Reward

“A reward system consists of financial rewards and employee benefits, which together comprise total remuneration”

Martin et al, 2010

There are two types of reward systems Financial Rewards and Non-Financial Rewards. The differences between the two are simple. The Financial Rewards involve:

·         Basic pay rates

·         Bonuses

·         Incentives

·         Performance related pay

·         Overtime payments

These are also known as ‘Tangible’ or ‘Extrinsic’. The Non-Financial Rewards are based on:

·         Recognition

·         Career opportunities

·         Opportunity to develop skills

·         Work life balance

·         Flexible working time

These are known as ‘Intangible’, ‘Intrinsic’ or ‘Difficult to value’.

The brand ‘New Look’ is a high street shop aimed at girls and women all looking for the latest fashion. The shop aims to offer each person who works for them a large staff discount in order to thank them for the hard work they put in creating and selling the outfits the shop offers. They also offer competitive bonuses, incentives and a company pension scheme. Each person who works for the shop is offered the chance to train and develop themselves, this is to ‘Teach, enrich and stretch people to be the best they can be’. New Look state that they ‘At every level in the business, we value and encourage continual learning. From E-Learning to workshops and secondments, we’ve the resources in place to grow our own future managers and leaders’.

The New Look brand ensures that each employee is given the same rewards and incentives and they all have the same opportunity to better themselves within their careers. The brand differs itself from other brands and shops by giving their employees the chance to create their own working uniform created by the clothes in the shop. This gives the employee freedom to express themselves but still feel controlled by their manager.

The purpose of a reward system is to ensure several things such as :


·         To motivate employees to perform to their maximum
·         Comply with legal obligations
·         Strengthen the psychological contract
·         Support the corporate strategy
·         Recruit qualified employees
·         Retain capable employees
·         Maintain equity
·         Be sustainable within financial resources

There is a big debate as to whether the chief executives of large businesses should receive rewards in the form of a bonus if it comes to light that their companies have underperformed.

The Royal Bank Of Scotland banking group made a loss of more than £1bn last year It was revealed last month that Mr Hester Chief of RBS banking group was given an additional £4.5million potential shares on top of his £2m annual bonus and £1.2m salary for 2010.

Some people may believe that this is not right and that the people who get the company into debt and underperform within their business should not be rewarded for the things they do. They believe that the customer satisfaction levels of the Business were not met to the correct standards and therefore the people in charge should not be given praise for their poor skills in their jobs. However, on the other hand, there is an argument to suggest that people believe in being fair and allowing the people who misjudged their business to be rewarded for the work they did and hope for an improvement within the next financial year. Royal Bank Of Scotland Chairman said “We need talented and motivated people and we need to be able to pay them fairly”. It is my personal belief that the bonuses given to the people of the board who have achieved a huge bonus after under achieving within the Business is not acceptable. I feel like this is not a fair thing to happen and other processes should be under taken in order to reward the person but a bonus that large should not be given.

Referencing:

http://www.newlookcareers.co.uk/

www.newlook.com

http://www.gettyimages.co.uk/Search/Search.aspx?contractUrl=2&language=en-GB&family=creative&assetType=image&p=money

http://www.channel4.com/news/barclays-boss-receives-6-5m-bonus

http://www.bbc.co.uk/news/uk-scotland-edinburgh-east-fife-13132635

http://www.google.co.uk/imgres?imgurl=http://www.globalcrisisnews.com/wp-content/uploads/royal-bank-of-scotland.jpg&imgrefurl=http://www.globalcrisisnews.com/europe/royal-bank-of-scotland-to-cut-9000-jobs/id%3D775/&usg=__c--8tB46lYFvatyMLt3T_EhQdNY=&h=253&w=591&sz=22&hl=en&start=0&zoom=1&tbnid=5K2-Fik10TWjuM:&tbnh=94&tbnw=219&ei=pending&prev=/search%3Fq%3Droyal%2Bbank%2Bof%2Bscotland%26um%3D1%26hl%3Den%26sa%3DN%26rlz%3D1G1SVEE_ENUK418%26biw%3D1366%26bih%3D667%26tbm%3Disch0%2C13&um=1&itbs=1&iact=hc&vpx=337&vpy=144&dur=302&hovh=97&hovw=225&tx=176&ty=73&oei=F-6tTbGyF4Gw8gOvwrDzAQ&page=1&ndsp=15&ved=1t:429,r:1,s:0&biw=1366&bih=667

Martin et al, 2010

L. J. Mullins. Management & Organisational Behaviour (2010) 9th Edition.

Teamworking

At any time in everyday life, people will have to work in teams and groups. These might be for formal reasons, informal, they may be temporary or permanent. Whatever the circumstance, it is vital for the group of work well together in order to achieve the set goal.

