and unawareness of their performance abilities (5). When reward strategies, policies and programs are in place, organisational workforce remains loyal to its company even when there is a significant downturn in the economy. In their study, Naris and Ukpere noticed that financial rewards, job contentment, and short of career opportunities motivate employees to relinquish (1082). Reward strategies and employee satisfaction Job satisfaction has been a critical matter in the contemporary organisation management paradigm and its pursuit is rising. Akin to issues pertaining motivation at work, rewards are focal in determining employee satisfaction in the sense that material and psychological wellbeing are crucial in employee performance and subsistence in a company as noted by research (Brown 211; Brown and Armstrong 90). After having a deep sense of motivation, wh ich is brought about by recognition where organisations compensate workers efforts through reward schemes, job satisfaction thereby becomes evident (Zingheim et al. 10). Poor working environment, unconcerned employers, coupled with challenging socio-economic issues in persistence, motivate workers to turn down their jobs. A substantial number of studies have revealed a significant correlation between availability of reward strategies in organisations and job satisfaction, which in turn results to high employee retention (Hafisa, Shah, and Jamsheed 329). By organisations dedicated their resources to improve employee’s welfare by offering rewards as employee compensation techniques, cases of misconduct especially relating to material and financial swindling, impunity and cheat reduce and thereby enhancing trustworthiness. Human satisfaction depends on material wellbeing and psychological comfort, and the two are paramount to social success and potency in undertaking duties. Dra wing empirical evidence from studies undertaken by Hafisa, Shah, and Jamsheed, external or extrinsic rewards including good pay package or simply comfortable salary, incentives, bonuses, job security, fringe benefits and job promotions are part of job satisfaction which results to employee’s willingness to stay in an organisation (327). Reward strategies that involve the provision of bonuses, fringe benefits, and incentives by organisations normally enhance the employee’s commitment and dedication towards their job and subsequently increase their possibility of staying within their organisations. Every employee seeks for jobs that provide favourable working atmosphere including excellent salaries, bonuses and other incentives (Zingheim et al. 8). Rewards involving on-job promotion gives an employee a sense of greater job security, confidence, and comfortability knowing very well that their organisation trusts them. Given the vibrantly growing competitive markets, manag ers in HR must consider rewards to improve workforce retention. Reward strategies and Cooperation Reward strategies have been much imperative in developing and maintaining cohesion and teamwork among workers, with research insisting that collaboration results in a positive working environment and changed attitude among workers, hence high possibilities of employee retention (Scott, McMullen, and Royal 9). Employees usually are willing to continue offering their services to an organisation where aspects of cooperation, teamwork, collaboration, assistance and mutual aid prevail that allows them to share ideas, engage in decision making and interactively build working alliances in an organisation. Using a contingency model of pay system design, Boyd and Salamin (780) noted that, coupled with high levels of motivation that rewards provide to workers, psychological and physical comfort, employees create positive feelings about their work and working environment and thereby enhancing rete ntion. Employees manage to share their skills and talents when they engage in autonomous groups that result from cooperation and any feeling of misused abilities may lead to resignations. A company survey by Deloitte revealed that a â€Å"majority (42 per cent) of respondents seek new employment for their organisations make diminutive use of their skills and abilities† (12). Moreover, in the same survey, â€Å"a considerable number of respondents (employees) cited their willingness to switch jobs and companies following lack of career progress (37 per cent) and insufficient job challenges (27 per cent)† (Deloitte 17). These are core factors that generally influence their career decisions, whereby if maximum cooperation triggered by rewards and motivation are capable of minimising their influence. Drawing lessons from a survey undertaken by Scott, McMullen, and Royal, who surveyed finance, insurance, real estate, manufacturing, utilities, oil and gas companies among oth ers, the aspect of interactive working in relation to employee retention eminently appears (9). Of all the respondents interviewed in this study (approximating to 38 per cent in total) strongly agreed and agreed that lack of organisation cultures such as trust, work cohesion, teamwork, and collaboration are core motivators of employee acquiescence from their jobs. A strong intuition is that the existence of reward strategies increases competence, especially with the presence of teamwork and this aspect makes employees become competitive and focus on their present jobs. Reward strategies and productivity The primary objective of any organisation is to prove productive within its market share (Boyd and Salamin 780). The gradual development of the above-mentioned factors fuelled by rewarding employees in an organisation is what brings about the achievement of company’s stated targets, aims, missions and its anticipations. Given