Critiquethe Managers Job Folklore and Fact - 1547 Words

|The Manager’s Job: Folklore and Fact |September 28 | | |2012 | | |Friday Library | | |1:00Pm | Individual Critique The Manager’s Job: Folklore and Fact By Henery Mintzberg Summary †¢ Does anyone can fully expound what is manager’s†¦show more content†¦Does Bill Gates have to perform a number of rituals? The author gives a small company example is not sufficient to prove all management work must handle daily rituals. In general, big company managers in handling daily affairs sometimes tend to make decision-making, leadership or to control the situation. Small company managers spend more time on the small things such as interpersonal, management of daily affairs. †¢ Subsequently, aurthor deems that managers hardly get useful and current information from mail, he points only 13% was of specific and immediate use, people prefer get information from verbal media rather than a tremendous system or mail. This conclusion may make readers have a prejudiced opinion as to the importance of internet in managerial work. It is a indisputable fact that the internet brings a singnificant impact to both our life and work. ( Henery Mintzberg 2009). With the increasing junk mails flock into our inbox, managers may get tired and give up checking mails, but there are still a lot of managers are using mails when they deal with transnational business, it’s quite convenient, instant and cheaper than using phone calls. †¢ On the introduction of the basic meaning of manager, the aurthor cites many of data to stand up some points but these data are derived from a very earlier study in 1967, even this phenomenon reflects the entire article. Should the reader still believe these conclusions are applied to

Project Time Management - 2653 Words

Executive Summary A success or a failure of a project depends who is making the assessment. The primary objectives of the project owner and the project contractor must be considered. These objectives are the deliverables that the project owner expects and which the project manager is employed to achieve. The primary objectives for any project can be grouped under three headings: time, cost and quality. The aim is to achieve success in all 3 aspects of the project. At times it is necessary to identify one of the three primary objectives as being of special importance This paper looks at project time management in detail, the processes required to be performed in-order to ensure timely completion of a project. It also looks in depth at 3†¦show more content†¦These processes interact closely with each other and with all other aspect and areas of managing a project. 1.3 Activity Definition Activity definition involves identifying and documenting the specific activities that are required to be complete in order to produce the required deliverables. These deliverables should have previously been identified in the WBS (work breakdown structure), which would have been developed when establishing the project scope. To help establish the activities that are required to be completed, the following inputs are required: • work breakdown structure; • scope statement; • historical information; • constraints assumptions; and • expert judgement (PMBOK 2000, p.67). These inputs are used within the following tools and techniques to determine the activity definitions: • decomposition Ââ€" involves subdividing project work packages intoShow MoreRelatedProject Planning And Time Management1389 Words   |  6 PagesProject Plan 1. Introduction Among the major factors involved in the successful completion of a PhD programme are project planning and time management. Therefore, defining and clarifying the scope and objectives of a project and breaking down the work into tasks and subtasks are crucial in order to achieve the set objectives, assess the projected timing and duration and prioritise key tasks with regard to importance and urgency. 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Managing and Leading People

Question: Discuss about the Managing and Leading People. Answer: Introduction In the strategic HRM, it is considered that human resource management directly affects the performance of the employees and is critical in the changing the attitude of the employees. The basis of all the HRM activities and the strategies is that it is dependent upon social exchange theory. This theory states that when an organization does a favor, the recipient of the favor feels an obligation to return it. When this theory is applied to the strategic HRM, it is considered that the employees feel an obligation towards the organization when they consider that the organization values their contribution towards the organization (Meyer, 2016). The line managers are crucial in the human resource management of the business organization. They are critical in the management as they monitor the work performed by them and are the face of the management in front of the employees. The front line managers are also responsible for the human resource functions of the organization. The frontline manager aligns the operations of the employees with the objectives of the organization. They are primary in achieving the human resource objectives of the organization as they are significant in the monitoring and controlling the performance of the employee under them (Hayre, 2015). They play a crucial role in the implementation of the implementation of the HR strategies. The development of the HRM strategies is important for the growth of the organization; however, the implementation of these strategies is also crucial for the increasing