The aim of the team is to support one another and help achieve the desired target. This is done by helping one another and doing individual roles as well as group roles in order to achieve what is necessary. The group will share a common sense of purpose which will provide the individual with a feeling of stability, protection, security and a sense of self satisfaction.

I recall a time when I had to work in a team at ‘Hilston Park’, an activity centre based in South Wales. As it was a school trip we were divided into groups with our friends who were of the same age and set about our tasks. 

Looking back on the experience, I can see exactly how Beblin’s Team Roles 1993 took form within the group. Each team member fitting into a certain role and the team worked together to challenge the obstacles and cross difficult paths until the end was reached.

There were five of us within the team and the roles that took shape were; A Co-Ordinator (chairperson), a shaper, two team workers and a plant.

I feel looking back that this was a fantastic mix as the team workers were given direction by the chair person (the leader) and the plant was producing a lot of great ideas. Although the plant did not get involved as much as the team workers, the plant produced most of the main ideas as how to best avoid and complete the difficult tasks.

From this experience, I can also see how Gersicks  Model  For Temporary Group With Deadlines took place. We began with lots of time, delaying decision making and sitting our aims and plans. Then as the realisation kicked in that we were losing time, we built up momentum and focused on problem solving. However once we knew how to solve the problem there was another period of inertia before actually starting the task. Although we achieved the targets set for us, this could have been something we improved on.

We also witnessed the study of Tuckman’s theory of ‘The Stages of Team Development’. In his analysis we can view the key stages of team development.

The stages ‘Forming, Storming, Norming, Performing and Adjourning’ are the typical steps through which the individual and the team will progress.

During the first stage of ‘Forming’, we see the individuals as being polite and quite impersonal with one another. However, as we progress through the stages onto ‘Norming and Storming’, we see some team members begin to control the situation, confront people and difficult situations, lay down the rules and start to tackle the issues and assessments that need to take place. Throughout the ‘performing’ stage, the team members form a group identity and custom a bond and closeness with one another.

Reflecting on the team assignment for People And Organisations, I see that the group had tolerance for each other and felt a sense of supportive nature for one another. This is why during the ‘Adjourning’ stage; the team members may feel a certain amount of anxiety about leaving the group and dislike no longer feeling part of a supportive team. As a group we worked well together and achieved the desire goals.

From this I think the group learnt vital things such as :

• How to increase motivation
•    Increase Work satisfaction
• Increased quality output

·  

When working in a company, sometimes team work and motivation for team work can be lost however this does not happen at ‘P3’. After analysing ‘The Times Top 100 Companies To Work For’ list, it can be seen that the best company to work for is the social inclusion charity.

The Chief Executive of the company said "People who come to work for us do not want to make a million pounds or be the next X Factor winner but to do something to make a difference." 

The company provide activities such as, “Team-building days, training and access to bosses at all levels means employees don't lack the support they need from managers”. They feel as though the departments do work well together and that the people feel like they could make a difference.

When surveying the company the eight factors are they look out for is:

·         Leadership: analysis how staff feel about the people in charge.

·         Wellbeing: stress levels, pressure, how circumstances are reflected upon.

·         “My Manager”: How the staff feel towards their boss or manager.

·         “My Team”: Analysis on the team the individual is working with.

·         Fair Deal: Analysis on pay and benefits.

·         Giving Something Back: How does the company help the local community.

·         My Company: How the individual feels about the company.

·         Personal Growth: A reflection on the individuals job, whether they feel challenged etc.

The second company which is rated 3^rd best to work for is “Beaver brooks”. The aim of the company is simple, to make the staff feel motivated in their job and “inspired” to work at the company. 90% of staff claim to be “inspired” by their managing director. And the company gives 20% of the profit it makes to charity. The staff are also allocated two days leave absence to do charity work. This makes the staff feel as though they are giving something back to the community and feel as though they are working for a company that has good policies and are determined and motived to help others.