the growing number of empirical evidences from stud ies that are constantly culminating on these issues, denoting a greater positive correlation between rewards and high employee retention, productivity is what concludes the entire argument. Employee’s willingness to make decisions to continue offering services to an organisation principally hinges on the levels of personal productivity and organisational reputation. According to Ramlall, all organisations normally like affiliating with highly productive workforce and workers, in turn, feel attracted to organisations with a good public reputation that may be high productivity, good corporate social responsibility, among other related issues (66). It is with no concession or any compromise whatsoever, that very few managers would prefer hiring unproductive workers (Schuster 183). On the same note, as noted by Smith (119), the productivity of any given workforce hinges on the administrative techniques that the management team adopts. Numerous prior studies have concluded that th e chances of managers frustrating or disbanding an industrious workforce are minimal and the mutual understanding between management and workers is what determines the productivity of an organisation and retention of workers. It is only through rewarding and appreciation strategies aimed at motivating workers that make them to feel safe and trusted by their management. A study conducted by Ramlall noted that a good number of the respondents, accounting to 22 per cent believe that employees feel motivated, rejuvenated and advanced when they associate with competitive organisations, something which improves their productivity as they reciprocate through hard work and thus increase their chances of continuity with an organisation (66). Deloitte argues, â€Å"Rewards can reap the benefits of greater employee productivity and engagement by improving their talent strategies, developing leadership opportunities, and tailoring their retention practices† (14). Therefore, reward strate gies as postulated earlier are possible movers to successful organisations as they enhance employee productivity that in return triggers corporate efficiency. Research Methodology In a bid to examine the effects of reward strategies on employee retention, this study will employ a first study to ascertain the presumptions protracting from different prior studies over this topic. The primary purpose of this study is to examine the effects of reward strategies in employee retention, employee turnover and its impact in Air Arabia international Company. Certain principles and approaches will lead this study into achieving desirable finding over the argument inherent in this research. Reward strategies and employee retention are two distinct and independent variables in this study. This research will be a case study research design where only Air Arabia international Company will be the primary respondent to this study, with a large number of employees involved in enriching data to this a rgument. The study will utilise a triangulation method to collect data pertaining to the status of reward strategies and retention from different working departments in Air Arabia international Company. Research design In this case study research design, the study will include both qualitative and quantitative approaches to ensure that all the necessary information is in place for a thorough analysis to yield data that will result in knowledgeable conclusions. There will be a review of available literature on reward systems backed by the findings of this study. Research has revealed that much of the industrial and organisational research studies have always been successful when researchers employ a combination of qualitative and quantitative approaches (Borrego, Douglas, and Amelink 54). A combination of qualitative and quantitative research design as postulated by researchers and as per the aim of this study will aid in enriching the argument since descriptive data and prescriptive data are always imperative in industrial research. The study will combine figures and facts achieved from the collected data to solidity its argument in relation to the two variables identified in this case. Targeted Respondents and selection technique In determining the effects of rewards on employee retention in Air Arabia international Company, identifying specific respondents to participate in the study will be significant since perception may differ from different levels of working in this company. There is a possibility that a manager may provide information in favour of their justification towards the related subject, and employees likewise. To avoid capriciousness of data collected from the study, the study will involve all employees in Air Arabia international Company, especially lower management and subordinates who may have no personal interests in the company, since top management may fail to confide essential data. In selecting respondents, this study will use random s electing method where any employee may be capable of providing substantial facts about the prevailing situation. Purposive selection will only apply in managers since there are normally few and distinctive managers in organisations. Stratified sampling will be useful in assisting workers to discuss important responses before coming up with informed data. About 150 respondents from Air Arabia international Company will participate. Variables, data instruments, and collection methods Reward strategies and employee retention are the two main variables that will remain significant in gathering information in this study. Self-designed questionnaires and interactive face-to-face verbal interview will be so useful in ensuring achievement