William Shakespeare s Hamlet - 1356 Words

Matthew Macioch Ms. Yulico English 101 30 December 2015 In William Shakespeare’s tragedy, Hamlet, it is clearly evident Prince Hamlet is overcome with â€Å"madness† due to his father’s murder and other malicious actions taken against him. Throughout the play, there are many examples of how Hamlet displays his insanity due to certain situations he experiences and how he handles them. Hamlet shows his madness through the killing of Polonius, his treatment of Ophelia, his thoughts of suicide, and the treatment of his mother Gertrude. The first example of Hamlet’s obvious madness is the killing of Polonius. â€Å"After the closet scene, the Queen comes to speak to Claudius. She tells him, as Hamlet has asked her to, which he, Hamlet is mad, and has†¦show more content†¦Gertrude realizes Hamlet’s madness after this and speaks to Claudius about it. Hamlet is so paranoid that he kills the once love of his lives father and doesn’t even feel guilty about it even after he finds o ut who it truly was behind that curtain. Another example of how Hamlet is truly insane is his treatment of Ophelia. â€Å"Others argue that Prince Hamlet goes over the edge into madness at times during the play. His treatment of Ophelia, a woman he had loved, is extremely cruel, and driver her to insanity and then death either though a mad accident or suicide.† (Shakespeare)Throughout the play Hamlet’s treatment of Ophelia worsens. Ophelia was once Hamlet’s girlfriend and true love. After Ophelia randomly ends her relationship with Hamlet, Hamlet won’t accept it and starts to change his attitude towards her. Hamlet starts to use harsh language towards Ophelia and questions her decision many times. Hamlet doesn’t respect Ophelia and her decisions and thinks she’s a phony and has been throughout their entire relationship. Because of this, Hamlet begins to go mad and behaves mad, Due to Hamlet’s treatment and behavior Ophelia also begins to show signs of being mad and later this drives her to commit suicide. Hamlet also shows the theme of his madness after the killing of Polonius and his treatment of Ophelia by spreading his madness over to Ophelia. â€Å"The gentle

No need for topic Example

Essays on No need for topic Essay Finance and Accounting While making any investment decisions regarding the purchase of stock from any company, it is always prudent to conduct a background check on the financial viability of the investment choice one makes while purchasing these stock. For purpose of this study, we will be assessing the viability of purchasing stock from seven companies; Coca-Cola, Twitter Inc., Toyota Motor, Bank of America Corp, Amazon.com Inc., Schlumberger NV and Intel Corp. This will be based on the company’s five year financial overview from Yahoo Finance. The last financial year saw the net income of Coca-Cola drop by 4% to $2.68 translating to 59 cents per share with the company’s revenues slipping by 3% to $12.75 billion. Additionally, the shares for the company have continuously underperformed in the past 52 weeks which is a clear indicator of depression. Despite this, I decided to invest in the company owing to the fact that the brand is a global powerhouse which allows the brand charge premium prices for its products. Additionally, the fat that the company continues to invest in emerging markets with high prospects o generating revenues and the company generating over $4 billion in operating cash flow is enough indicator for future growth. In the case of twitter Inc. the company’s shares at the end of 2013 was $63.65 with the shares trading well over $70, and later coming down to around $55 with the company later gaining 5% to hit $63.75 presents clear indicators of the company’s stocks providing greater returns in future hence the stocks are viable to buy. In the case of Toyota Motor Corp, with the 52 week range being between $118.95-$119.98 with a price to equity ratio of 18.55 and dividend of $2.53 translating to a yield of 2.0%, Toyota Motor Corp is arguably growing faster than both Apple, Amazon.com and Google all combined together. It is the profit potential confidence that makes me invest in this company. With a pretax income $16.17 billion signifying a high rise compared to 3.07 Billion realized during the previous financial year and 11.43 Billion net incomes compared to 4.19 Billion realized during the previous financial year, the Bank of America Corp has shown resilience in its growth. Additionally, the fact that the net income available to common shareholders continue to grow is a great indicator of future prospects of more profit for the company. Despite Amazon performing poorly two years ago, the stocks of the company have continued to rise quickly. This we can partly attribute to the fact that the company has proved to be amongst the best tech investment opportunities. Amongst the reasons I will be buying the stocks at Amazon include the success Kindle has realized in terms of sales revenue, the success with which the company has been able to employ the use of ecommerce and the willingness of the company to spend on research and development and to experiment. With revenues of approximately $46, 459, a net income of $6,732 and earnings per share of 5.05, Schlumberger NV seems to be financially healthy. The fact that the company is able to produce healthy returns to the investors is the mail reason I invested there. In the case of Intel Corp, with a market capitalization of about $120 billion, and with 10 times trailing earnings, there is expectations of moderate growth in earnings per share and a five year PEG ratio of 0.9, Intel is an income stock hence the reason to invest there.