Team work has been a vital part in both of these companies success and more businesses should model their structure on the way these two companies shape their success.

Referencing:

Schein, 1988

The Stages Of Team Development  - Tuckman 1973

Model  For Temporary Group With Deadlines - Gersick, 1988

Team Roles- Belbin (1993)

http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/

Laurie J. Mullins – Management & Organisational Behaviour

Conflict

Conflict can arise when an individual that is part of a party, feels as though a particular interest or concern has not been compromised and frustration occurs. It will become apparent if one or more member or the party identifies that the conflict exists.

During my time at secondary school, I was fortunate enough to be able to join a drama society. Throughout the time I spent in the club, I was part of the cast of several shows and performances, including Les Miserables.

The performance caused many areas of conflicts including differences in perception, role conflict, individual conflict and environmental change.

Unfortunately for the members involved in the club, the teacher who was involved had fallen ill and very rarely was another teacher able to step in and fulfil the authoritative figure. This meant that the elder students involved in year 13 of sixth form took it upon themselves to fill in and take the weight of the performance on their shoulders. This causes a lot of role conflict within the group as no one really understood who was in charge or which member of the year 13 team had what specific roles.

This is where the difference in perception played its part in the tale. As no one knew exactly who had been told to do what, several people ended up doing the right thing and several people ended up doing the wrong thing and everyone thought they were doing the right thing.

Due to the fact that no authoritative figure were able to organise a set time and available free space in which all members of the team could meet up in order to practise, several compromises needed to be made. This ended in the elder student’s organising several smaller places in which groups could rehearse in. The year 13 team took it upon themselves to divide the cast up into sections and select a team leader for each group, they would then be divided up sections of the script to learn and rehearse and at the end of each session all groups would come together and put all the work together as one. The individual conflict clashes of personality were quite obvious when looking at the different leadership styles of the year 13 team. Trying to work out who should take on which role no doubt caused some conflict and exasperation from some members but on the whole the team successfully worked out how to conquer the mission of filling in for our ill teacher.

Sources of Power are described as how a leader gains his or her power. There are five different types of sources; ‘Expert’, ‘Positional’, ‘Reward’, ‘Coercive’ and ‘Personal’.

‘Expert Power’ is when a person with great experience at a particular job shows a less experienced person how the job should be done. An example of this is a plumber showing his apprentice exactly how each task is performed and showing him tips and tricks he has picked up along the way.

‘Positional Power’ comes to an individual when they have held a position of authority. This could be seen when looking at a Managing Director of a company. His power has come to him through years of holding the title. 

‘Rewarding Power’ is looked at as when an individual in charge is able to award or take away employee’s bonus or incentive perks. The person in charge can influence the follower’s decisions and behaviour by using his/her power of awarding or taking away certain perks. Any boss or employer is in the authority to do so within their business.

‘Coercive Power’ is mainly dominant when the individual in charge creates and manifests perception of a threat. This then leads to the employees feeling on edge waiting for disciplinary action to follow. This may be seen in a business if the threat of role conflict is involved.

Finally, ‘Personal Power’ is seen in managers when they rely on the good willing nature of people to do tasks for them. Simple manners may determine whether a task is done and completed or left incomplete. This could be seen in the restaurant business and when extra tasks need to be done around the restaurant in order to keep the flow of the company going.

Morgan (1996) also suggested several other further sources of power. These included things such as;

• Control of budgets
• Control of rewards
• Persuasion
• Rules and procedures
• Physical presence or threat
• Charisma

These factors need to be thought about for future development within businesses.

To conclude, it is clear the steps that need to be taken in order to minimise conflict within the Business environment. In order to minimise and hopefully overcome conflict within the workplace, strategies must be undertaken in order to do so. For instance, the people in power should ensure that equal pay and opportunities are available for their staff.

Also, the management team must ensure that good communications are held throughout the organisation. This will lead to good consultations and ensure plenty participation in decision making throughout the company.