of reliable data to comprehend this argument. Questionnaires have been the most common utilisable data instruments that are simple to design, easy to interpret and undemanding in analysis data incorporated using simple questions (Lietz 250). The study will administer questionnaires to all respondents targeted in this study acquire quantitative data while face-to-face interviews will yield qualitative data. The study will conduct a piloting study in some few departments in Air Arabia international Company, which is always an essential approach in familiarising with the study area and useful in validating the reliability of research instruments. Before the collection of data from the company, the researcher will avoid breaching valuable company and intuitional regulations by ensuring that both sides provide convincing permission. Borrego, Maura, Elliot Douglas, and Catherine Amelink. â€Å"Quantitative, Qualitative, and Mixed Research Methods in Engineering Education.† Journal of Engineering Education 98.1 (2009): 53-63. Print. Boyd, Brian, and Alain Salamin. â€Å"Strategic reward systems: a contingency model of pay system design.† Strategic Management Journal 22.8 (2001): 777-792. Print. Breaugh, James, and Mary Starke . Research on Employee Recruitment: So Many Studies, So Many Remaining Questions. Journal of Management 2.1(2000): 305-434. Print. Brown, Duncan, and Michael Armstrong. Strategic Reward: Implementing More Effective Reward Management, London: Kogan Page Publisher, 2006. Print. Brown, Duncan. Reward Strategies: From Intent to Impact, London: Chartered Institute of Personnel and Development, 2001. Print. Deloitte. Surveying the talent paradox from the employee perspective, 2012. Web. Elton, Chester, and Adrian Gostick. Managing with carrots: using recognition to attract and retain the best people, Utah: Gibbs Smith, 2001. Print. Gordon, Gil. â€Å"Managing for improved employee retention.† Employment Relations Today 17.4(2011): 285-290. Print. Hafisa, Nadia, Syed Shah, and Humera Jamsheed. â€Å"Relationship between rewards and employee’s motivation in the non-profit organisations of Pakistan.† Business Intelligence Journal 4.2 (2011): 327-334. Print. Kaye, Beverly . Love em or Lose em: Getting Good People to Stay, San Francisco: Berret-Koehler, 2002. Print. Lietz, Petra. â€Å"Research into questionnaire design.† International Journal of Market research 52.2 (2010): 249-272. Print. McCooey, Dawn. Keeping Good Employees On Board: Employee Retention Strategies to Navigate Any Economic Storm, New York: Morgan James Publishing, 2010. Print. Naris, Sylvia, and Wilfred Ukpere. â€Å"Developing a retention strategy for qualified staff at the Polytechnic of Namibia.† African Journal of Business Management 4.6 (2010): 1078-1084. Print. Philips, Jack, and Adele Connell. Managing employee retention: a strategic accountability approach, Burlington: Butterworth-Heinemann, 2003. Print. Podmoroff, Dianna. 365 ways to motivate and reward your employees every day: With little or no money, Florida: Atlantic Publishing Group, 2005. Print. Ramlall, Sunil. â€Å"Managing Employee Retention as a Strategy for Increasing Organisational Competitiveness .† Applied H.R.M. Research 8.2 (2003): 63-72. Print. Randall, Stacey. â€Å"Understanding Employee Attraction and Retention as Drivers in a Down Economy.† World at Work Journal 2.1 (2009): 41-47. Print. Schuster, Jay. Pay People Right! Breakthrough Reward Strategies to Create Great Companies, San Francisco: Jossey-Bass Publishers, 2000. Print. Scott, Dow, Tom McMullen, and Mark Royal. â€Å"Retention of Key Talent and the Role of Rewards.† World at Work Journal 2.1 (2012): 1-11. Print. Shields, John. Managing Employee Performance and Reward: Concepts, Practices, Strategies, New York: Cambridge University Press, 2007. Print. Silverstein, Barry. Best Practices: Motivating Employees: Bringing Out the Best in Your People, New York: Harper Business, 2007. Print. Smith, Gregory. Here today, here tomorrow: transforming your workforce from high turnover to high-retention, Chicago: Dearborn Trade Publishing, 2001. Print. Thomas, Kenneth. Intrinsic Motivation at Work: What Really Drives Employee Engagement, San Francisco: Berret-Koehler, 2002. Print. Zingheim, Patricia, Jay Schuster, and Marvin Dertien. â€Å"Compensation, Reward, and Retention Practices in Fast-Growth Companies.† World at Work Journal 18.2 (2009): 22-39. Print.

Toasting the Rebellion Essay Example | Topics and Well Written Essays - 500 words

Toasting the Rebellion - Essay Example The examples of how such public display of Celebration shaped the formation of various revolutions are explained quite vividly in the text. Some of the examples are, The Boston Massacre, Boston Tea Party and The Stamp Act Riots. The text points out that despite the idea behind such Toasting and loud singing are revolutionary the act in itself have been carried out in a very peaceful manner on various occasions. Thus, the focus remained on affirmation of political and national identities rather than public outcry. The significance of Toasts and Singing were usually carried out by huge amounts of drinking and singing in famous public places like Tavern and coffeehouses. At first the tradition was to play and sing songs that are mainly patriotic, however later the tradition moved on to playing satirical Ballads especially on politico-administrations. Usually its significance lay in venting oneself out, and to display one’s spirit openly. Most of the time, such Toasts and songs we re utilized in exerting enough pressure by certain politico groups. A huge amount of nationalism and collective consciousness was created among the people of similar beliefs, or even drawing people on one’s belief, during that time.