the performance of the employees (Armstrong, 2010). The responsibility of the success of the HRM strategies is dependent upon the front line managers as they are important in the actual implementation of these strategies. The line managers role in motivating the staff is also crucial as they are the link between the manager and the employees. Although the front line manager is a management position, it is different from other management positions in several aspects. They have limited authority and their position involves direct contact with the employees (Ivancevich, 2001). As they have direct contact with the employees, they manage the performance of the employees, including enhancing the motivation and engagement towards the organization. In this regard, this report explains the meaning of the employee motivation, examines the models used for employee motivation and examines the role of line managers in the employee motivation and productivity. Emplyee Engagement Theories The employee engagement can be be defined as a workplace condition wherein the employees are committed to the goals and values of the organization. They are motivated to contribute to the success of organization. There are several theories of employee engagement and motivation. The self-determination theory of employee engagement is based on the motiavational theories. It states that the employees can achieve motivation through intrinsic or extrinsic means which is required for the self-determination of the employees (Meyer, Gagne, 2008). There are several theories which posits how to drive employee engagemet in the employees. The most popular theories state that the leadership is responsible for employe engagement. The full range leadership theory states hat transformational leadership is responsible for fostering employee engagement moning the employees. The transactional leaders identify the needs of the followers and increase their motivation by reward and management by exception. According to the full range leadership style, there are four aspects of leadership. It includes balancing of vulnerability by embracing and confronting them, understanding that the relationship between leaders and followers is based on commitment and compliance, leaders should identify with the followers and trust them. The good leaders should also pooses clear vision and manage different perspectives effectively (Byrne, 2014). Another model to increase the motivation of the emplooyees is increasing the emotional intelligence of the employees. The leaders with high emotional intelligence have positive relationship with the the employees. Emotional intelligence refers to interrelated skils which increases the interpersonal relationships and emotional regulation. It refers to the appraisal, perception and expression of emotions. Employee Motivation The employee motivation can be defined as the process of motivating or providing a cause or reason to a person. The motivation can result from providing rewards or other significant outcomes to the person when the task is accomplished. The work performance of an employee is dependent upon his ability, motivation and the organization support (Storey, 2007). However, several organizations miss to motivate the workforce which hinders their productivity. The motivation refers to the intrinsic desire of a person to complete the assigned task with dedication. However, the most important thing in it is the motivation or the desire of a person to complete the task. The motivation can be only achieved when a person is provided with a goal or aim. The performance of the employees is directly related to their motivation level; therefore, understanding motivation is important (Wilton, 2016). The employee motivation is the level of drive or the commitment of the employees towards their jobs. The employee motivation is a crucial aspect in the productivity and the efficiency of the organization. The business organizations with motivated workforce tend to achieve their organizations goals more efficiently and quickly (Ramlall, 2004). Therefore, the business organizations emphasizes on implementing different strategies to increase the employee motivation. There are several theories that suggest that the employee motivation can be increased by offering incentives or increasing the employee involvement in the organization. The lack of employee motivation can result in employee disinterest and discouragement with the well-being of the organization which can result in serious harm to the organization. The employees can be motivated by increasing transparent system wherein the employees can see their feedback directly (Dobre, 2013). When the workforce of an organization is motivat ed, the employees can become free from the day-to-day chores and management and think of the long-term development of the organization. The employee motivation also reduces the attrition rate of the organization and results in the retention of the motivated employees. Employees thrive to excel in a creative work environment which results in the organizations success (Mikkelsen, Jacobsen and Andersen, 2015). The motivation can be achieved through intrinsic motivation or the extrinsic motivation level. There are certain internal and the external factor which are significant in stimulating desire and the energy of the workforce. They enhance the commitment of the employees and motivate them to exert persistent efforts to attain the goals. The motivation results mainly from three factors such as intensity or the desire of a person, incentives or the reward value expectations from oneself or society. The