The organisation of the staff must  as well be followed by ensuring that each individual knows exactly what their goals and objectives are and to clarify what is expected of them and their role within the business. This will lead to a clear and direct vision of what each individual has to offer the business. The chance for employees to air their problems and feel relaxed at the knowledge that there is a grievance policy and procedure in place for them to act is vital. This will hopefully overcome the problem of the individual feeling isolated and unable to talk about any problems that they may have. And finally, the managers should be clear in stating the rules and disciplinary procedure that should be in place which all staff should be made aware of. When all these issues are solved and put in place, the conflict will hopefully be resolved.

Referencing:

L. J Mullins. Management & Organisational Behaviour (2010) 9th Edition.


http://www.gettyimages.co.uk/Search/Search.aspx?contractUrl=2&language=en-GB&family=creative&assetType=image&p=conflict#3

http://www.simonstapleton.com/wordpress/2007/12/17/the-five-sources-of-a-leader%E2%80%99s-power-and-how-and-how-not-to-use-them/

Morgan (1996)


Image : http://www.google.co.uk/imgres?imgurl=http://ucdavismagazine.ucdavis.edu/issues/su07/graphics/FuturePower.jpg&imgrefurl=http://ucdavismagazine.ucdavis.edu/issues/su07/future_power.html&usg=__MeVdrNdbQM1rDkZ0Xb1vvgwEe60=&h=414&w=360&sz=18&hl=en&start=0&zoom=1&tbnid=VVFGv-ldHU_m_M:&tbnh=154&tbnw=130&ei=VbCtTdriA5Gp8AOJ2YzzAQ&prev=/search%3Fq%3Dpower%26um%3D1%26hl%3Den%26sa%3DN%26rlz%3D1G1SVEE_ENUK418%26biw%3D1366%26bih%3D624%26tbm%3Disch&um=1&itbs=1&iact=hc&vpx=138&vpy=108&dur=310&hovh=238&hovw=206&tx=105&ty=124&oei=VbCtTdriA5Gp8AOJ2YzzAQ&page=1&ndsp=19&ved=1t:429,r:0,s:0

Organisation Culture

When Looking at 'Organisation Culture', the theory Organisational Iceberg by French and Bell,1990 is the first that comes to mind. The theory suggests that the organisations of the business are split into two categories. Informal and Formal. The Informal organisations focus on  Values, attitudes and beliefs, leadership styles and norms of behavior as apposed to the formal organisational style which focuses on the goals, strategy and structure of a business. It is clear from looking at the ‘Visual’ aspects of culture in an organisation, that these attitudes reflect atmosphere of the business. When analysing this, i thought it would be best to look at a place that has a lot of character and atmosphere. ‘Mi-Shake’ in the Eden Centre in High Wycombe is a milkshake shop which provides hundreds of different types of milkshakes and brings a highly unique, interesting approach to selling milkshakes. The shop is set out to draw and attract customers with its bright green signs and animated pictures of cows as the display window. The language used within the shop is simple and informative, providing customers with the information they need in order to decide if they want to try the products being sold. Only using their own ice cream and mixing it with product brands the customers know and love such as chocolate bars and biscuits, the customer quickly can decide what type of milkshake they want and how it will be made for them. “The 4 step process to an excellent taste experience” is a step by step guide the creators have invented to explain how to create your ideal milkshake. The fun and easy guide attract and draws customers in as they are allowed to experience and help create and design their own milkshake instead of picking from the standard basics. The atmosphere within the shop is very relaxed and fun and does not feel like a business environment, even when there are many people in the shop all looking to buy a milkshake, the shop still withholds its fun atmosphere. Part of this atmosphere is gained by the staff’s uniform, the casual look adds to the bright colours of the shop and the general pace of work and allows the shop to be an inviting and very exciting place to go. The reputation the shop has created for itself by using the simple techniques it has, has created a very well thought of shop. The expectations of the customer when entering the shop will be met due to the management style that has been used within the shop. The friendly upbeat atmosphere automatically communicates a memory in the customers mind and will then force them to be more willing to come back and gain the same experience again.