Asset Management Discussion Post 6 Coursework Example | Topics and Well Written Essays - 250 words

Asset Management Discussion Post 6 - Coursework Example For purposes of recording keeping, a broker may inquire about the customer’s name, address, and date of birth, driver’s license, employment status, annual income, and net worth. This information helps to verify identification of the client and check whether the client appears in any known or suspected terrorists groups or agencies. Other questions would be whether a brokerage firm and their annual income employ them. Details of telephone number and account investment objectives are also crucial questions. This information must be obtained in good faith but if the customer neglects to provide such information then a broker can break the rule of good faith in obtaining such information. As a broker, questions asked must be periodically repeated to check accuracy over a certain period. According to the SECs, rules every brokerage firm is required to send information obtained from a client periodically for verification (Markham, 2014). There are certain characteristics that a client must possess for the investment to make sense. The main characteristic of the client is the suitability for investments. The broker might inquire about the income of the client and their net worth. The broker may inquire about security holdings, risk tolerance, and investment objectives of the client. All this is contents that must be there for one to be deemed suitable to create a portfolio in any

Responsibilities of the construction team

Responsibilities of the construction team Clearly Describe The Roles And Responsibilities Of The Construction Team On Site For Health And Safety And How They Are Made Responsible? Employer The Employers roles and responsibilities on a health and safety aspect side are vast and detailed and are required by law in order to comply with government regulations and legislation. One of the main duties of the employer is to ensure a safe environment for all employees; this includes providing safe systems of work, safe handling, storage, training and supervision. They are also obligated to provide a health and safety policy made accessible to everyone that works within the office or officers and any visitors coming in and out of the premises. Another key role the employer has to include in his tasks, such as consulting on safety measures with his/ her employees as well as hold regard for regulations brought up by the safety committees. Another key fact to consider is whether there are relevant and up to date health and safety policy in place. Employee Although the employer has a bundle of responsibility especially when it comes to safety and welfare, the employees must also take some aspects into account. Under the HASAWA it states employees must act with due care for themselves as well as cooperating with the employer through such methods as a talk box. This is where everyone stops work for a short period of time and talk about safety aspects of the job they are working on. It is also good practice not to recklessly interfere or misuse anything; this includes equipment and bodily harm. Client Its the clients responsibility to demonstrate an acceptable standard of health and safety. This will include appointing a planning supervisor, providing health and safety information and appointing a main contractor. Although these are the main duties often taken by the client before work starts there are a few others that sometimes clients forget or dont realise they have responsibility to do them this includes, a health and safety plan for the construction phase of the works and they must keep and store the health and safety file on completion of the building. Contractor Under the contractors duties regarding health and safety are as follows; he or she must ensure the cooperation of all contractors on site, ensure the rules set out within the health and safety plan are passed and correct and most importantly prepare the health and safety file. Other duties you may see the contactor doing is making sure everyone on site has permission to be there and ensuring constant contact with the health and safety executive on any matters regarding the subject. Another main issue is ensuring the health and safety policy passes inspection enabling work to commence. Subcontractor Subcontractors do not have as such direct contact with health and safety issues however they have to abide by law and be provided with relevant safety information and equipment such as safety glasses, gloves etc. They must also complete an initial site induction before they are allowed on site alone. Local Authority From the Local governments aspect they have general duties such as highways and road safety to take into account anything basically from communal building such as council buildings such as post offices cathedrals castle for example. However if none of these occur and its a private building such as a factory or private home then they have limited powers but they do have the right to visit the site on the grounds of noise, nuisance or environmental issues, if any complaints are made by local residents or the workforce it self. Health And Safety Executive He or she is there as an â€Å"overseer† there to provide three simple things, these are: Advice- help with matters regarding health and safety, how to improve methods in place and in cooperate new methods to the construction. Inspect- check safety certificates, methods in place, the risk of injury etc. Enforce- if things arent up to scratch, depending on the seriousness of the particular site then report them or take drastic action which may stop work completely until things are approved. CDM Co-Ordinator CDM Co-ordinators have similar roles to the contractor however they consider health and safety issues from the design side of things. There duties include contacting the HSE of the proposed project, they must ensure cooperation between designers ensuring they comply with their duties. There duties include making the client aware, risks within the design concept and ensure adequate information on the risks, cooperate with the planning supervisor and any third party designers. They are also obliged to produce a pre tender health and safety plan is prepared and also check a health and safety plan is prepared. These obligations are good practice and achieved with regular meeting with all those involved. Identify three of the main legal issues with the current HSAWA and any other legislation requirements for employers and employees that need to be implemented in the construction workplace and describe their legal duties? Health and safety within an active construction team and workforce has had significant legalisation since the HASAWA 1974. The three main pieces that I am going to