motivation is a psychological process which gives purpose and direction to the employees, a direction so that they can behave in a specific manner to meet the goals and the objectives and the will to achieve the targets (Meyer, Becker and Vandenberghe, 2004). Employee Motivation Process Human resources are the core strength of a business organization. There are several core aspects in the workforce management such as employee engagement, culture and discipline. These factors are significant in the retention and the attraction of the best talent. If the employees are acknowledged and appreciated for their work, they work harder and do not consider switching their work organization. Therefore, employee motivation is important. It is effective strategy to increase the employee productivity; therefore, establishing a formal structure for the employee motivation is important. It is important that the employers actively engage with their current and the future employees to establish a strong employer brand. It can be achieved through establishing formal and informal communication channels an establishing a transparent communication network. In this regard, the companies can use social media or digital networks. It will also ensure that the company is presented as an attra ctive employer in front of potential workforce (Burke and Cooper, 2005). The employee motivation begins with identification of the work, commitment and the efforts of the employees. The workforce must be in an environment which best suits their emotional needs and provide them an aim to achieve further. There are certain needs of the employees at a psychological and the emotional level and addressing them can enhance the motivation level dramatically. The frontline or the supervisory management has certain levers at their disposal which can satisfy the intrinsic needs of the employees. The reward system which can actually value the good performance of the employees can increase the motivation level of the employees. The drive to excel in the performance can be achieved by promoting collaboration and the openness in the organization culture (DeCenzo, Robbins and Verhulst, 2016). The job design is another factor which can motivate the employees to achieve their targets. There are certain processes in the performance management such as justified allocation o f the resources and establishing a transparent and trustworthy culture which can promote the employee motivation at the workplace. The business management of an organization can learn from the real world examples of other companies to determine how to implement these levers in an effective manner. The major source of the employee motivation is monetary gains followed by the security of the job profile (Burke and Cooper, 2005). Soft and Hard Employee Motivation The motivation methods of an organization ranges can be soft or hard. The hard methods of the employee motivation include coercion, employee threats, and strict and tight work schedule and organization control. It establishes an environment of command and control for the organization. Another approach is the soft approach wherein the employees are provided supportive and flexible environment and in return it is expected that they will cooperate with the organization when asked. It is important that the organization implements the strategies according to the suitability of the approach to the organization. However, both of the approaches are not optimal when implemented in extreme. A tight strict work environment increases the hostility among the employees and reduces the overall productivity of the workforce. On the other hand, the implementation of the soft approach increases the desire for greater work reward in lieu of less performance outcomes. In the present times, the organizat ions have implemented the soft approach to increase the fulfillment of the employees with the organization. When the hard approach is implemented in an organization, the employees start to dislike their environment, avoid responsibilities and disassociate themselves with the goals and objectives of the organization. They establish a self-fulfilling attitude and resist change in the organization. It undermines the productivity of the organization (Meyer, 2016). Theories related to Employee Motivation Empoyee motivation is different from employee engagement. There are different methods of motivating employees. Different employees are motivated by different factors. Some people are motivated by the money and some are motivated by the power. Motivation is a psychological factor which determines the direction of a persons behavior, a persons level of efforts and persistence in times of difficulties. There are several motivation theories which provide insight upon how to motivate the employees and implement effective motivational strategies. All the motivation theories are complementary to each other and focus on different rewards or aspects of motivation. Maslows Hierarchy of Needs The Maslows Hierarchy of Needs is a common motivational theories used by the business organizations. According to this theory, there are five basic needs of employees such as psychological, safety, belongingness, esteem and self-actualization. These needs constitute a hierarchy of needs wherein the most compelling or basic needs re at the bottom. When one need is satisfied, people move to satisfy the needs at the higher level of this hierarchy. According to this theory, a person moves to the next level only when the lowermost level of the hierarchy is satisfied. Besides, when this need is satisfied, it stops to work as