Handy created a few key terms which can be applied to culture in organisations. The first we look at is, ‘Power Culture’. This, in simple terms is when an organisation, no matter how big or small, uses a few powerful figures as the centre of the organisation. These people only rely on each other to create the ideas, rules and the systems that they then pass on out of the main circle, on to the people who are below them. This creates fast decisions and the communication of the organisation is strictly sent from those above in charge. An example of this type of culture would be seen from the Army. There is no freedom of thought and are directed to do exactly what you are told to do.

Looking at ‘Role Culture’, we can see that it is very much based on the typical bureaucratic system. The hierarchy and chain of command is very much central in this type of organisational culture. The structure of the ‘Role Culture’ idea, believes that the orders come directly from the person in charge and they filter it down to the lower levels which fundamentally hold up the business. People who are employed within the business work to their job description and no more, the power within the business is based on hierarchy. This type of culture is better used in a business that is not subject to change and which rules and regulations are followed quite strictly. An example of this type of culture would be the ‘Indian State Railway’. It employees over 1.5 million employees.

Moving on and looking at ‘Task Culture’, it can be seen that this differs greatly from the first two we have seen. ‘Task Culture’ looks predominantly at team working and letting the different areas of the organisation work closely together. The project based company would look for the task to be the key point rather than the people and rules that are tied to it. The freedom and flexibility that comes with ‘Task Culture’ ensures that there is a relaxed atmosphere where ideas are free to float around and new developments can occur naturally.  An example of this type of culture can be seen from a managing consultancy company such as KPMG, McKinsey or Ernst & Young.

Finally, we look at ‘Person culture’. This culture is not entirely appropriate for a business due to its extreme lack of hierarchy. This type of culture is based on the individuals being the central part of the organisation and it existing to meet the interests of those within it. An example of which would be barristers or architects; People who share the exact same degree of professional standards as others they work with, therefore there can not be any hierarchy. They work together in order to achieve what has to be done. An example of this where the people cantered culture crosses over into the corporate world would be where the firm takes the form of a partnership. A large and very successful example of this would be the investment bank ‘Goldman Sacks’. The company made over $13 bn in 2009 alone.

Several problems may occur when trying to classify culture and force it into one of the categories above. For example, the type of business you decide to depict and place into a category, may hold one or two different structures within the organisation and could be placed over two of the above categories. Also, not every business is run exactly how the four above categories created by Handy.

To summarise, my findings have shown that although Handy’s four definitions of Culture are useful, not all businesses can be fit into a category. And each business and organisation needs its own structure put in place in order for the company to work well and grown in which ever way it can.


Referencing :


Hofstede, 1984


Organisational Iceberg by French and Bell,1990


L. J. Millins Management & Organisational Behaviour 9th Edition.


 Handy 1993 Four Types Of Culture


Image : http://www.google.co.uk/imgres?imgurl=https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh2-G9UYqq-pnt7x750uNvDGdP3uU-q5XgDq0Nh0_6GGIIT9DbtokPfIHhkL0HFsqFUt5tdsblg41PplFqL7T1Z2mweRv1ndDsUgpMuNkfb5ISF4Czs3XJHzft_WiM1bCQNYT2VRKUCR2w/s1600/culture_index%25255B1%25255D.jpg&imgrefurl=http://diego-pacheco.blogspot.com/2011/04/promote-culture.html&usg=__swDvwwPmc8bnXYWLVqpjKKC3mGk=&h=299&w=450&sz=46&hl=en&start=2&zoom=1&tbnid=ATDSs2ewqrofiM:&tbnh=84&tbnw=127&ei=IKutTe_MJ8ms8gOHt-DyAQ&prev=/search%3Fq%3Dculture%26um%3D1%26hl%3Den%26sa%3DN%26rlz%3D1G1SVEE_ENUK418%26biw%3D1366%26bih%3D667%26tbm%3Disch&um=1&itbs=1

Enterprise Week

During enterprise week I was presented the opportunity to attend two activities hosted by entrepreneurs who had made a success of their business and were able to share their experiences and provide information about how they created and began their journeys into the business world.

For my blog I have decided to write about the activity I attended in the old boardroom that was simply called ‘Ella’s Kitchen’.  

The business is an organic food range for young children. The business aims to give the children the fruit and vegetables they need everyday but in a fun, tasty and creative way. The session lasted an hour and a half, during this time we were given the opportunity to listen to the entrepreneur and find out more about how he started his business and how he took the steps in order to finance it. We were also given the chance to ask questions and indulge deeper into conversation with the owner about his business and complications he had to over come in order to make it a success.