concentrate on are listed below: Work At Height Regulations 2005 This legalisation was brought into place in a government effort to reduce injuries and fatalities from falling at a height in the workplace. This legalisation includes a height to be anything from standing on a chair to building sky scrappers. The guidelines state â€Å"you must avoid working at a height where an alternative method can be used. Where this can not be avoided adequate safety precautions must be put into place such as using guard rails, barriers, handrails, toe boards, scaffolding and elevated platforms. This has a knock on effect to the employers and states a few basic concepts and principles to be completed by them these are, to check competency of each individual asked to work at a height. To achieve this suitable training, instruction and supervision must be provided. The legalisation also sets out guidelines to achieve these goals as details are giving for working platforms, access and aggress, risk assessments and requirements for PPE and collective means of prot ection. The Regulations require Departments ensuring: Working at any height is properly organized Those involved in working at height are trusted Ensure the risks from working at any height are properly assessed and appropriate work equipment and health and safety measures are selected and used. Ensure the equipment for working at a height is properly inspected and looked after. There is a hierarchy for the management and selecting equipment for working at a height: Avoid working at a height wherever possible Use of work equipment or other measures to prevent falls where working at height cannot be avoided Where the risk of a fall cannot be eliminated, use work equipment or other measures to minimize the distance and consequences of a fall should one occur. These Regulations have a number of schedules, which highlight detailed requirements for existing places of work and means of access for working at a height. For example fall prevention (e.g. guardrails and working platforms), for falls from heights (e.g. nets, airbags etc.), for personal fall protection (e.g. work restraints, fall arrest and rope access) and for ladders. Construction Regulations 1996 The Construction Regulations 1996 legalisation focuses directly at the construction industry in particular the reduction of accidents within the industry is aimed at protecting the health, safety and welfare of everyone who carries out construction work. They also protect other people who may be affected by construction work. To do this it centres on the employer and the workforce in helping to reduce these accidents. The employer under these obligations ensures that the construction workplaces are safe and practical to use, whats more it puts into place measures to prevent workers from falling, this can included in the forms of toe boards, netting and barriers. The basics must also be considered such as suitable welfare facilities, lighting, fresh air and heating to the work place. On the other hand the work force must abide by the rules and regulations set into place. These consist of reporting any defects of equipment or design to be reported to the supervisor and that every emplo yee has to co-operate regarding health and safety issues such as working in a bakery all staff must wash there hands before they are allowed to touch food and must ware hair nets for hygiene reasons. Under these Regulations employers have duties to carry out their own work in a safe and appropriate way. Anyone doing construction work has a duty to cooperate with others on matters of health and safety and report any defects to those in control. One of the general duties is to ensure a safe place of work and safe means of access to and from the place of work, this Regulation sets out a general requirement which applies to all construction work. It applies equally to places of work in the ground and at ground level aswell as at height. Under the Regulation it requires the following: Falls This section has been repealed and is now covered under The Work at Height Regulations 2005. But however basically outlines correct safety procedures and equipment to use to reduce the risk of falling, some of these methods are discussed later on in the assignment. Falling Objects This section has been repealed and is now covered under The Work at Height Regulations 2005. However this is basically like falling from a height as in the safety precautions and measurements discussed are the same exempt hats and steel cap boots are used to protect vital organs and limbs. However these are later discussed in more detail futherforth in the assignment. Stability Of Structures In order to prevent collapses during the construction phase it is necessary, at the planning stage, to take into account any foreseeable hazards. Excavations Any excavation which has the potential to collapse without support should be suitably equipped. Underground cables should be highlighted before work commences and action taken to prevent injury. Prevention Of Drowning Measures should be in place to prevent persons from falling into water or other hazardous liquids. In the event of an incident protective equipment and life saving equipment should be available for immediate use and regularly maintained. Also Transport by water should be controlled by a reliable person. Ideally those employees who can swim should be allowed to work over water or liquid. Plant And Equipment All plant and equipment should be maintained in a reasonable condition so that it remains safe and without risks to health. Certain equipment eg, cranes/hoists, is subject to statutory inspection. Training Ensure that persons who carry out work activities have received adequate training so that they carry out their work in a safe manner with minimum risks. Inspection Excavations, cofferdams or caissons must have the place of work inspected before work commences and at regular intervals by a competent person, who must be satisfied that the work can be done safely. Health And Safety At Work Act The Health and Safety at Work Act 1974 also referred to as HASAW or HSW is the primary piece of legislation covering occupational health and safety in the United Kingdom. The Health and Safety Executive is responsible for enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment. The HSE has many divisions that cover the industries from nuclear power, agriculture, railways to construction. The HSE has a wide role to play in controlling health and safety in construction. Its responsibilities are: To advise To inspect To enforce The Health and Safety Executive has powers to inspect any construction site notifies it under the notification rules associated with the F10. The F10 is the official form that is completed by the contractor and sent to the HSE to advice. Much of