a source of motivation. The needs at the higher levels of the hierarchal needs motivate behavior (Maslow, 2013). (Figure: Maslows Hierarchy of Needs) (Source: McLeod, 2016) Herzbergs Motivation-Hygiene Theory The Herzbergs Motivation-Hygiene theory is another theory that discusses how to motivate employees. This theory is dependent upon two factors, namely, the outcomes which can result in high level of job satisfaction and the outcomes which can prevent people from getting dissatisfied. According to this theory, the people have two kinds of needs, namely, motivation needs and the hygiene needs. The hygiene needs refers to the extrinsic rewards or punishments associated with the specific set of behavior. It refers to the psychological factors or the mindset with which the work is performed due to the presence of the extrinsic motivational factors. The consequences of a specific set of behavior are the source of motivation not the work itself. In an organization setting, the hygiene needs of the employees are satisfied by pleasant and comfortable working conditions, pay, job security, harmonious relationships with the management and the colleagues. According to this theory, when the hygien e needs of the employees are not satisfied, the workers cannot become satisfied with their work. However, satisfying the hygiene needs of the employees does not guarantee high level of job satisfaction of the workforce. In order to achieve highly motivated workforce, the employer must address the motivation needs of the employees (Herzberg, Mausner and Snyderman, 2011). The motivation needs of the employees are associated with the kind of job profile and the challenges associated with it. In this regard, the motivational factors are interesting work, growth and development within the job profile, accomplishment and achievement of the employees with the work. They are the intrinsic motivational factors of the organization. Therefore, when such conditions are provided to the employees, they perform for their own sake rather than for other rewards. An organization can intrinsically motivate the employees by providing growth opportunities for growth and achievement to the employees and to recognize the high performing employees of the organization. According to this theory, the employees can be motivated by intrinsic factors, extrinsic factors or both motivation factors. The implementation of these strategies is dependent upon the personal characteristics of the employees such as personality, attitude, values and the needs of the employees and the organ ization structure and the management (Hoffmann, 2007). Figure: Herzbergs Motivation-Hygiene Theory (Source: FLVS Motivation Group, 2009)s McClelland Theory The McClelland Theory is another theory which researched the role of three factors, namely, achievement, power and affiliation with the motivation of the employees. It states that all the employees are motivated by either of the three factors, achievement, power and the affiliation. The achievement of the employees is defined as the extent to which an individual has a strong desire to perform challenging tasks and excel oneself. Similarly, the affiliation is defined as the ability and the desire of a person to establish cordial relations and maintaining good interpersonal skills with the colleagues and other employees. The power is termed as desire of a person control or influences other persons surrounding him. Every person has all of three needs albeit to different extents. However, this theory differentiates different needs according to the emphasis given by each employee on different needs. Moreover, in a workplace, the extent of importance is given to the needs is dependent upon the position of the employee in the organization. Accordingly, a high need of power is shown by the personnel at the supervisory or frontline management. Contrastingly, a high need for affiliation is not shown by the employees in the senior management roles (Motana and Charnov, 2008; Miner, 2011). McLeods Needs THeory (Source: iEdunote, 2017) Job Characteristics Model Hackman and Oldman have presented job characteristic model which states that the major source of the employee motivation is the task itself. This model posits that the employer should design the job profile so that they are motivated by the job itself. The job profile of the employees should be designed so that they can achieve growth and the expected satisfaction from the job functions. In this regard, the companies use job enrichment and the job rotation to increase the variety and the challenge in the job profile (SCarpello, 2008). According to this theory, there are five factors which can motivate the employees, namely, skill variety, significance of the job, identity of the job, autonomous nature of the job and the feedback given to the job. These characteristics affect the attitude and the behavior of the employees at the workplace. According to this theory, the motivation of the employees is associated with the meaningfulness of the work, responsibility and the knowledge of th e outcomes (Petri and Govern, 2012). Role of Line Managers in the HR Representativeness The line managers have a fundamental role in the implementation of the human resource strategies in an organization. In a business organization, the line managers are provided with numerous HR related tasks. It includes the performance evaluation, performance management, employee motivation and recruitment. In small business organizations, there are no specialist HR professionals; however, in large business organizations there are HR specialists or even