The Future of Work Motivation Theory Free Essays

Introduction to Special Topic Forum: The Future of Work Motivation Theory Author(s): Richard M. Steers, Richard T. Mowday, Debra L. We will write a custom essay sample on The Future of Work Motivation Theory or any similar topic only for you Order Now Shapiro Source: The Academy of Management Review, Vol. 29, No. 3 (Jul. , 2004), pp. 379-387 Published by: Academy of Management Stable URL: http://www. jstor. org/stable/20159049 . Accessed: 25/04/2011 09:09 Your use of the JSTOR archive indicates your acceptance of JSTOR’s Terms and Conditions of Use, available at . http://www. jstor. org/page/info/about/policies/terms. jsp. JSTOR’s Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at . http://www. jstor. org/action/showPublisher? publisherCode=aom. . Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor. org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review. http://www. jstor. org ? Academy o? Management Review 2004, Vol. 29, No. 3, 379-387. INTRODUCTIONTO SPECIAL TOPIC FORUM THEFUTURE WORKMOTIVATION OF THEORY RICHARDM. STEERS RICHARD T. MOWDAY University o? Oregon DEBRA L. SHAPIRO University of Maryland motivation The topic of employee plays a cen tral role in the field of management? both prac see motiva and theoretically. tically Managers tion as an part of the performance integral equation searchers block at all see re levels, while organizational it as a fundamental building been. an overview This introduction represents of the field of work motivation from a theoretical and lays the foundation for the arti standpoint cles The that the Latin on this (mover?. Building as â€Å"the motivation Atkinson defines concept, on direc influence (immediate) contemporary for movement follow. 2 term motivation derives from word in the development of useful theories of effective the Indeed, management practice. of the sub many topic of motivation permeates the study of management, fields that compose man teams, performance including leadership, decision ethics, m aking, It is not surprising, change. so much that this topic has received over the past several in both decades journals and management periodicals. xam recent articles have several work far we have come in researching agement, managerial and organizational therefore, attention research Whereas of action† tion, vigor, and persistence (1964: 2), while it as â€Å"a process Vroom defines governing †¦ among choice made alternative by persons forms of voluntary (1964: 6). Campbell activity† and Pritchard that suggest motivation dependent the direction, has to do with a set of independent/ variable that explain relationships amplitude, and persistence of an ined how on where this special forum focuses motivation, we are going. That the questions: is, we ask is the future of work motivation What theories? are What the critical be that must questions if progress in the field is to be made? addressed is the future research What How can agenda? we or modify current models e xtend of work so they continue in the motivation to be relevant are entirely new models future? And where to further our understanding motivation needed of employee behavior and job performance contemporary organizations? To understand where the field first understand ever, we must is going, where how it has of in ndividual’s constant behavior, holding fects of aptitude, skill, and understanding task, and the constraints operating in the the ef of the envi ronment (1976: 63-130). These and other definitions have three com mon denominators. con They are all principally or events cerned with factors that energize, over time. and sustain human behavior channel, In various ways, of work theories contemporary motivation to explicate derive from efforts with increasing precision to determine terrelate how these behavior three factors in organizations. in EARLYDEVELOPMENTS IN MOTIVATION THEORY The earliest man motivation to understanding hu approaches date from the time of the Greek and focus on the concept of hedo We review cial are panel forum. indebted to the time staff and of AMR effort and to the editorial of this spe for their on behalf philosophers 2 1 For motivation, recent see reviews Kanfer of the research literature on work and For a more detailed examination see Pinder of the evolution Porter, of work and (1990), Mitchell (1997), Ambrose motivation Steers theories, (2003). (1998) and Bigley, Kulik (1999),and Mitchell and Daniels (2002). 