The Tennis Serve Essay Example For Students

The Tennis Serve Essay The tennis serve is the stroke that puts the ball in play and is often referred to as the most important stroke in the game of tennis. It has become a principle weapon of attack and is used to place the opponent on the defensive by forcing a return from the weak side or by moving the receiver out of position. A good strong serve can sometimes be the basis of winning a game of tennis. I have included eight picture sequences to illustrate the tennis serve. Represented in picture A is the stance of the serve. In this part of the serve, the person needs to take a position sideways to the net, about three or four feet to the right center mark behind the baseline. The left foot is two to three inches behind the line, the toes pointing toward the net post. The back foot is parallel to the baseline and spread conformably from the front. We will write a custom essay on The Tennis Serve specifically for you for only $16.38 $13.9/page Order now Pictures B and C represent the preparation phase. In these pictures, the execution of the ball toss is performed. The ball toss is the key to a well-executed serve: a good release consistently places the ball in the proper hitting position. A poor release can throw off timing and ultimately cause a bad serve. In pictures D-F the action phase is represented. In picture D of the action phase, the elbow reaches a position slightly higher than the shoulder, then the elbow bends and the racket head drops down behind the back into what is called the back scratching position. In picture E, the ball should be at its maximum height of the toss before striking it. In picture F, the last of the action phase, the movement of striking the ball is explosive in an upward and forward motion until contactPictures G and H represent the follow through. In the follow through the action is performed up and out, not down, in the direction of the intended target area. The follow through is a natural continuation of the stroke. A good follow through will help prepare for the next step in approaching the net for a return. Kinematics is defined as the study of motion. It is compiled of different bodily planes and different joint motions. In the beginning of the serve, during the stance (picture A), the feet are outwardly rotated. The hips and the trunk are extended. The left shoulder is slightly flexed along with the right shoulder and the shoulder girdles are slightly abducted. Both of the wrists are pronated with the elbows slightly flexed. During the preparation (pictures B and C) the feet are still in an outwardly rotated position. The hips slightly abduct with the trunk still in full extension. The shoulders are abducted, with slight elevation of the shoulder girdle. Both elbows are extended, but the right wrist stays in a pronated position and the left wrist is supinated. During the action (pictures D-F) the right foot inwardly rotates along with it performing planter flexion but the left foot stays in an outwardly rotated position. The hips are adducted but then they shift to abduction. The trunk starts in hyperextension then get fully extended and slightly rotate to the left. Both knees flex but the left knee extends while the right knee stays flexed. The left shoulder goes from flexion to extension while the right shoulder performs high diagonal adduction. The left elbow goes from extension to flexion and the right elbow goes from flexion to extension. The left hand goes from supination to pronation while the right hand stays in a pronated position. Finally, during the follow through (pictures G and H) the left foot inwardly rotates along with some planter flexion. The right foot inwardly rotates and goes back to a naturally flat position. Both hips are flexed along with the flexion of the trunk and its rotation. The left shoulder remains in an extended position but the right shoulder follows through with the high diagonal adduction, while both shoulder girdles perform abduction. The right elbow slightly flexes but the left elbow extends. The knees go from flexion to a greater degree of flexion. The kinematics of the tennis serve is a complicated thing, it consist of many laws and principles. One law is the law of inertia and the principles deal with motion, force and projectiles. These laws and principles can be applied to a skill, for example the tennis serve. The first principle deals with stability. This principle consist of smaller groups dealing with mass, friction, height of the center of gravity, position of the center of gravity, and base of support. The mass of the person in pictures A through H is of a certain weight. This mass or weight throughout the serve is considered to be constant. This observation is made because during the tennis serve the person performing the serve cannot gain or loss mass during the serve. Friction can be a major factor in a sport or game. The type of footwear available can help an althea to the point of better counter force when jumping or better traction for different surfaces. A tennis shoe does not need to have great counter force because there is not a lot of jumping but traction is important because of different surfaces like clay, grass, and concrete. Each surface performs differently for each athlete so there should be a traction on the shoe to benefit sprinting forward but also being able to move side to side. Height of center of gravity is one important factor in good equilibrium. In the stance position of the tennis serve (picture A), the height of gravity is in the middle around the navel. This remains constant through the prep phase (picture C), but when the action phase starts (pictures D F) the height of gravity moves up with the extension of the racket arm and trunk. Then in the follow through (picture G, H) height of gravity starts to go down because of the descending motion of the racket arm and trunk. Position of center of gravity is another important part in good equilibrium. In the stance position of the tennis serve (picture A) the position of gravity is about two inches above the belt. Then in the prep phase (picture C) it moves upward about four inches above the navel. Next, in the action phase (pictures D F) center of gravity moves three inches to the right of the navel and about four inches above the navel. In the follow through (picture G, H) the center of gravity is about four inches outside the body parallel to the belt line. Base of support is the area formed by the outer most region of contact between the body and a support surface. During the serve (pictures A D) the base of support is pretty much constant. It is just enough not to fall but good enough to push off of the surface. In picture E the base narrows a little because of the force of pushing off with the left foot. Pictures F and G, the base is wider then narrows and drops down and forward, this is because of momentum pulling the body forward into the follow through. At the end the base of support is narrowed to bring the feet under the body for better equilibrium because the center of gravity is outside the body, this is to keep the body from falling. The first law of kinematics is the law of interia. This law has principles that deal with motion. Translatory motion is defined as motion moving in a straight line. Rotary motion is defined as motion moving in a circle. Combining translatory and rotary motion in the tennis serve is shown by the rotary motion of the racket arm and the motion of the trunk in the follow through. Translatory motion is shown by the stepping forward of the trunk, legs, and partially of the racket arm. Continuity of motion is shown during the action phase (pictures D F) with the tossing of the tennis ball while bringing the racket into a striking position and also extended the trunk and legs. This is all performed at the same time with no pause. If there was pause in any of these motions there would not be enough momentum to create a very effective serve. .u67dfcb6dab35963dfce55fe9adfde210 , .u67dfcb6dab35963dfce55fe9adfde210 .postImageUrl , .u67dfcb6dab35963dfce55fe9adfde210 .centered-text-area { min-height: 80px; position: relative; } .u67dfcb6dab35963dfce55fe9adfde210 , .u67dfcb6dab35963dfce55fe9adfde210:hover , .u67dfcb6dab35963dfce55fe9adfde210:visited , .u67dfcb6dab35963dfce55fe9adfde210:active { border:0!important; } .u67dfcb6dab35963dfce55fe9adfde210 .clearfix:after { content: ""; display: table; clear: both; } .u67dfcb6dab35963dfce55fe9adfde210 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u67dfcb6dab35963dfce55fe9adfde210:active , .u67dfcb6dab35963dfce55fe9adfde210:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u67dfcb6dab35963dfce55fe9adfde210 .centered-text-area { width: 100%; position: relative ; } .u67dfcb6dab35963dfce55fe9adfde210 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u67dfcb6dab35963dfce55fe9adfde210 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u67dfcb6dab35963dfce55fe9adfde210 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u67dfcb6dab35963dfce55fe9adfde210:hover .ctaButton { background-color: #34495E!important; } .u67dfcb6dab35963dfce55fe9adfde210 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u67dfcb6dab35963dfce55fe9adfde210 .u67dfcb6dab35963dfce55fe9adfde210-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u67dfcb6dab35963dfce55fe9adfde210:after { content: ""; display: block; clear: both; } READ: The Matrix (1018 words) EssayMomentum is the product of a bodys mass and linear velocity. Momentum can be changed by changing direction. To produce an effect of momentum during the serve, since mass is constant, the velocity of the body must be increased. This is done by the extension of the racket arm along with the trunk and moving the center of gravity forward to produce a good momentum in striking the tennis ball, this intern with the racket striking the ball turns it into a force, this force is equal to the momentum of the body. During the action phase of the serve (pictures D F) transfer of momentum is achieved by extending the legs, trunk, and racket arm. This is d one because mass remains constant, so to increase speed the body must become longer to help contribute to the total body momentum. In the tennis serve acceleration is proportional to force because mass in the body of the server is constant. So if the server has a great amount of acceleration then there will be a great amount of force when striking the tennis ball with the racket. Maximum acceleration is achieved by moving the whole body in a forward motion with continuity and timing. There are really no extraneous movements because most movements like the extension of the legs, trunk, racket arm, and the moving forward of the body are all extended to create greater body momentum. Timing is very important and should be practiced because it is probably the hardest thing to get down to create maximum acceleration and effective motion. In the serve the bodys radius is lengthened so according to the principle the rotation is shortened during the follow through phase, this is because with a lengthened radius the body has more area to cover. This is sacrificed because greater momentum to where the ball must be hit is more important then rotational speed. This is illustrated in the action phase (pictures D F) with the extension of the legs, trunk and racket arm. This shows the lengthening of the bodys radius. During the action phase of the serve never unsupported as seen in the pictures D F. Both feet seem to be on the ground in constant support of the body, so this principle does not apply to this particular serve. Although some people might actually, force a split second, become airborne during the serve, then this principle would apply. There are three major surface variations in tennis all with different counter force. Clay is the first surface, although it is somewhat soft is does not contain good counter force because it has a bad coefficient of restitution, which means it does not bounce back to original shape very well. Clay is also somewhat slippery so players must slide to position to hit the ball. Grass is another form of surface variation, it is also somewhat soft and does not have a very good coefficient of restitution but it is better then clay. Grass also has a degree slipperiness and also requires the sliding into position. Finally, concrete is the last surface variation, it has no counter force because there is no give and no coefficient of restitution but concrete is not as slippery as the other two surfaces. During the action phase of the tennis serve (pictures D F), the direction of counter force is projected down and back which in turn propels the server up and forward. This is done in a perpendicular manner to the surface so there will be no slippage. When the racket strikes the ball there are counter forces. When the ball is in contact with the racket, the racket has momentum but there is one possibility in the make of the racket to help contribute to counter force. If a player has a stiff racket with loss strings the give of the racket is not as great as the strings but when both their coefficients of restitution are activated, they perform in created more force for the striking of the ball. The ball itself also has a coefficient of restitution to help propel itself off the racket. The player also must have a firm grip at impact to reduce of eliminate give at the grip. Temporarily stored counter force can be found in many parts of the tennis serve. For one, the ball itself has it own ability to spring back to original shape, this all depends on the make of the ball. Next is the racket and the strings, each have a coefficient of restitution which results in temporarily stored counter force. A stiff racket like tightly wound strings have high restitution unlike a flexible racket and loss strings. Finally the shoes an athlete wears can have stored counter force depending on make and material. In the tennis serve as observed in pictures D F, during the sticking motion both feet are in contact with the ground to provide maximum to the ball, even though the bodies extended and looks like it could go airborne. Total force is equal to the sum of the forces of each body segment contributing to the act, if the forces are applied in a single direction and in the proper sequence with correct timing. If the variables sequence, timing, and direction are not all applied correctly together the total force will be minimal. During the action phase, pictures D-F, in the tennis serve total force is achieved by the extension of the arms, legs and trunk along with the timing of the movement of the racket arm in striking the ball, and also the leaning forward of the body. Force applications should be constant and as even as possible. The force applications should be this way so that maximum force can be used to overcome the resistance of gravity and air or water, and minimum force can be us ed to overcome inertia. The relationship between constant force over a greater distance and resulting velocity is a positive one. When the distance over which a force is applied increases, so does the velocity. During the prep phase, pictures A-C, the extension of the racket arm is done to create the distance in which greater velocity will occur and this resulting in a greater striking force of the tennis ball. Resulting movement depends on the direction and magnitude of the acting forces. If two of these forces act in the same general direction, the direction of the resulting force is somewhere between the two, and the magnitude of the resulting force is more than either, but not as much as the total of the two contributing forces. During the action phase, pictures D-F, the force of the arm, body and racket hitting the ball forward along with gravity pulling it downward, the balls flight, although going forward is also going down. This path of the ball is the between result of the two forces acting upon it. The relationship of muscle length and resulting force is that, the longer the muscle is, the greater the increase in force of that muscle. During the prep phase, pictures A-C, the muscles in the body and the racket arm are tensed or put on stretch to increase the length of the muscle to produce greater force. The relationship of linear speed to lever length is positive. This means that when a lever gets longer the linear speed gets faster, thus increasing the striking force. During the action phase, pictures D-F, the extension of the levers of the body and racket arm increases the linear speed, resulting in greater striking force of the tennis ball. .u67db1a3465e532db8c5372f777d61e1e , .u67db1a3465e532db8c5372f777d61e1e .postImageUrl , .u67db1a3465e532db8c5372f777d61e1e .centered-text-area { min-height: 80px; position: relative; } .u67db1a3465e532db8c5372f777d61e1e , .u67db1a3465e532db8c5372f777d61e1e:hover , .u67db1a3465e532db8c5372f777d61e1e:visited , .u67db1a3465e532db8c5372f777d61e1e:active { border:0!important; } .u67db1a3465e532db8c5372f777d61e1e .clearfix:after { content: ""; display: table; clear: both; } .u67db1a3465e532db8c5372f777d61e1e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u67db1a3465e532db8c5372f777d61e1e:active , .u67db1a3465e532db8c5372f777d61e1e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u67db1a3465e532db8c5372f777d61e1e .centered-text-area { width: 100%; position: relative ; } .u67db1a3465e532db8c5372f777d61e1e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u67db1a3465e532db8c5372f777d61e1e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u67db1a3465e532db8c5372f777d61e1e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u67db1a3465e532db8c5372f777d61e1e:hover .ctaButton { background-color: #34495E!important; } .u67db1a3465e532db8c5372f777d61e1e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u67db1a3465e532db8c5372f777d61e1e .u67db1a3465e532db8c5372f777d61e1e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u67db1a3465e532db8c5372f777d61e1e:after { content: ""; display: block; clear: both; } READ: The New Liberal Arts EssayEmphasis on proper follow through eliminates the tendency to decelerate a throwing or striking action prior to its completion. Some other benefits of a proper follow through would be to maintain balance and to protect the joint by gradually slowing the body parts. In any case, once contact is broken with the object, follow through actions has no influence on the flight of the object. There are some external forces that can be used to benefit performance, like water resistance, friction, gravity, and air resistance. Having the correct shoe for the correct playing surface can be very helpful because it could help reduce friction resulting in greater speed. Using gravity and air resistance when striking the tennis ball could be used in the placing of the ball to make it harder for the opponent to hit it. The relationship of air/water resistance and velocity is that if the velocity at which a body travels is increased by two, the air/water resistance against it will increase by four. During the action phase, pictures D-F, when the tennis ball travels at a certain speed the air resistance is squared. This intern can affect the flight of the ball. Centrifugal force is only experienced during a rotational (angular) or curvilinear motion. It results from the tendency for an object to continue in a straight line instead of a curved path. It is counteracting by forces (usually muscular) which, if effective, equal or exceed the centrifugal force and tend to maintain the object to continue in its curved path. This counteracting force is centripetal force. In the case of a freely moving body, as velocity increases, centrifugal force increases. Additional weight also increases centrifugal force. The smaller the radius of a curved path, the greater the centrifugal force with the same velocity. During the action phase, pictures D-F, the half circle motion of the racket arm, when in the process of hitting the ball, wants to go in a straight line but the muscles keep it from doing that. Instead, it brings the racket around to strike the ball at the peak height of the ball toss. A force from a blow can be diminished by distributing the force over either a greater time (and distance) or area, or both. During the action phase, pictures D-F, the size of the racket head determines the distributing of the force of the tennis ball. The bigger the racket head the more the force of the ball is diminished. In catching an object, the objects momentum is dissipated by eccentric muscular contractions allowing the joints to move through controlled flexion; and while momentum is being reduced, body parts flex to grasp the object securely. This principle is not found in the tennis serve because there is no object being caught. If the application is directly through the projectiles center of gravity, only linear motion results from the force. As the projecting force is moved farther from the center of gravity, rotary motion of the object increases at the expense of linear motion. If the force is below the objects center of gravity, backspin results. If the force is above the objects center of gravity, topspin results. The striking of the ball above or below its center of gravity which can intern result in topspin or backspin which can change the direction of the ball when it hits the court and also in the air. The force of gravity on a object starts to diminish its vertical velocity as soon as contact is broken. The factors that determine how soon gravity will cause the object to descend are weight, amount of force driving it upward, and the effect of air resistance on the object. The relationship of speed and air resistance is that as speed increases air resistance plays a more significant role. Objects that are less dense and streamlined are influenced less by air resistance, and the less surface area an object presents, the less will be the effect of air resistance on the object. The tennis ball being somewhat small, round, hollow, and fuzzy, makes it less dense, more streamlined, and it presents less surface area. This all intern makes the tennis ball a pretty streamlined. The optimal angle for maximum distance when the beginning and end points are at the same level is 45 degrees. The effects of a less than optimal angle results in little distance. The effect of a greater then optimal angle can also result in little distance. When starting points are above or below ending points, reduce angle to get maximum distance. Since the greatest angle for projection is 45 degrees, the tennis serve is struck downward as close to 45 degrees as possible. The relationship of the angle of incidence to the angle of reflection is equal. This means that the angle at which the object approaches a surface is equal to the angle at which it leaves that surface. The factors that could change this would be irregular shapes of the two colliding surfaces, the force resulting from elasticity of the object, and the spin of the object both during and after contact. If all else is constant , the angle the tennis ball hits the ground is the angle it will project of the ground. Also in tennis spin will effect the angle. A highly elastic object will quickly spring back to its original shape after being compressed. The compression of the tennis ball is somewhat moderate but there is also what is called a high compression ball on the market. The elasticity is really high because the ball is made out of rubber, which has a good restitution. The greatest rebound results from a moderately compressed ball with high elasticity. For tennis, a stiff racket and loose strings will produce the greatest elasticity of the ball because the racket if loose does not have great restitution as well as the strings do. Also the ball is highly compressed and has a lot of elasticity to it, to help propel it fast. An object propelled without spin tends to waver because of air resistance against the objects irregular surface. A small amount of spin on an object produces a stabilizing effect which tends to hold it on its line of flight. Increased spin will tend to cause the object to curve in the same direction as the spin because of unequal air pressure cause by the spinning. During the serve or contact with the ball spin is added to the ball to throw the opponent off guard. The effect of the spin is to make the opponent change direction very quickly. To cause an object to spin in the desired direction, the striking implement should be drawn across the object in the direction of the desired spin. Topspin is caused by an implement striking forward-upward. Backspin is produced when the strike is made forward-downward. In the serve topspin is added to draw the ball out or make it jump up. Backspin is added to make the ball fall short, so to make the opponent run to the net. Topspin causes a lower angle of rebound, a longer bounce, and more roll. Backspin causes a higher angle of rebound, a shorter bounce, and less roll. In the serve these spins are used to throw the opponent off guard and to make them make a quick decision and mess up. The effects on a vertical surface are different than on a horizontal surface. Topspin causes a higher rebound , backspin causes a lower rebound, right spin causes a rebound to the left, and left spin causes a rebound to the right. Tennis serve does not happen on a vertical surface at all. The serve is the most important part of tennis, it starts the game and sets the tone for the match. Many of the professionals today have mastered most of theses principles, and these principles can be seen by just watching a match by a valid tennis player. BiomechanicsThe Tennis Serve.