the law regarding safety in the work place can be found in the Health Safety at Work Act 1974. Under this act employers have to take steps to ensure the health, safety and welfare of their employees at work. As well as this legal responsibility, the employer also has to take reasonable steps as far as they are able to ensure the health and safety of their employees is not put at risk. So an employer might be found liable for his actions or failure to act even if these are not written in law. An employer should assess the level of risk as against the cost of eliminating that risk in deciding whether they have taken reasonable steps as far as they are able. The employers responsibility to the employee might include a duty to provide safe plant and machinery and safe premises, a safe system of work and competent trained and supervised staff. Certain groups of employees may require more care and supervision than others, for example disabled workers, pregnant workers, illiterate workers etc. The employer has two options to get any concerns across to his/ hers employees this is either via consulting them directly or through an elected representative on health and safety matters. If there is a recognised union with an appointed safety representative they must consult with them and allow them time off for training in health and safety issues. Usually the employers responsibility is only to his or her own employees and premises; however, the responsibility can be extended in some circumstances. For example where employees from different firms are employed on one job, the main contractor will then be responsible for co-ordinating the work in a safe manner and must inform all employees of possible hazards. Explain in more depth the responsibilities of management and how they should always interact with their employers to ensure their Health and Safety policy is implemented and what measures can be put in place to ensure awareness and safe working practices for all employees is constantly monitored? Management has a key role and responsibility to play when it comes to HS (health and safety) and in order to relay this effectively to the workplace, regular meetings with the employer, the workforce and key members of management in the construction phase, this being the main contractor, employer and the planning supervisor. One of the main duties of the employer is to consult and cooperate with employees on safety measures, this meaning any safety aspect of the workplace should for good practice be discussed with the employees who use the machinery. Such as a brick layer will discuss safety measures and responsibilities with the employer for example using appropriate footway, steel cap boots and gloves to protect his hands. The employer under the health and safety act should provide these free of charge and have a booklet giving new employees what you must ware to comply with regulations of the government. Another important duty to conclude in this assignment is to ensure all employees have the relevant training and supervision to complete their job safely with the equipment their using. An example of this hedge trimmer for example needs training in strumming and if the hedge row is on highway hell need adequate safety on highways certificate or he wont be able to work on highway land. Therefore the employer will have to set up necessary training and procedures into practice to reduce the risk of injury. More often than not a health and safety advisor will visit various sites to ensure the right safety precautions are in place and the safety policy implemented is accurate and efficient. The contractors main role in health and safety as we know is to ensure cooperation on matters with health and safety and ensure the rules are approved by the relevant worker most usually that of the health and safety executive, however sometimes it can be the employers themselves. This will involve meetings both formal and informal with the site supervisor and health and safety inspector on matters of procedures to be taken up on site and training required for each of the employees on basic safety and more specific safety aspects with handling machinery etc. Another responsibility the main contractor has bestowed on him is preparing the health and safety file and notifying the HS Executive about the works and that the F10 is displayed in a prominent position for the whole of the workforce to see from the client to the builder. Under the contractor he is responsible for the majority of the workforce out on site this including bricklayers, builders, roofers, sub contractors etc. However subcontractors also have sum liability on there shoulders although they are not directly in charge of any of the workforce except their own little teams they do have to contribute to the health and safety which is provide method statements and risk assessments to the employer and client to ensure it is accurately stored and made a record of any problems, risks or potential hazards. A method statement details how company is going to undertake the work, what it will use and what precautions it will take. HSE- Health safety executive- Employers are compelled by the government to provide a reviewed health and safety policy. Management are responsible for ensuring a safe work environment for all its employees. Therefore practices, methods and theories must be used to ensure they do this effectively and efficiently. In every working site a from like the one shown below should be displayed somewhere where everyone can see it. The health and safety executive is not directly responsible for anyone but is used to enforce the regulations in health and safety already emplaced. Planning supervisor as we know has many responsibilities upon him, one of the most important ensuring designers comply with their duties. To ensure this occurs constant Co-operation is needed with the planning supervisor and designer and other higher member of the hierarchy such as the client and main contractor. This is essential to ensure the minimal chance of risks and hazards occurring. CDM Co-ordinators have similar roles to the contractor however they consider health and safety issues from the design side of things. There duties include contacting the HSE of the proposed project, they must ensure cooperation between designers ensuring they comply with their duties. There duties include making the client aware, risks within the design concept and ensure adequate information on the risks, cooperate with the planning supervisor and any third party designers. They are also obliged to produce a pre tender health and safety plan is prepared and also check a health and safety plan is prepared. These obligations are good practice and achieved with regular meeting with all those involved. Merit Two Question Health and safety is dispensed evenly