379 380 Academy of Management Review July a principle force in behavior. driving seen as focusing were Individuals their efforts on seeking and avoiding This pleasure pain. was later refined and further devel principle in the works of philosophers like Locke, oped nism as Bentham, Mill, and eighteenth Toward issue and Helvetius, centuries. in the seventeenth nism of the past. outcomes would actions tend to this past would that led to positive tend to be repeated, whereas outcomes that led to negative Past actions Thorndike he end of the nineteenth the century, to migrate of motivation from the began to the newly realm of philosophy sci emerging ence of psychology. Challenges immediately arose over the use of hedonism as the basis for the study of motivation. donism had no that clear-cut were specification pleasurable or (1911) re of effect, while Hull was that effort or motivation (1943) suggested largely determined by drive X habit. Skin ner later built on these (1953) and others con with the introduction of op? rant principles to by some as reinforcement (referred ditioning ferred to diminish. s the law theories), arguing learn contingent and their that, over relationships and consequences future behavior. guide to thrive individuals time, actions between that these contin As Vroom explains, he of the painful, type or of even events how gencies models vehicles continue these events could be determined for a particular nor did it make clear how persons individual; of ways of attaining their conceptions acquired pleasure pain might the hedonistic or pain, or how be modified assumption the by or source of pleasure In short, experience. no empirical con has or understanding as well job performance, various management performance 2003). (e. g. , Komaki, While psychologists Reinforcement as explanatory today work motivation and as in the workplace in programs tent and was untestable (1964: 10). scientists search As a res ult, behavioral began to ex for more based models ing empirically plain motivation. were these early models instinct the Among as those proposed ories, such by James, Freud, and McDougall. Instead these rational, highly much behavior resulted as McDougall â€Å"an tion inherited which attention an or innate determined ere on in focusing were on stincts and drives, managers focusing more pragmatic issues. A key development here was the work of Frederick and his col Taylor move in the scientific management leagues ment. industrial engineering of (1911), along with many background, Taylor on the in his associates, focused his attention in an increas efficiencies of factory production Coming ingly posed industrialized a new and workers age. These colleagues pro to paternalistic approach that relied on a combination from an that argued from instinct, defined by f viewing theorists behavior as psychological its possessor of a certain excitement predisposi to perceive, of an class, a part ic object, manner to or pay experience ular quality and to act to, objects emotional upon in regard such perceiving to it in a particular (1908: 4). James cluded jealousy, identified a list of such instincts sociability, that in managing of job training, incentive pay-for-performance tech selection systems, employee improved and the intro niques, job redesign, including duction of ergonomics. Far from being exploit saw ative in intent, Taylor and his associates as an economic to scientific boon management the use both workers and management through in of improved manufacturing techniques, re and creased shared operating efficiency, the subsequent rise of an in workforce, creasingly sophisticated coupled to maximize with efforts company productivity re without increasing simultaneously employee wards. However, to discredit served this sys wards, eventually to the widespread rise of unioniza tem, leading in the 1930s. ion efforts social scientists and managers Meanwhile, to consider the role of social influences began on behavior in the 1930s. The role of group dy as com to view employees namics and the need plex beings ences were with multiple as recognized motivational powerful influ influences locomotion, curiosity, and sympathy. fear, as in around the 1920s, however, Beginning to creased of the theory limitations began to be replaced instinct theories emerge, began on d rive or reinforcement. Led based by models as Thorndike, Wood by such psychologists worth, the theorists introduced and Hull, drive in motivated of learning and behavior or fu that decisions concerning present posited are ture behaviors influenced largely by the concept with past of rewards associated consequences to this as hedo behavior. (1954) referred Allport 2004 Steers, Mowday, and Shapiro 381 re these Best noted among performance. are Mayo’s and Roeth search endeavors (1933) Bendix and Dickson’s (1939) works. isberger of this contribution summarized the principle movement that human relations by observing as human to treat workers the â€Å"failure beings on came poor in and, thus, has found considerable popularity on individual to work factors relating research motivation. and their col While Maslow and McClelland on the role of individual differ focused leagues in motivation, (1966; Herzberg, Herzberg to under Snyderman, Mausner, 1959) sought activities how work of and the nature s tand and performance. ne’s job influence motivation ar In his