Sheikh Zayed bin Sultan Al Nahyan The Great Man

Sheikh Zayed bin Sultan Al Nahyan The Great Man Executive summary Leadership refers to the act of mobilizing people to pursue a mutual goal. Kouzes and Posner devised five practices that define an excellent leader. According to them, an excellent leader sets the way for his or her employees.Advertising We will write a custom research paper sample on Sheikh Zayed bin Sultan Al Nahyan: The Great Man specifically for you for only $16.05 $11/page Learn More Besides, the leader encourages employees to pursue a common goal, challenges organizational processes, empowers the employees, and inspires them to pursue the set goals. Sheikh Zayed is an exemplary leader who many people admire. During his tenure as the leader of the Eastern region of Abu Dhabi and the United Arab Emirates president, he mobilized people to improve the economic status of the Emirates. Sheikh Zayed went to the extent of sacrificing a number of privileges that his family enjoyed encouraging people to participate in developmental projects. Le adership assessment Competition in the business world is prompting organizations to conduct leadership assessment as a way of identifying and nurturing their future executives. As the majority of the baby boomers retire, organizations are turning to identifying various talents in their employees and working to prepare the employees to assume future leadership of the organization (Day, 2000). Organizations use different leadership assessment models based on the nature of the organization and the leaders they require. One of such leadership assessment models is MICEE, which is an abbreviation for Model, Inspire, Challenge, Enable, and Encourage.Advertising Looking for research paper on biography? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to the model, an effective leader identifies the business strategies, inspires employees to pursue the strategies, challenges the employees, and gives them the capacity to work in thei r different areas (Kouzes Posner, 2007). Furthermore, the model asserts that an effective leader encourages employees to continue working hard. This paper will use MICEE model of leadership assessment to evaluate Sheikh Zayed bin Sultan Al Nahyan’s leadership. The main reason why the paper uses this model is that it is easy to remember and remarkably comprehensive. The model identifies leadership qualities that are easy to remember when evaluating a leader. Besides, the identified qualities comprise of the factors that contribute to organizational growth. Hence, if a leader possesses all these qualities, his or her organization is sure of succeeding. Sheikh Zayed bin Sultan Al Nahyan Sheikh Zayed was born in 1918 and assumed his grandfather’s name. In 1966, he was elected to rule the Emirate of Abu Dhabi. This marked the beginning of his leadership, which culminated with him becoming the president of the United Arab Emirates in 1971. He held this position until his de ath in 2004. His experience in the desert with the bedu tribesmen led to him initiating an afforestation program, which helped to stop desertification. Besides, he worked hard to ensure that his people have access to quality education, health, and social services. During his tenure as the president, UAE made significant development in oil, communication, and non-oil industries (Kechichian, 2010). He achieved this by encouraging people to work towards reviving economy of their country. Other achievements included building indoor skiing city in the desert and building the highest tower in the world. Sheikh Zayed was influential not only in UAE but also in the entire world. Through his leadership, UAE became popular and respected internationally. Messages of condolences delivered by numerous international figures displayed his influence.Advertising We will write a custom research paper sample on Sheikh Zayed bin Sultan Al Nahyan: The Great Man specifically for you for only $1 6.05 $11/page Learn More His political policies were entrenched in Islamic religion and he maintained that people had a voice in steering leadership of the country. To establish strong ties with other nations, Zayed made sure that UAE played a role in humanitarian aids across the globe. The use of national revenue to lay infrastructural development demonstrated his determination to change the country from a desert to an economic hub. Besides, he encouraged all people to participate in environment conservation programs. Despite his success, Sheikh Zayed encountered numerous challenges such as changing the global perception that majority of the terrorists came from UAE (Kechichian, 2010). Below are photos of Sheikh Zayed and the UAE. Assessment of Sheikh Nahyan leadership According to Kouzes and Posner (2011), a leader is effective if he or she is capable of setting the pace for others to follow, mobilizing his or her staff to pursuing a common vision, and challeng ing the processes that an organization follows. Moreover, an effective leader is capable of equipping staff with requisite skills to pursue organizational goals. For Zayed to be an effective leader, he ought to meet all the qualities set out in IMCEE model.Advertising Looking for research paper on biography? Let's see if we can help you! Get your first paper with 15% OFF Learn More Sheikh Zayed and MICEE Model Kouzes and Posner (2007) posit that an effective leader models the way for his or her subject to follow. A leader can hardly model the way without confirming his or her values. The leader then strives to inculcate these values in the minds of employees. To marshal support from the workforce, the values ought to be in line with organizational goals and vision (Valda, 2003). Sheikh Zayed bin Sultan Al Nahyan gained popularity because of his ability to model the way and to marshal his people to help in economic development of their country. Determination to help the people of the United Arab Emirates started while Sheikh Nahyan was still young. He accompanied the bedu tribesmen to the desert to study how his people live and environmental factors that inhibit their ability to develop economically. The time he spent in the desert made him understand the importance of conserving the environment and promoting economic diversification (Kechichian, 2010). During his reign as president, he worked towards helping the UAE establish other sources of revenue rather than depending entirely on oil and gas. Inspire A leader cannot succeed without drawing all people towards a common vision. Bommer, Rubin and Baldwin posit, â€Å"To inspire a shared vision, a leader requires envisioning the future by imagining and believing in an exciting, highly attractive future for the organization† (2004, p. 197). Leaders need to be certain that they have the capacity to make the envisioned future a reality. Once leaders identify the latent future of their countries, they need to recruit their followers into a mutual vision that would help to make the future a reality. Leaders have to do it a manner that makes their followers realize that they are conscious of their interests (Dorfman Howell, 1997). The main reason why Sheikh Zayed managed to help UAE gain its glory was his capacity to mobilize people behind a common vision. After assuming leadership of t he Eastern region of Abu Dhabi, he abolished confrontation in decision making and installed a system that promoted consensus and consultation (Kechichian, 2010). Sheikh Zayed positioned himself as a person that had an unambiguous vision for his people and led them in pursuing the vision. One of the remarkable initiatives that he started in Al Ain was to revive the agricultural economy. He helped to clean water channels and, at one point, he participated in construction of new water channels without considering the exhaustive labor (Kechichian, 2010). Challenge Leaders require challenging the existing processes to make significant progress (Kouzes Posner, 2007). No leader can achieve organizational growth by maintaining the status quo. Leaders need to look for possible innovation, improvement, and growth to challenge the existing processes. One can achieve this by paying attention to customer feedback, taking heed to advices from clients, and accommodating employee opinions (Druskat Wheeler, 2003). In addition, leaders need to monitor their environment to identify novel processes, products, and services. Taking a risk to implement the identified processes would go a long way towards helping the organization increase its revenue. Sheikh Zayed sought to challenge the existing process by reviewing the region’s water ownership rights. According to Sheikh Zayed, equal supply of water would help increase acreage of cultivation in the region. To set an example, he relinquished the family’s rights. The initiative contributed to increase in revenue for people living in Al Ain (Kechichian, 2010). Eventually, the city became a dominant market for the whole of the United Arab Emirates. Apart from reviewing the water ownership rights, Sheikh Zayed also conducted a tree planting campaign in the region. Kechichian states, â€Å"Today, Al Ain is the greenest city in Arabia† (2010, para. 6). Enable Organizational success depends on teamwork. Hence, organi zational leaders ought to enable other staffs to act on organizational goals (Kouzes Posner, 2007). They attain this by promoting teamwork and building trust. Moreover, coming up with modalities that help employees to pursue organizational goals would aid in achieving the goals (Snow, 2001). As the UAE president, Sheikh Zayed believed in human capital as the ultimate source of economic empowerment. Hence, he used the Emirate’s resources to develop human capital. He believed that people were the main source of wealth and, therefore, both men and women required getting educated. Indeed, he helped women in the country to acquire leadership positions (Kechichian, 2010). Encourage Once a leader lays down strategies that empower cohorts to pursue organizational goals, he, or she acts in ways that inspire the cohorts (Kouzes Posner, 2007). For instance, the leader ought to acknowledge contributions that the employees make and to reward them according to their performance. Moreover , a leader may encourage the followers by establishing a system that promotes public recognition of employees that perform. This would encourage all employees to work in line with the established organizational values (Riggio Reichard, 2008). Sheikh Zayed encouraged the young generation to assume leadership positions in the country to continue witnessing the development their parents initiated. To set an example, he encouraged his sons to assume leadership in government institutions. Besides, when young men complained about unemployment in the country, Sheikh Zayed gave them jobs in the agricultural sector, â€Å"so that they might learn the dignity of work† (Kechichian, 2010, para. 9). Recommendation Based on research, communication plays a significant role in promoting organizational growth (Druskat Wheeler, 2003). Besides what Sheikh Zayed did to succeed in improving the economic status of UAE, one would require embracing communication. Through communication, a leader wo uld identify challenges affecting employees and organization in general; therefore, address them before they become severe. One would recommend other business people to set standards for their employees. Setting a standard for each employee encourages a healthy competition among the employees. In return, it promotes organizational growth since employees strive to meet their targets. Conclusion Kouzes and Posner posit that an effective leader models the way for his or her staff, inspires the staff to pursue a common vision, and challenges organizational processes. Moreover, they argue that an effective leader enables and inspires staff to work towards realization of organizational goals. Sheikh Zayed helped the United Arab Emirates achieve significant economic growth during his reign as the leader of the Eastern region of Abu Dhabi and the president. He led by setting examples and encouraging his people to participate in projects that promote economic development. Besides, he made su re that people gain adequate skills to help them assume leadership positions in the country. References Bommer, W., Rubin, R. Baldwin, T. (2004). Setting the stage for effectively leadership: Antecedents of transformational leadership behavior. Leadership Quarterly, 15(2), 195-210. Day, C. (2000). Effective leadership and reflective practice. Reflective Practice: International and Multidisciplinary Perspectives, 1(1), 113-127. Dorfman, P. Howell, J. (1997). Leadership in Western and Asian countries: Commonalities and differences in effective leadership processes across cultures. The Leadership Quarterly, 8(3), 233-274. Druskat, V. Wheeler, J. (2003). Managing from the boundary: The effective leadership of self-managing work teams. The Academy of Management Journal, 46(4), 435-457. Kechichian, J. (2010). Shaikh Zayed: The making of a great leader. Web. Kouzes, J. Posner, B. (2007). The Leadership Challenges (4th ed.). New York: John Wiley Sons, Inc. Kouzes, J. Posner, B. (2011) . The Five Practices of Exemplary Leadership (2nd ed.). New York: Pfeiffer. Riggio, R. Reichard, R. (2008). The emotional and social intelligences of effective leadership: An emotional and social skill approach. Journal of Managerial Psychology, 23(2), 169-185. Snow, J. (2001). Looking beyond nursing for clues to effective leadership. Journal of Nursing Administration, 31(9), 440-443. Valda, U. (2003). What constitutes effective leadership?: Perceptions of magnet and nonmagnet nurse leaders. Journal of Nursing Administration, 33(9), 456-467.