Throughout the activity I took vast amounts of notes and listen intently to what each entrepenour had to say. After sitting through ‘Ella’s Kitchen’ I can fully see the risks that come with setting up your own business. Risking your own assets in order to provide a secure financial start for your business can be terribly risky but is a huge part of setting up a business and can be worth while. Upon reflection I can see how the success of ‘Ella’s’ Kitchen’ has come about and the hard work put in to it to achieve the position it holds in the market now. The company has achieved immense ground in the baby food market with a whopping 10%. It was named the 9^th fastest growing company of the year and its products are available in six different counteries with room for expansion. The business was also named Food And Drink brand of the year. The products conect mainly with the parents who buy the food for the children but the packaging and language used has been inspired by children so it will attract the childrens attention and they will want to try it. The aim of the products are to excite the five different senses and create a different eating experience for the children whilst still providing them with the fruit and vegetables they need everyday. The business has a target of putting 200,000,000 portions of fruit and vegetables in kids by 2012. With such high ambition, the company does not seem to be slowing down. The well known brand can be found in most super markets such as Tesco.

The veriety of information provided to us during ‘Ella’s Kitchen’ presentation can not be faulted in my opinion. The entrepenour had thoughtout thoroughly exactly how to provide the audience with information on how to start up a business you’re deeply passionate about and the struggles one must face in order to do so.

This event has definitely motivated me to create my own business when I am in a position to later in life. It has convinced me that although there are risks involved, if the idea is believable enough and has enough promise, the risk could be worth taking. ‘Ella’s Kitchen’ has influenced me to research more into starting a self owning business and finding out more about how to take the steps in order to make a profit and grow and develop the size of the business. Overall, this event was very worthwhile attending, I enjoy it thouroughly.


Referencing:
http://www.ellaskitchen.co.uk/

http://www.facebook.com/ellaskitchen

Image :http://www.google.co.uk/imgres?imgurl=http://www.startupsawards.co.uk/archive/images/logo2006_ellas.gif&imgrefurl=http://www.startupsawards.co.uk/archive/2006/EllasKitchen.html&usg=__BgRu_NSRj4PM5hrcWpJwqfUU1tw=&h=76&w=150&sz=4&hl=en&start=5&zoom=1&tbnid=CcdeXgoVLkhyxM:&tbnh=49&tbnw=96&ei=-6utTaqSGNKy8QPl64D0AQ&prev=/search%3Fq%3Della%2Bkitchen%26um%3D1%26hl%3Den%26sa%3DN%26rlz%3D1G1SVEE_ENUK418%26biw%3D1366%26bih%3D624%26tbm%3Disch&um=1&itbs=1

Improving Staff Performance

When comparing the content and process theories, we can see that firstly from analysing the ‘Content’ theories, they are based on the idea that individuals have certain needs which they want and need to pursue. The content theories are what motivate people as apposed to the ‘Process’ theories. These theories are based on the idea that the individual selects the goal they wish to achieve and calculates which way to gain and achieve it. The process theories look at how they motivate the staff. 


Theories such as the 'Expectancy theory' by  Vroom, Porter & Lawler. The Equity Theory by Adams and The Goal theory by Locke. Each of these theories follow the same basic path of what you put into your work, you take back. The simple idea of effort and reward systems are put in place to motivate the workers. When difficult goals are set, a higher performance level is required to be put in and the reward level that is achieved at the end is higher.

The organisation I have chosen to look at is ‘Clarks’. The well known shoe shop has been around for many years and has built up its recognisable brand and now has a decent reputation of giving the customer what they want and need. 

Researching into the company has enabled me to find out how they motivate their employees and how this differs from other companies.

When working at ‘Clarks’, the different job title you have allows you the chance for different benefits. Working in retail can ensure that the employees enjoy the healthy 33% discount on products which can be used up to twenty times every year and are provided with ‘stylish’ uniforms. Staff can also enjoy the in-store incentives and can be part of the team bonuses and are also given the option of joining the pension scheme that ‘Clarks’ has to offer. The managers of the store are also eligible to join the health care scheme and going up higher again to the very top store managers; they can have the chance at receiving a ‘company car cash allowance’.