motivation-hygiene theory, Herzberg is largely influenced that work motivation gued a job is intrinsically to which the extent chal by for recogni and provides opportunities lenging saw the con tion and reinforcement. Herzberg a job (which he referred text surrounding to as as being in far more factors) temporal hygiene terms of leading to satisfaction and future moti vation. Herzberg deserves credit for introducing the field to the role of job design? specifically, a key factor in work motiva job enrichment? s tion and Hackman extended work job attitudes. and Oldham this line of In subsequent work, have (1976) and others as it relates to research ences to be regarded craftsmanship, as the cause of low morale, and con unresponsiveness, fusion† (1956:294). McGregor (1960) later built on this in his classic early work, The Human Side mo been prin with of Enterprise. new models of work By the 1950s, several tiva tion emerged, have which collectively to as conten? since their referred theories, to identify aim was factors associated cipal is Maslow’s here motivation. Included need (1954) that, as suggests hierarchy theory, which their way individuals up a develop, they work on the fulfillment of a series of based hierarchy needs, including physiological, and esteem, security, belongingness, that the first Maslow self-actualization. argued on the list represent three needs deficiency before needs that people must master they can into a healthy while the personality, develop to two represent needs that relate growth of and the development achievement individual human Alderfer (1972) later adapted potential. o encompass exis this model just three needs: last tence, relatedness, A second need introduced growth. theory of the same (1938) but more by Murray and era, first prioritized safety and and motivation, design, job performance, Deci while others, (1975; Ryan Deci, including theories 2000), have articulated focusing specif versus on task-based intrinsic extrinsic ically in motivation factors (e. g. , self-determination theory). fully de veloped by McClelland (1961, 1971), ignored the THE â€Å"GOLDENAGE† OF WORK MOTIVATION THEORIES n the mid to 1960s, a new approach Beginning the study of work motivation which emerged, on delineating focused the processes underly contrast Process theories ing work motivation. content with the earlier theories, which sharply on identifying focused factors associated with in a relatively motivation static environment. view work motivation Process theorists from a dynamic tionships to human and look for causal rela perspective across as they relate time and events in the workplace. ehavior to the process is a series Central theory genre of cognitive motivation theories of that collec to understand the thought pro tively attempt cesses in determining that people go through to behave theories on and focused instead of a hierarchy concept of an array of distinct the motivational potency achieve defined and clearly needs, including and autonomy. McClel ment, affiliation, power, at any give n individuals land argued time, that, that often needs several possess competing serve to motivate when activated. This behavior contrasts notion of a steady pro with Maslow’s over time up a hypothetical gression hierarchy as individuals grow and mature. By far, most of on in McClelland’s model focused the attention (defined as behavior of with a standard directed toward competition as a need to and power excellence) (defined over one’s environment). have control McClel the needs for achievement a land’s conceptualization offered researchers as they related to set of clearly needs defined to Maslow’s in contrast behavior, workplace more abstract for conceptualizations (e. g. , need versus achievement need for self-actualization) n the workplace. In our view, the the late 1960s and generated during 1970s make this period of a early something theories. Never â€Å"golden age† of work motivation never since has before and, some would argue, how 382 Academy of Management Review July in explicating been made the progress of work motivation. etiology best known of the cognitive theories Perhaps is expectancy (or expectancy-valence) theory. from the early work Expectancy theory derives saw be of Lewin (1938) and Tolman (1959), who havior based as purposeful, on conscious and largely goal directed, intentions. Vroom (1964) pre formulation of ex systematic o much several models emerging ences on work motivation of cross-cultural influ and job performance of 1982; Earley, 1997; Steers (Bhagat McQuaid, 2001; Triandis, Sanchez-Runde, 1995). to expectancy In addition theory, a number other theories of work moti important cognitive vation have been since the 1960s, developed its own focus. Adams each with (1963), for exam ple, how em equity theory to explain both cognitively and behavior ployees respond to perceived in the workplace unfairness ally Colwell, 2003, and Weick, (see