throughout the hierarchy, however some roles take more responsibilities than others. For example the client which is at the top of the hierarchy has relatively minimal duties to carry out than say the HS Executive which has a more power due to his post as he or she specialises solely on the HS aspect of the work. Therefore the hierarchy of management and Responsibility in health and safety will be slightly different, to that of general management hierarchy. The most responsible job in Heath and safety would be the HS Executive as they have bestowed vast reliability to enforce and oversee the construction of the F10. As well as ensuring all of the workforces are up to date in training and health and safety certificates are clearly on view and in good working order as well as encouraging safer practice throughout the duration of the works. To achieve this constant communication must be maintained by all those involved including the client and designers. Joint at the top of the chain of command will be the employer who has to constantly as we know keep on top of all safety aspects of the workplace, via the use of safety audits, hazard checks, seminar and training. Below is a list composed by an employer of a company in whales prioritising there health and safety measurements. One of the most important things to complete in regard to health and safety is to ensure all government legalisation is followed and completed such as fire exits labelled health and safety policy clearly shown to all employees in the workplace. This is at the top of the hierarchy when it comes to health and safety. The government legalisation also ensures adequate training to staff and a safe working environment, which after all is one of the most important priorities in any working environment, as we know the employers deal with meeting these basic requirements. The next step down the ladder would be completing paper work such as the F10 and safety records including a health and safety plan and file, the responsibility of this changes depending on the type of work, but for a live building site this lies between the employer and the client to sort out between them selves. As well as this other measures are also taken out by planning supervisors which do the designs and calculate any risks or hazards that may occur throughout the building stage and pass these onto the client and health and safety exc. As well as all these regular tool box talks and safety comities will take place as risks and concerns need to be identified by all aspect of the team regardless of post. This is good practice and encourages workers to come together as a team making a more effective workforce. On the bottom of our ladder of responsibility we can find hazard checklists which will be carried out by the employees themselves identifying any dangers or risks of using a particular equipment of area of work that the main safety files have not picked up on. Alternatively employees could inform management directly by approaching them or bringing up matters of concern at tool box talks, or safety meetings. CDM regulations arguably the most important guidelines to health and safety set by the government to reduce accidents. Under these regulations it involves specific detail of several key players in designing and building a structure. In charge of this duty is the CDM co-ordinator and as said above is in charge of ensuring the key players abide by the rules and legislation. The most important of these roles is: The Client: Who should be satisfied that only competent people are appointed as Planning supervisor and principal contractor. It is under the CDM that this is carried out and supported by the client; this will involve talks between the CDM co-ordinator as well as the rest of the team such as the contractors and supervisors to ensure the correct ones a chosen for the job in hand. Working together as a team: Clients, planning supervisors, designers, principal contractors, employees and the self-employed all have their part to play in achieving health, safety and welfare standards on construction. To ensure this is followed the CDM co-ordinator is constantly checking and following up making sure protocol and legislation is complete if this is not the case the site can be closed until redeemed safe and the company could face massive fines. Bibliography http://www.compactlaw.co.uk/free_legal_articles/health_and_safety.html http://www.aviva.co.uk/risksolutions/pdf/hardfacts/safety/5019-theconstruction-healthsafetywelfareregs1996.pdf

college essay :: essays research papers

Not everything I learned, I learned in kindergarten nor in the classroom for that matter. As a senior in high school I’m not only 1ft taller but hopefully a more enlightened person. It is necessary to understand that I am not the same person who began as a freshman four short years ago. Although I learned a great deal inside the classroom, I have also garnered a wealth of knowledge far from the hallowed halls of my high school. My involvement in academics, school related clubs and work experience have instilled unique abilities and characteristics in me that have transformed me from a naà ¯ve freshman into a well rounded motivated young man.   Ã‚  Ã‚  Ã‚  Ã‚  Throughout my four years at Westwood High, I have taken advantage of the many clubs and organizations offered. My participation in these groups has allowed me to form new friendships with fellow students, teachers and people from the community. Starting in my sophomore year I joined the school newspaper, (Westwood Wire) and was able to showcase myself as a journalist. Although the stories were simplistic (â€Å"Food Fight results in Major Brawl†) they gave me a chance to play the role of a reporter and be a source of information and news for many of my peers. Another club that has been a big part of my high school career is the â€Å"Teen Mentors† group. On Friday nights I would act as a chaperone at the middle school dances. I had a responsibility to watch over younger students, provide them with an enjoyable and safe experience and most of all show them that I could be seen as a positive role model in their lives.   Ã‚  Ã‚  Ã‚  Ã‚  From the initial summer of my freshman year to this very day I have had a job. Beginning in my fourteenth year I started working at Roche Bros supermarket as a bag boy, cashier, grocery clerk and as a source of new ideas for management. I learned the basics of running the grocery business, having seen first hand how each department of the store had to stay below a budget and at the same time provide an unparalleled service to the customer. I was to see the challenges that my manager faced of creating a schedule by which every employee was happy with their hours. I also was able to see various forms of marketing and examples of how Roche Bros sold itself.