It can be seen from researching into ‘Clarks’ that the organisation uses process theories to create motivation within their employees. One of the process theories that stand out most to me when looking at the business is the Expectancy Theory. The idea that the effort you put it, leads to good performance within the work place and then the individual is rewarded for their work can be seen from the incentives being offered by ‘Clarks’.

When an employee uses their ability and skill to succeed within their job and their outcomes are as healthy as their input, then they should be rewarded.

To conclude, it can be seen from my findings that in order to truly motivate the staff, the organisation must look at what an individual employee wishes to achieve and help them do so and put in decent motivational structure and encourage them to move forward with their progress.  


Referencing:


http://www.clarks.co.uk/


Expectancy theory by  Vroom, Porter & Lawler


The Equity Theory by Adams


The Goal theory by Locke


L. J. Mullins Management & Organisational Behaviour. 9th Edition.


http://www.google.co.uk/imgres?imgurl=http://dreamwalls1.files.wordpress.com/2010/06/logo_clarks.jpg&imgrefurl=http://dreamwalls1.wordpress.com/2010/06/10/clark-shoes-exhibition-use-dreamwall-pr70-panels/&usg=__EHUZu21T0Cn7nxvqX9HByvWGVw8=&h=386&w=1378&sz=32&hl=en&start=1&zoom=1&tbnid=ChdA7QeYzgKCYM:&tbnh=42&tbnw=150&ei=Ba-tTcD4NMKb8QOYg9TzAQ&prev=/search%3Fq%3Dclarks%2Blogo%26um%3D1%26hl%3Den%26sa%3DX%26rlz%3D1G1SVEE_ENUK418%26biw%3D1366%26bih%3D624%26tbm%3Disch&um=1&itbs=1

Personality

The ‘nature’/ ‘nurture’ debate has been ongoing over the past years. Some say that personality is inherited to us through our genes; this being classed as the nature side of the debate. Others however argue that it is our environment that conditions us to be the way we are; this being the ‘nurture’ side of the argument.

When looking at the personality of an individual, two key words are used, ‘Nomothetic’ and ‘Idiographic’.  When looking at ‘Nomothetic’ personality, we refer to Cattell and Eysenck. The ‘Nomothetic’ approach is described to us as having characteristics that can be applied to a lot of people, not just an individual. An individual can fit into a personality type which is fixed to that specific person; it can be found out by taking an objective questionnaire.

It is believed that the ‘Nomothetic’ approach is linked to the heredity, biology and genetic side of an individual. It is believed that the traits and personality of a person can be clustered together in groups such as ‘introvert’, ‘extrovert’, ‘emotional stability’ and ‘emotional instability’.

Moving onto the ‘Idiographic’ approach, we refer to Jung, Rogers, Skinner and Kelly for our research. This approach looks at the idea that personality is based on uniqueness and being open and adaptable to change. It is believed that when the interaction with the environment changes, the individual may change too. This approach believes that the depth and richness of a person’s personality can not be depicted from an open personality test and they can not tie down and pin point exactly which group a personality fits into as it has many and is adaptable to change. A person’s self- concept of their identity is entirely dependant on how they see themselves and interoperate their understanding.

It is my belief that one’s personality can not be wholly dependant on either the ‘nature’ or ‘nurture’ side of the debate but in fact they both work together and are both as prominent in creating an individuals personality.

After taking the BBC personality test, I can see from the results that I am an introvert person who has low openness and a high agreeable nature. I conscientiousness is classed as being medium and my neuroticism is high. I can safely say that i agree with these results, i think the test got my personality spot on and i can now go on to develop my personality knowing my weaknesses and knowing where i need to improve within myself.

To conclude, the ‘nature’/ ‘nurture’ debate is still going on and although there are differences of opinion, mine is still that both are needed in order to create an individuals personality. I believe that there has been enough research and evidence collected to conclude that both are vital when looking at personality.


Referencing:


https://www.bbc.co.uk/labuk/experiments/personality/


L. J. Mullins Management & Organisational Behaviour (2010) 9th Edition.


http://www.simplypsychology.org/naturevsnurture.html


http://psychology.about.com/od/nindex/g/nature-nurture.htm