also Mowday introduced sented the first to the workplace. ectancy theory as it related He argued that employees tend to rationally various evaluate work behaviors on-t he-job those be harder) and then choose (e. g. , working haviors believe will lead to their most val they ued work-related rewards and outcomes the attractiveness Thus, promotion). ular task and the energy invested a great deal on the extent pend employee to valued Porter believes outcomes. and its accomplishment (e. g. , a of a partic in it will de to which the will lead Maruyama, that 1976). Adams Bougon, argued both conditions of underpayment and overpay can ment influence behavior. Re subsequent cent work on procedural and distributive justice further develops this area using the fundamen tal concept of equity and its consequences (Cro Rupp, 2003; Folger, 1986; Greenberg, panzano McFarlin, 1993; Sweeney 1993). in the late Goal-setting theory also emerged as researchers to discover that the 1960s, began simple hanced Steers showed goal act of specifying en for behavior targets task performance 1968, 1996; (Locke, in this arena Porter, 1974). Research and specificity, goal difficulty, to enhance each served task on numerous Based empirical Lawler Vroom’s (1968) expanded to recognize the role of individual initial work differences abilities and skills) (e. g. , employee in linking and role clarity job job effort to actual Porter and performance. the relationship between Lawler also clarified and sub performance that this relation satisfaction, sequent arguing of the ship is mediated by the extent and quality in exchange receive rewards for employees job performance. a Finally, feedback that goal commitment Porter and to recog incorporated loop nize learning about past relation by employees in the That is, if superior ships. erformance to lead to superior failed future rewards, past effort may suffer as incentives and the employee in the employee’s reward system lose credibility good Lawler eyes. performance. Locke and Latham studies, (1990) subsequently a formal theory of goal setting. proposed Earley a time dimension to and Erez (1991) later added this Rosse topic by on examining motivation, the role of c ognitive and processing while Crown a number its initial of Since publication, or further refine to extend have worked scholars to re the basic framework expectancy cognitive research and new theo flect emerging findings retical developments 1990; Mitch (e. . , Kanfer, For example, ell, 1997). expectancy theory has to study forms of work behavior been used other than job performance, ab including employee citizen and organizational turnover, senteeism, Porter, 1977; Mowday, (Mobley, ship behavior 1973; Steers, 1982; Organ, 1988; Porter Steers, have also Steers Rhodes, 1978). Researchers and social influences linked group expectations to individual decisions work motivation (Porter, Lawler, ancy Hackman, principles have basic expect 1975). Finally, into been incorporated the role of group goals, in (1995) examined on performance. o individual addition goals, of goal-setting Applications theory in the form of individual and team management-by-objectives are now used widely in prog rams throughout (Ambrose Kulik, 1999). dustry saw significant this period Finally, develop on the role of social ments focusing cognition on behavior and self-efficacy and performance as Bandura such researchers by leading a social Bandura (1977a,b, 1997). cog proposed nitive that self-confidence suggesting theory, to lies at the heart of an individual’s incentive a major act or to be proactive. fter Indeed, on social review of the research literature cog nition and self-efficacy, and Luthans Stajkovic for the (1998, 2003) found considerable support in determining role of self-efficacy work as moder related particularly performance, ated by task complexity and locus of control. 2004 Sfeers, Mowday, and Shapiro 383 Based posed place izational research, this extending a model through behavior. on this Luthans concept labeled (2001) has pro into the work positive organ An outside this situation in the subject cause it is no izations) observer that either rom conclude might we h ave lost interest be of work motivation (perhaps in organ issue longer a pressing or that we solved the work motivation the con con its RECENT DEVELOPMENTS IN WORK MOTIVATION Many and 1970s and pool cated nessed of the have ideas emerging from the 1960s been subsequently to reflect an further developed and more of research findings research a series methods. extended thereby eliminating problem long ago, for additional work. Neither of these need seems the clusions On very plausible. economy, trary, and e-commerce, dot. oms, as the more ization (as well facturing is force and service in the new replete increased traditional a motivated a with global manu work Indeed, of refinements and extensions For expanded sophisti the 1980s wit of researchers existing