Computer Will the cost and power of personal computers continue on the Essay

Computer Will the cost and power of personal computers continue on the current trend - Essay Example Some experts predict that there will be neural – computers in the future. This interface will transmit information between humans and computers directly. As such, humans will be able to interact with computers and communicate with them (Akass, 2008). The cost of personal computer is much less than what it was in the year 1977. Advancement in computer technology has brought about a corresponding reduction in the cost of computers. Moreover, computer hardware developers are attempting to produce a laptop that would be sold for a mere $100 in the near future. Students at the MIT are developing a basic computer that is to be sold for $12. These students are using the technology that was employed in the manufacture of Apple II (The History of the Computer: First PCs and the Future Computer Timeline, 2008). This simple computer is equipped with video – game controls for performing basic functions. The claim of these students is that they are building the computer with a view to making technology available to everyone. All this transpires, because the technology becomes less costly and consequently affordable. This enables manufacturers to produce computers at much lower prices (The History of the Computer: First PCs and the Future Computer Timeline, 2008). A personal computer runs on electrical power. It requires a stable supply of electrical power without any voltage fluctuations to maintain reliability. As such, power supply to personal computers is an important issue, which should not be overlooked. The stability of the PC is dependent on supply of uninterrupted power at the correct voltage. The power converting units in the PC convert AC power input to DC power output and supply it to the various components of the PC (Laing, 2008). The physicist Richard Feynman had proposed the concept of quantum computing twenty – six years ago. This proved to be a

Report Essay Example | Topics and Well Written Essays - 1000 words - 10

Report - Essay Example Another reason why the people chose this kind of set-up is because of fast delivery of the item that they will be buying – they can immediately possess or take-home their purchased item(s). On the other hand, purchasing good quality products is also one of the concerns of the target market, and that is the area where Cash Computer Supplies is at par with its competitors. Cash Computer Supplies’ first year operations profited a low income because their market or buyers are very limited. The company only markets to the students of Memorial University and due to the University’s high turnover of students, it is hard to maintain regular customers on the student market segment. Closing down the business because of the above reason is not the solution to take because the company has a real potential in pioneering and leading the mail-order computer supply industry in Newfoundland. And also, opening up a retail store as a means to combat their competitors head-to-head is not a good option as well as this will only add them up overhead costs and carrying costs on their inventory. Cash Computer Supplies has the potential to compete in the computer supply industry in Newfoundland, it only needs a little re-organizing within the company management to be able to sustain and increase their market share. The several recommendations which are considerable are as follows: Continue on with the business, closing it down because of the unfavorable result from the phone survey is not a viable option. The company has great potentials which can still be enhanced if careful studies on the internal and external SWOT will be conducted. First, the company must create and establish its own mission/vision as this will help and guide them follow a certain direction and achieve a successful long-term goal for Cash Computer Supply (see Exhibit 1). By having a mission/vision, just like all other successful companies including their