The Glorious Revolution

The Glorious Revolution has many significant factors, and events, but there we're three main ones that stood out more than the other ones. The three events or factors were The Test Act, William and Mary, and James II .In this essay I will go more in depth into the three significant factors or events. One of the factors is The Test Act. The Test Act is a law that was passed by Parliament that made it to where it was required an oath of protest loyalists to prevent Catholics from holding public office. Parliament thought of this law because Cromwell was able to just take it away because he was a military leader. So they didn't want the kings to be able to just come in and get rid of them again like Cromwell did. Another event that happened is bringing in William and Mary. The Tories and the Whigs invited them to come overthrow James II. They felt as that they needed a protestant as a king and because they didn't feel that James II was doing what he should do as king. William and Marry brought 14,000 soldiers because they thought that they would have to get into a war to get James II out of the office. They also wanted to keep the Church of England for their Protestantism. The last factor was James II. He was a factor of the Glorious Revolution because he was catholic and Parliament wanted and Protestant king because a catholic was trying to get rid of all the things Protestantism has done. So they plan to overthrow James II with Protestants. He also tried to make England back catholic and he passed laws that go against the Parliament. So parliament decided to get rid of James II. In conclusion the Glorious Revolution has many different factors and events. In this essay I told you all the most significant three that I think is the most important. The Test Act, William and Mary, James II. This is my essay on the Glorious Revolution. The Glorious Revolution Francisco Saravia-Jimenez2012-11-HIS-101-OL011: Western Civilization I What did the â€Å"Glorious Revolution† that took place in England in 1688 achieve, and why is it referred to as â€Å"glorious†? The Glorious Revolution of 1688 involved the overthrow of King James II from the throne of England. James, throughout his short reign, attempted to catholicize the army and government by getting his supporters into Parliament. When James had a son, England united against the prospect of a Catholic dynasty and sought help from William of Orange.William arrived in England in November of 1688 and marched unopposed all the way to London. James fled to France and after he was denounced by Parliament, William of Orange was offered the throne if he would accept limitations on his powers. He accepted. One of the most amazing things about the Glorious Revolution was the ability  of political opposition, such as the Tories and the Whigs, to come together under a common cause. Such widespread unity throughout a nation had never been seen and it set the table for a peaceful takeover of a dictator.There were many achievements in the Glorious Revolution. Firstly, as previously mentioned, it was one of the first times an overthrow of a government required no blood to be shed. Also, it helped to issue in the Bill of Rights, which redefined the relationship between the monarch and the subjects. The Bill of Rights is one of the most important documents in history. It guaranteed the freedom of speech, the freedom of elections, parliamentary approval of taxation and the right to petition.Additionally it dismissed cruel and unusual punishment, standing armies and the monarch's ability to suspend law whenever he or she pleased. It also stated that no Catholic could succeed to the throne of England, thus eliminating the possibility of a Roman Catholic dynasty. The Claim of Right was issued in Scotland in 1689 and was basically the same document as the Bill of Rights. The Mutiny Act, which limited royal use of martial law to one year, was also put in place in 1689.The Toleration Act was issued as well, and it gave freedom of worship to Dissenters. Overall, the Glorious Revolution was significant in many ways. It established  one of the first  Constitutional Monarchies by extending the power of the Parliament. In doing so, the power of the monarchy was severely limited. It marked a milestone, in which practical power shifted from the monarchy to the Parliament. That power that the Parliament had gained from the Glorious Revolution was never successfully challenged again.

Magical And Metaphysical Elements Of Magical Realism

Magical realism is a genre that incorporates magical and mystical elements into lives of ordinary people going about the monotonous activities of daily life. Everything would appear to be normal, except for a few elements that go beyond what would most likely be called ordinary. It’s a combination or merge of realist tradition in literature with the world of fantasy, as if fantasy were the most normal thing in the world. In this genre, the world that is created has a very thin line between what is real and what isn’t. It compels you too view the world through the eyes of the characters present in the story line, what’s real to them becomes real to us as viewers/readers. Realism and magic is woven together in such a way that the audience†¦show more content†¦They are an altered state of alertness/consciousness that takes us away from the current pressures and stress; some would call this escapism. Studies have determined that prisoners in penitentiaries a nd jails often use daydreaming as a means to find sanctuary from the reality of prison life. Sometimes they do this willfully, and at other times, the mind just seems to want to wander away from the current reality all on its own. Psychologist Sigmund Freud said, â€Å"It is extremely probable that myths, for instance, are distorted vestiges of the wishful phantasies of the whole nation, the secular dreams of youthful humanity†. He believes the daydreaming is a â€Å"series of methods which the human mind has constructed in order to evade the compulsion to suffer- a series which begins with neurosis and culminates in madness and which includes intoxication, self-absorption and ecstasy.† In this way the social imagination, created through myths and symbols, may provide a defense against the ‘real’ in times of social distress. Sigmund Freud talks about in â€Å"Creative Writers and Day-Dreaming† how a child’s best-love’s and most intense occupation is with his play or games. We can also go on to say that a child at play almost behaves like a creative writer, in which he creates a world of his own making and arranging objects according to his own wish. The child enj oysShow MoreRelatedAnalysis Of Kafka On The Shore1852 Words   |  8 Pagesoutcast 15 year old boy with a grotesque Oedipus Complex; and Nakata, a pensioner who was subject to a disastrous trauma in the Second World War. Through their stories, Murakami guides the reader through challenging concepts under the guise of magical realism: a technique he uses to develop themes and meanings that would otherwise be inaccessible to a writer with a more conventional approach. 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For example when we use our five senses it helps us determine the laws of logic and the metaphysical principles (like; we see the stars in the sky are bright, and know when something taste sweet or sour) that don’t require much argument. I disagree with atheist, theologies, or those that just flat out say, â€Å"There’s no God†; I believe if faithRead MoreKhasak14018 Words   |  57 Pageswere his oyster. Vijayan was chronicling a period wrecked by violent upheavals and made absurd by farcical political gains. He reflected the incomprehensibility and futility with an outward silence and an inward alertness all through. He created a magical Malabar in his works. â€Å"I have always felt that there are two kinds of writers: those who reflect the real world with its space and life and those who create a parallel world with its own space and life. 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