example, in conceptual made great strides developments on social and empirical work learning focusing on in new work focusing theory, as they did systems, innovation and justice, punishment, procedural on work influences and cross- cultural creativity, behavior. interest However, by the 1990s, intellectual in work motivation least as mea theory? t goal-setting theory, job design, sured cline sider by journal precipitously. the number articles publications? seemed As evidence of theoretical of to de this, con to be reward theories. hallmark of frequently MIT econo Indeed, competitive advantage. over a de mist Lester Thurow (1992) observed cade that successful (and ago companies countries) principally nology vated will on compete the quality their human in the future their based tech of both resources. firms), as cited A moti and a critical workforce becomes strategic in such asset then, has Why, competition. so little intellectual there been focus activity we have ing on this important topic? Perhaps the breakthrough ideas that can yet to develop level of understanding. push us to the next on work mo While theoretical developments tivation in recent have declined may years, the world ? f work has changed dramat ically. one can argue that the past decade Indeed, has witnessed other than any are both Companies and expanding (often at downsizing or levels in different the same divisions time, is character of the hierarchy). The workforce ized by increased with diver diversity highly and demands. Information technol gent needs both the manner ogy has changed frequently and location tional forms of work (such now published over the past decade journals Kulik, 1999, or Mitchell find few articles that You will Daniels, 2002). in focus on genuine theoretical developments see minor area. exten will this Instead, you empirical) science havioral see Ambrose (e. g. , sions, tests, or applications empirical ing theories. While clearly helpful, to breakthrough leads developments of exist this hardly in our (as opposed in leading greater decade workplace in memory. changes of the principles understanding underlying work motivation. At the same of time, a review recent in the the most editions of textbooks field of management and organizational be havior that most of the theories dis reveals cussed date from the 1960s and 1970s, with to more recent work. references only fleeting curious that some early motivation (It is also theories been widely that have subsequently to permeate continue discredited such texts. ) In short, while of management other fields negotiations, tion design) decision (e. g. , leadership, making, and teams, and organiza groups to develop continue conceptually, substantive theoretical focus developments on work motivation have not kept pace. ng research activities. as those New found Teams organiza in e-com are re merce) are commonplace. as of hierarchy, distributions. of power is on the rise. Managing workers contingent to perplex continues workers expe knowledge across rienced managers industries. divergent And globalization of man and the challenges defining traditional the notion aging stead across borders are now the norm in of the exception. as well The use 3 See 2003) focusing a key strategic mance. a special on issue the asset o? Harvard Business Review (January as of employee motivation importance in competition and corporate perfor 84 Academy of Management Review July can have a profound These changes influence on how companies to attract, retain, and attempt motivate their employees. Yet we lack new mod in of guiding behavior capable managerial this new era of work. As Cappelli â€Å"Most notes, observers of the corporate world believe that the traditional between and relationship employer is gone, but there is little understand employee it ended and even is less about what ing of why els that relationship† We believe (1999: 1). our intellec to redirect time has come new models? and into discovering tual energies new models? f work motiva research toward commensurate tion and with job performance replacing that the this new era. tions work plete, mo re theories. more for developing complex motivation that are more valid, broader useful in scope, and, to practitioners theories of more com by implication, than existing In the second, Yitzhak Fried and Linda Haynes examine in which time factors can Slowik ways influence and job perfor processes goal-setting mance in work that organizations. They argue the addition of time as a key variable in goal and validity setting theory adds to its dynamism in helping in in behavior explain employee creasingly environments. omplex, continually evolving work THE ROAD AHEAD With this for papers motivation. in mind, in 2001 AMR issued a call on the topic of the future of work was A special seminar held at the Next, Myeong-Gu Seo, Lisa Feldman Barrett, and Jean M. Bartunek draw on both psychologi cal and