The challenges an organisation may face in implementing a performance Essay

The challenges an organisation may face in implementing a performance and reward strategy - Essay Example Our motive at this point of stage is to ensure that each and every employee gives his or her level best for Pentangelli’s. In order to achieve this we have to organize the system. The initial stage would be to clearly divide the three brands under Pentangelli’s. Once having done that, we will authorize an individual person who will be responsible in managing each of the brands. They will be reporting to the highest authorities in Pentangelli’s. Doing this will help us to maintain a clear distinction in the three brands. After having done that we will be using performance appraisal, 360 degree evaluation to evaluate the employees. This will help them to get a clear picture of the employees. Once done, they can be asked to improve upon their weakness. In order increase their performance and productivity, they need to create a friendly atmosphere with them. Appreciation helps in motivation so hard workers would be rewarded. Finally creating a good social platform wi th the employees will help them get motivated and create a sense of belonging in the company. PENTANGELLI’S Table of Contents EXECUTIVE SUMMARY 1 PENTANGELLI’S 2 Introduction 4 Recommendations 4 Total Reward Management 6 Alignment 6 Employee Value 7 Cost 7 Conclusion 8 References 11 Introduction Having read the whole case of Pentangelli’s it is clearly evident that the brand gradually started crumbling after the fast expansions done by Luca. The management clearly could not handle the pressure of the growth. Our motive at this point of stage is to ensure that each and every employee gives his or her level best for Pentangelli’s. In order to achieve this we have to organize the system. The initial stage would be to clearly divide the three brands under Pentangelli’s. Once having done that, we will authorize an individual person who will be responsible in managing each of the brands. They will be reporting to the highest authorities in Pentangelliâ⠂¬â„¢s. Doing this will help us to maintain a clear distinction in the three brands. Recommendations As discussed in the introduction we will be dividing Pentangelli’s into three verticals. First, the restaurant in the five star hotel which will be run by Luca. There will not be any change in the management and Luca will be solely responsible for it. He will not be interfering in the other two verticals. The Bistro’s known as Take 5 will be managed by Tina as it has been doing very well under her expertise of public relations. Sean though he is not keeping well will be handling the Gastro Pubs. He does not need to be present there physically. As mentioned in the case study Sean had appointed managers in each of the gastro pubs. We need to ensure that these managers have thorough knowledge of the restaurant business. Preferably they should be having a background in hotel and restaurant management. (Cannell, 2007) They will be responsible for managing the restaurant. Sea n will be getting timely reporting from then as and when required. The managers will have the authority to take simple day to day decisions. Sean will only be prompted when some major judgment needs to be done. Sean can visit the gastro pubs whenever he wishes to and see as to how things are being run. This is the first plan of action. The next part will be performance management and a reward system. An organization is run by the employees. So in order to maintain the success, we need to ensure t

Role Of Culture In Food And Eating Habits Media Essay

Role Of Culture In Food And Eating Habits Media Essay The importance of food can be attributed to the fact that it is one of the most necessary and significant aspect of human life for its survival and well-being (Asp, 1999). Though the main function of food is to serve as an answer to hunger or physiological reasons, it also facilitates the process of security, status, emotions and influencing behavior (Hart et al., 2002). Food also serves as a symbol of social acceptance, friendliness (Cope, Frewer, Houghton, Rowe, Fisher and de Jonge, 2010). In a study by Mckenzie in 1986, he demonstrated that certain food choices define the level of group acceptance, societal prestige and allegiance. Food has various symbolic meanings attached to it, especially amongst Indian societies like cultural identity, religious functions, economic wealth and status, as well as expression of power (Hill, 2002). Eating and food habits relates to the persons history from the time of birth (MacFarlane, A., Crawford, D., Ball, K., Savige, G., and Worsley, A., 2007). With the cultural symbolism attached to foods, eating habits are usually passed on to children from a very young age, so that they can know what is good for them and what is not (hart, Bishop and Truby, 2002). Also, certain eating habits are related to traditional and familial sentiments and hence become a centric part of a persons life ( Remick, Pliner and Mclean, 2009). The food habits define a persons personality based on that persons traditional and cultural pattern (Barclay, Gilbertson, Marsh and Smart, 2010). The role of acculturation in food choices amongst international students Acculturation can be defined as process in which there is cultural and psychological change as a result of interaction between two different cultures (Sam and Berry, 2010). Present day researchers view acculturation as an on-going process which does not end by the dominant culture absorbing the traits of the minority (dela Cruz, Padilla and Agustin, 2000). According to different theoretical framework of acculturation, it is believed that over time the behavior, attitudes and habits of the immigrant population will get molded to portray the population that they have entered (Berry, Phinney, Sam and Vedder, 2006). The migrants step foot into the new culture with certain pre-formed assumption and their process of adjustment is characterized by the presence of essential elements of their culture as well as some of the new culture (Landrine and Klonoff, 2004). The process of acculturation related to food and eating habits is rather complex, usually involving a transitory phase between traditional habits and symbols to the ones related to the new culture (Unger et al., 2004). The immigrants food and eating behavior is influenced due to the differences in the types of food available and the change is usually brought about by modifying or substituting the diet (dela Cruz, Padilla and Agustin, 2000). Factors ranging from eating patterns, food selection and preparation, traditional beliefs of the immigrants, which can be influenced due to ethnicity, length of stay, socio-economic status, knowledge and skills, bring to light the varying levels of acculturation (Barry, 2001). Also, the change in the eating habits of the immigrants can be traced as early as the post First World War era, when people started moving to and from different parts of the world (Escobar and Vega, 2000). These group of immigrants took with them their traditional eating hab its, even established their own shops and restaurants, in the new culture, but the pressure of change faced by them eventually resulted in them having to alter their traditional ways of diet (Gans, 1997). Renowned anthropologist, Sidney Mintz (1994) argues about the change in traditional habits which was due to a shift from core-fringe-legume-pattern to those which have excess sugars and fats. He says that due to the presence of certain food options easily accessible than other, the immigrant groups find themselves taking those options like that of Coca-Cola. There have been some studies done on the effect of immigration on the dietary changes of these groups. These studies found that in certain groups, food habits formed the last aspect to undergo change while in a few there was a large degree of change that happened fast (Schmidt, 2005). In a study by Lundkvist et al., (2010), they talk about immigrants in European countries trying new foods during the early years of their stay, however a complete change in eating habits is not seen until late. There was a gradual change in the eating habits of these groups over years. In another separate study by Jallinoja et al., (2010) showed the degrees of variation in which these immigrant groups take up dietary changes and that in turn affecting their health. Also, it said that the varying degrees of acculturation usually differ with age, with the younger people more susceptible to change quicker than older ones. Conevey and ODwyer (2009) reported in their study about the varied popularity of specific foods amongst different ethnic groups. They found that chicken was popular amongst people of Indian ethnic origin in the United Kingdom. The difference was not much in nutritional value but in the levels of spices and flavorings, methods of cooking and accompanying dishes. Also, they pointed out a gradual decrease over time in this groups consumption of raw fruits and vegetables because of food safety issues. These studies bring to light the fact that acculturation of the immigrant groups depends on their cultural values, which can result in a gradual or rapid change. Acculturation studies on Indian students There are about 428, 225 international students in the United Kingdom and 39,090 students out of which are of Indian origin (UKCISA, 2011). India is the second most number of students coming in this country, only behind China (UKCISA, 2011). These Indian students come here to study in the colleges and universities. The immigration of the Indian students have picked up over the past 10 years, with a steady growth of 1.5% seen every year (UKCISA, 2011). In a study done by Hill (2002) on the food and eating habits of Asian students, reported that a large proportion of them gradually changed from being vegetarians to non-vegetarians over a period of five years post immigration. He also found that those students who stay for longer were more likely to undergo acculturation than those who are exposed to the new culture for a shorter duration. Fjellstrom (2004) reported that the acculturation of dietary habits in Asian students in the United Kingdom was evident from modification of food patterns, changing over to non-vegetarians from vegetarians as well their preference traditional or new cuisines Harvey et al., studied the relation between the length of stay in the United Kingdom and the food habits amongst Indian students. They found that those students who had been here for less than 2 years preferred non-traditional foods and those who have been living longer reported eating their traditional food more often. It was also seen that Asian students in the United Kingdom prefer to have traditional diet in social gatherings with other Asian students, where as the non-traditional foods formed a part of their typical daily diet (Mestdag, 2005). These above mentioned studies offer and insight towards the significant impact of acculturation towards food habits amongst Asian students. However, there have been very little research thus far on the food habits of Indian students in the United Kingdom. Role of culture in Food and Eating habits Nutrition, appetite, cultural and social context are seen as important factors affecting food and health choices (Locher, Yeols,Maurer and can Ellis, 2005).cultural representations is one of the main factors that is associated with food habits, which gets expressed in the type of food preferred by the groups(Seigworth, 2000). These cultural representations have been shown to determine the food, their handling and processing into acceptable and those that are not (Delind, 2006). McGinnis (1999) in his study talked about impact the culture-specific perceptions of food and eating habits on acculturation. Murcott (1982) had examined the British perception towards food, which suggested the way in which this affected dietary changes. She reported the difference in the symbolic nature of meals, i.e. cooked or proper meal, wherein a proper meal was characterized by consisting of meat and two kinds of vegetables, without any accompanying sides. She said that to the British women it signified the most important meal of the day, essential to be healthy and that it is be taken at home, thereby to light the meanings and ideas related to food and healthy habits. Hill (2012) reported in his study that people attached different cultural reasons to their food habits. He said that food habits can relate to a number of reasons ranging from nutrition, maintain social status, dealing with stress and tension, influencing behaviors and religious expressions. There is also separate belief that even though peoples food habits is largely individualistic, there is a degree of association to the cultural beliefs of what is acceptable and which are not (Barreiro-Hurlà ©, J., Gracia, A., and de  Magistris, T., 2010). In a separate story, Rozin (2005) mentions different determinants for food behavior and that culture and beliefs was one of them. He also said that cultural patterns was related to certain environmental conditions like geographical conditions, food availability and that social patterns were related to the support structure around in the form of friends and family. The food and eating habits of immigrations student showed an attachment towards transitional diet patterns, which served as psychological support during acculturations (Durant, 2011). Qualitative and Quantitative research have been used to understand food and eating habits, with quantitative research including linear measures to assess change and qualitative research used to understand peoples perceptions and attitudes (Bonnekessen, 2010). It was seen in qualitative study that female students tend to categorize foods into healthy and un-healthy ones, with the unhealthy option signifying the cause of increase in weight, depression, independence and the healthy options to indicate well-being, familial connections (Michels and Wolk, 2002). It has been seen that the food habits of Indian students are affected by various factors like culture, economic status, attitudes and knowledge and that are different based on the region, caste and socio-economic status (Guthman, 2008). Also in the context of Indian cultural beliefs, food is often considered as a source of pleasure and happiness and cooking as an important aspect of daily life (Brunner, Horst and Seigrist, 2010). F ood always has played an important part in the Indian culture, with eating and food habits dominating a major part of the life (Murcott, 2000). The Indian cuisine involves a complex process of preparation with consideration towards flavor, taste, color and spice contents, which epitomizes the Indian way of eating; and its way of preparation and enjoyment makes it a unique food culture (Edwards, Meiselman, Ragunathan and Lesher, 2003). One of the most important part of an Indian diet is rice, which is essential and important in their daily diet (Mckevith, 2004). A meal in the Indian culture symbolizes the occasion of family togetherness, where the whole family including the relatives and friends come together, making it an important sociable event (Christakis, 2010). The traditional daily meal usually would consist of the breakfast, lunch and dinner, wherein, the dinner forms the most important meal of the day (Meiselman, 2008). These presents a picture in which one can assume that acculturation and changing food habits for Indian students in the United Kingdom would be a difficult process, considering the cultural values and the knowledge and attitudes. Research has also shown that dietary changes can also be resultant of certain food availability, prices, peer pressure and new types of food (Benson et al., 2008). In order to study the acculturation amongst Indian students in Leeds Metropolitan University, the Food Patterning model (Mishra et al., 2006) and Trends theory (Berghofer, 2005). The Food Patterning model states that changes in diet is a two way process, one which persuades an individual to continue with the traditional form of diet and other opposing that state (Mishra et al., 2006). This model illustrates the association of foods to different cultural context, wherein the change in food habits runs parallel to an expanse between identity and taste as its end markers. According to Mishra et al. (2006), the process of meal composition by an immigrant involves a mix of traits of traditional foods along with those from the new culture, thereby indicating an effort to strike a balance between traditional identity and new taste. Also, they believed that even though the immigrants primarily donot change their traditional diet pattern, however it is not the same as before they came here. Berghofer (2005) in his study pertaining to acculturation process in immigration students, talks about two specific trends that are used by the students to understand dietary changes. One of which, termed as the secular trend involves understanding the change process as beneficial towards better western diet however, the other trend, termed as victims of progress trend, says that the change to westernized diet is not beneficial. However, as mentioned by Berghofer, the distinction between the advantages and disadvantages are more complicated and the study of acculturation rarely points out specifically to the benefits or shortcomings. These theories and models bring about certain interesting perspective about the acculturation process of the Indian students. In a study, it was seen that the immigrant students adopted new British foods like sweets, cakes while avoiding meats, beef (De Castro, 2009). In a separate study, it was reported that the male students lack of cooking skills due to the fact of not having cooked in India was one of the factors leading to change in food and eating habits (Shetty, 2010). Also, it showed that the increased Westernization of the diet amongst Indian students is seen as one of the factors for higher risk from chronic diseases like obesity, diabetes, heart disease (Shetty, 2010). So, based on these studies, one can argue that if these students fall on the Berghofers (2005) Victims of progress trend, as the change in dietary habits has been seen to lead to deterioration of their health status. These provided an useful insight in the acculturation process of the Indian students in Leeds Metropolitan University, considering the involvement of a wide variety of factors.