neurobiological of core affec theories a set of direct and tive experiences to identify indirect paths affec through which work-related can influence tive feelings three dimensions of behavioral and direction, intensity, to direct In addition af influence, persistence. an also influence behavior fective experiences on goal level their effects indirectly, through and goal commitment, as well of motivation as on components judgment expectancy, utility, and progress. L. Ackerman Ruth Kanfer and Phillip then use to fa and adult development theories life-span an understanding cilitate of the implications of on workplace motivation. aging aging Although as leading to declining is generally viewed cog nitive these au and intellectual capabilities, thors argue that this view may be overly sim is a more that aging Instead, plistic. hey argue in which process, cognitive complex declining are accompanied in other abilities by growth intellectual of motives abilities, reorganization traits. and goals, and changing personality mo how aging influences Fully understanding a comprehensive tivation, therefore, requires com of the different and often understanding taking changes this, Naomi Following and S. Alexander Gilder, pensatory place. Ellemers, Haslam Dick de use self the key to relating outcomes: of the Academy of Manage 2001 annual meeting ment to stimulate in the interest and discussion to the call, researchers In response sub topic. ere mitted subse which papers, fifty-six of space reviewed. quently the journal, many papers worthy accommodated. However, following view six papers emerged cycles, offer new and useful ideas and future directions of the topic. What these for the theoretical In view could limitations not multiple that seem insights development of be re to into in common is a have papers on existing to build of effort theories genuine work motivation and extending by adapting con of the changing them to fit the realities is temporary Today’s workplace workplace. hort-term characterized by an increasingly variable, performance among increasing employ interdependence ees in some form of team (often manifested to affective responses evolving o rganization), the workplace value increasing experience, on the part of employees, conflicts and motive nature of the transitory and a clear recognition focus, of careers. time as a critical six papers a variety address our understanding The tivation Edwin A. Locke in this special issue appearing to advancing of issues critical of motivation theory and mo social pro categorization theory and identity cesses to examine in which ndividual the ways to determine interact work and group processes in organizations motivation. The fact that work around increasingly organized to understand it is important gests influence how work is teams how sug groups The first paper, by on focuses P. Latham, on work moti of metatheories the development six recommenda vation. These authors present in the workplace. and Gary motivation. Their paper can have in groups participation explores a power 2004 Steers, Mowday, and Shapiro 385 on motivation ful influence can be understood what by on individual-level effects. Finally, Hugo lines of research the influences and bove focusing and beyond Crown, D. F. , Rosse, J. G. 1995. Yours, through mine the and ours: exclusively several Deci, Facilitating of individual and Human group productivity and group goals. Decision Processes, motivation. Organizational 64: 138-150. New York: social across integration Behavior M. Kehr synthesizes on motivation by E. L. 1975. Intrinsic P. C. 1997. Face, Plenum. structure: cultures. An New of explicit and on motivation abilities perceived model. using a compensatory workplace answer some model intriguing, helps solved examining implicit motives in the Kehr’s unre Earley, of organizational analysis York: Oxford University Earley, P. C, and Erez, norms: models. M. and harmony, behavior Press. 1991. Time role Journal of dependency effects processing of on 76: individual questions concerning goal at tainment and why self-set goals may sometimes be nonmotivating. to the these papers contribute Throughout, research and theo long tradition of substantive in the field of work motiva retical development tion that benefit both organizational researchers and practicing alike. managers goals motivational 717-727. The cognitive of Applied Psychology, R. 1986. 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Bulletin, F. , Dickson, Cambridge, K. E. Bougon, context. M. G. , Maruyama, Behavior J. 1939. Management Harvard University mance, Organizational 15: 32-65. Richard College California cultural Richard quist M. Steers is the Kazumitsu University His current Shiomi of Oregon. research Professor He received of Business, at Irvine. of Management his Ph. D. from in the Lundquist the University of and cross focuses on employee motivation management. T. Mowday is the Gerald B. Bashaw Professor of Management received his and research in the Lund Ph. D. on from leadership the of Business, College at of California University in organizations. University Irvine and He of Oregon. focuses his teaching Steers, Mowday, and Shapiro Debra ment L. Shapiro, the Willard Graham of Manage Professor formerly Distinguished at UNC-Chapel is now professor of management in the and organization Hill, R. H. Smith School at College of Business, of Maryland Park, and a member University of the Academy of Management’s Board of Governors. She her Ph. D. received from conflict Her University. in organizations that the cross-cultural challenges research tend of managing focuses on issues regarding employee how to motivate to manage behaviors and Northwestern unproductive conflict effectively. How to cite The Future of Work Motivation Theory, Essay examples

Quality Management for Product Part Approval- MyAssignmenthelp

Question: Discuss about theQuality Managementfor Product Part Approval Process. Answer: Recommendation Product Part Approval Process (PPAP) can be used as a tool to ensure quality of the new innovative products. The steps of this process are, Figure 1: Steps of PPAP (Source: Doshi and Desai 2016) A SMART plan is provided below to recommend how these steps can be implemented to ensure quality of new innovative products. Specific Planning phase: It phase will be performed by research and technology department. It will begin with corporate strategy which will include the evaluation of technology department and market objectives. As an output of this stage, specific project mission statement will be gained that will specify market for the product, quality and constraints. Measureable Concept development: Target market of the product will be measured in this phase along with alternative product concepts. For creativity, one of more concepts will be tested (Nanda 2016). Based on the tests, it will be easy to measure which concept will produce an innovative and quality product. Achievable Detail Design: Once the concept is selected, detailed design of the new product can be achieved. It will be done by refining industrial design and finding out suppliers for primary components. Realistic Testing and Refinement: This phase includes construction and assessment of prototypes of the product. It will help the development team to test the reliability, creativity, quality, performance and lifetime of the product (Nirupama et al. 2013). Through this step, development will understand whether the product is creative or not and whether it will deliver quality to the consumers or not (Lafayette et al. 2017). Times Production ramp: Once testing is done, the last step will include the process of entire manufacturing system. Workers will be trained in this phase for at least one month. Problems in the production method will be identified within 1 week. The first bunch of new product will be launched in the market within two months. Conclusion This report has highlighted the existing practices of quality management in the service industry along with the issues and future trends of quality management. From this report, it is found that companies under retail industry are several strategies to maintain quality management. In this report some of those strategies are discussed such as supply chain management, quality assurance and traceability lucidity of products. However, this report also displays some issues faced by the companies while maintaining quality management. The biggest issue is the desire of the consumers for creativity and new products. Customers are continuously looking for new products and innovative products. In order to gain competitive advantage, companies are frequently introducing new products; however, quality of the products is getting hampered. If quality is not up to the mark then the companies will not be able meet consumer expectations. Therefore, it was required to implement a process that will en sure quality and will allow developing innovative products. In the recommendation part, a recommendation is provided in the form of SMART analysis that will help the service companies to manufacture innovative and quality products which will fulfill the expectations of the consumers. Reference List Doshi, J.A. and Desai, D.A., 2016. Role of Production Part Approval Process in Continuous Quality Improvement and Customer Satisfaction. InInternational Journal of Engineering Research in Africa(Vol. 22, pp. 174-183). Trans Tech Publications. Nirupama, M.K., Kumar, V. and Shivaprakash, D., 2013. DESIGNING THE PRODUCTION PART APPROVAL PROCESS (PPAP) TO REDUCE THE TOTAL LEAD TIME. Nanda, V., 2016.Quality management system handbook for product development companies. CRC Press. Lafayette, M., Li, Z.S. and Webster, S., 2017, January. A risk assessment method for production part approval process. InReliability and Maintainability Symposium (RAMS), 2017 Annual(pp. 1-4). IEEE.