Why the Tsars Power Crumbled in March 1917 :: Russian Russia History

Why the Tsar's Power Crumbled in March 1917 Why do you think the Tsar's power crumbled so swiftly in March 1917? Nicholas II ruled Russia from 1894-1917 and was to be its final tsar. He ascended the throne under the impression that he would rule his whole life as it's undisputed leader. Accompanied by his wife, Alexandra, they lived a comfortable life of luxury while the country suffered around them. Nicholas was determined to rule as harshly as his father; however, he was a very weak and incompetent character who did not posses the qualities capable of guiding Russia through its time of turmoil. It was a time of great upheaval. Peasants were demanding that the land of the great estate owners be turned over to them because there was not enough land to provide food for all the villages. This caused the migration of many peasants to the factories. Russia's industries were beginning to develop and the number of people living in towns was increasing. These people were the urban working class of Russia and they were not as eager to accept the poor wages and conditions as the peasants were. For centuries, autocratic and repressive tsarist regimes ruled the country and population under sever economic and social conditions; consequently, during the late 19th century and early 20th century, various movements were staging demonstrations to overthrow the oppressive government. Poor involvement in WWI also added to the rising discontent against Nicholas as Russian armies suffered terrible casualties and defeats because of a lack of food and equipment; in addition, the country was industrially backward compared to countries such as Britain, France, Germany, and the USA. It had failed to modernize, this was to do with the tsars lack of effort for reforms. The country was undergoing tremendous hardships as industrial and agricultural output dropped. Famine and poor morale could be found in all aspects of Russian life. Furthermore, the tsar committed a fatal mistake when he appointed himself supreme commander of the armed forces because he was responsible for the armies constant string of defeats. While the tsar was off defending the country, a strange 'monk' named Rasputin made his way into governmental affairs. Because of his ability to ease the pain of the tsar's sick young prince, Alexandra gave him great political control in the affairs of state. Rasputin had dismissed twenty-one ministers and replaced them with men of great incompetence.

DefinitionofHate

A good example of this is when students say they hate school. Not only is school academic, but it is also social. School is where friends associate, and most students enjoy this. Most students have a favorite class, so they certainly don't hate that time. So what part of school do they actually â€Å"hate? † Then when asked if they would want to quit school they say â€Å"Of course! † But when one thinks about it, school is what builds up the rest of our lives to success.One cannot possibly hate something that asses happiness in a well educated life. Other examples include saying â€Å"l hate her,† which causes questions like why and who, and statements like â€Å"l hate my parents† cause judgment, in that bystanders will stereotype one as a rebel. If one said â€Å"l hate her because she betrayed me,† it would be more accurate and powerful; however, society is to lazy to add detail, just as they are too lazy to say â€Å"dislike?' instead of â₠¬Å"hate. † Hate is a powerful word used against a specific person or object. Hate, when used frivolously in common conversation, can be extremely hurtful.Hate is carelessly used to describe people one dislikes. If the disliked person overhears, finds out, or takes the usage in an offensive manner, they can be extremely hurt by the statement This often causes unwanted drama and conflict. If one had avoiding using such harsh language in the first place, that person wouldn't have had to deal with this drama. Hate is used towards friends as a joke, but if the word was being used correctly, there would be no friends. â€Å"Hate† isolates friendships and starts fights that should've never been started.If used in this frivolous, airless, way, the word hate can be extremely offensive in situations where it was not meant to be. One can never be sure how the person he or she is talking to takes the use Of the word â€Å"hate,† so to be safe, it should only be reserved for extreme situations. Hate is an emotion reserved for people that have the right to use it. Only people who have had traumatic or horrible life experiences have the right to hate certain people or items. Hating your parents because they don't let you go out is pathetic, unlike hating your parents because they abandoned you, which is understandable and tragic.Students hating school because of a bad grade is very different from students hating school because they are bullied. What about kids hating cars because they aren't old enough to drive versus hating cars because of a serious accident? There is never black and white in these situations, it all depends on circumstances. Hate can only be used in truly loathly situations. Hate is an intense word that should only be used in the most extreme of situations, and should not be used frivolously. Hate is used too broadly on everyday subjects, and is a very offensive word that destroys relationships when used incorrectly.

US Federal Government Employee Benefits

US Federal Government Employee Benefits According to data from US Bureau of Labor Statistics (BLS), the federal government employs over 2 million civilian workers. That’s about 1.5 percent of the nearly 133 million workers BLS counted in all industries in the United States. Along with salaries or wages, employee compensation in the federal government includes benefits  such as subsidized health insurance and many more. Federal government employees enjoy a wide range of family-friendly benefits that go far beyond insurance and retirement. Each agency is free to offer its own benefits package. The following is a sample of federal government employee benefits. Federal Employees Retirement System (FERS):  Benefits based on the amount of service and salary history.Thrift Savings Plan (TSP):  In addition to the defined or basic benefits provided by the FERS plan, current federal employees can boost their retirement savings by participating in the Thrift Savings Plan (TSP). The TSP offers the same types of savings and tax benefits as a 401(k) plan.Social Security:  Credit earned while working with the Government. Retirement benefits, disability protection, and survivor protection.  All federal employees hired after 1983 pay Social Security taxes, including the President of the United States, the Vice President, members of Congress, sitting federal judges, certain legislative branch employees, and most political appointees. The government collects these taxes in the same amounts as they would if these employees worked in the private sector at the same salary level.Medicare - Part A:  Available to you at no cost at age 65.Federal Emplo yees Health Benefits Program (FEHB):  No waiting periods, required medical exam, or age/physical condition restrictions. Federal Employees Group Life Insurance (FEGLI):  Group term life insurance - Basic life insurance and three options (Standard, Additional, and Family).Leave and Holidays:  13 days sick leave each year; 13, 20, or 26 days of vacation leave each year, depending on years of service; 10 days paid holiday each year.Family Friendly Leave Flexibilities:  Flexible Work Schedules; Telecommuting; Family Friendly Leave Policies; Employee Assistance Program (EAP); Part-Time Job Sharing Positions; Child Elder Care Resources Adoption Information/Incentives; Child Support Services.Work/Life Programs:  Every Federal agency has an Employee Assistance Program (EAP), which has a goal to restore employees to full productivity. More specifically, the EAP provides free, confidential short-term counseling to identify the employees problem and, when appropriate, make a referral to an outside organization, facility, or program that can assist the employee in resolving his or her problem.Recruitment Bonus:  Lump-sum bonus to newly appointed employees for difficult-to-fill positions. Up to 25 percent  of basic pay may be paid prior to the employee entering on duty. A service agreement with repayment plan if service time not fulfilled. Relocation Bonus:  Lump-sum bonus for difficult-to-fill position in a different commuting area; up to 25 percent  of basic pay. A service agreement with repayment plan if service time not fulfilled.Retention Allowance:  Continuing payment to retain departing employees; up to 25% of basic pay.Employee Development:  Career Resource Centers; Training OpportunitiesStudent Loan Repayment: Permits agencies to repay the student loans of Federal employees; used at the discretion of the agency.Long Term Care Insurance Program: John Hancock and MetLife formed Long Term Care Partners, a jointly owned new company exclusively dedicated to serving the long-term care insurance needs of the Federal Family.Child Care Subsidy Program: Federal agencies, at their own discretion, can use appropriated funds, including revolving funds otherwise available for salaries, to assist lower income federal employees with the costs of childcare.

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.