an HR department to oversee the operations related to the human resources in an organization. However, even in the presence of HR specialist or HR managers, the line managers play a crucial role in management of the day-to-day responsibilities and HR initiatives in an organization. Several times, it results in conflicts and tensions between the line managers and the HR managers. Both of them can have different opinion regarding the performance or the behavior of the employee. As the line manager is directly works above the employees, he is aware of the performance and the callibre of the employees. Moroever, the HR manager and the line manager can also have difference in opinion in the promotion and compensation of different employees. There are a large number of HR functions wherein the HR manager plays a crucial role, such as employee engagement, performance appraisals, employee discipline and performance related pays. The managerial or the leadership approach taken by the employer to supervise the team or the employees pays a crucial role in the employee engagement. The line managers are the creators of the team culture (Armstrong, 2006). Line Managers in Employee Motivation They are responsible for creating either positive and flexible work culture or negative atmosphere by focusing on the negative aspects of the employee performance. The HR managers scale or measure the level of the employee engagement with the organization whereas the line managers are responsible for executing them. They also manage the performance appraisal of the employees as they asses the performance of the employees and rate them. Although the HR professionals are responsible for the design of the appraisal process, the execution of the performance appraisal is dependent upon the employees. The employee feedback is provided in one-to-one meeting between the employee and the line manager. The employee appraisal process will lose its credibility, if the line managers appear disinterested and consider it as a formal process. Therefore, the line managers play a crucial role in the performance appraisal of the employees (Bohlander and Snell, 2010). As they represent the management to the frontline workers, they are also responsible for the employee motivation and discipline. In an organization, the discipline can only be set when the line managers clearly discusses his expectations with the team. The performance of the team can be supported by different policies and procedures developed by the HR department of the organization. Even though, the disciplinary rules and policies of an organization are developed by the HR department, their implementation is dependent upon the line manager and his enforcement technique (Marchington and Wilkinson, 2005). Moreover, if an organization has performance-related pay structure, the line managers plays a crucial role in the employee motivation as his reports impacts the pay increases of an organization. The performance ratings of an employee are directly correlated with the pay increase of the employees. The intent that the performance-related scheme becomes successful in an organization can only be achieved with the cooperation of the line manager. They are responsible for the implementation of fair and objective performance related scheme. It is important that the line managers are provided training to ensure that they adopt a fair and impartial outlook toward the performance of the employees (CIPD, 2016). Responsibilities of Line Manager The pivotal role of the line manager is in increasing the productivity of the organization and helping the business deliver its goals and objectives. However, besides it, the line manages also need to meet the individual need of the people they manage. The line-manager has a wide set of responsibilities and which requires demonstration of wide skills of behavior and skills. The responsibilities of the line mangers include meeting the training and the development needs of the organization and also creating an environment beneficial for the retention of the employees. The poor level of relationships with the employees and low level of engagement is a significant factor in the reduced employee motivation. Positive relationships between the mangers and the workforce can be attained when the manager engages in frequent and direct communication with the employees. Positive relationships can be developed when the manager takes the role of mentor or coach. It requires the employee to examine the career needs of the employees and showing them the right path to achieve them (MacDonald, 2017). In most of the instances, the employees limit themselves by setting goals and objectives according to their comfort level and do not try to challenge or push themselves. However, the line managers play a crucial role in motivating the employees to achieve more, take him out of his comfort level and changing their perception relate to self-efficacy. The employees need someone to motivate them to push themselves hard and exceed the expectations set by themselves and their bosses. The line managers who implement motivational strategies to encourage the employees by appreciating the efforts demonstrated by the employees, communicating which adds to the positive environment of the organization and show that they have confidence in the capabilities of the leader can develop a team with high motivation and positive attitude. It is important that the mangers create a positive culture wherein the employees can freely express their ideas and are not afraid of the challenges demonstrated by the work profile. In the present times, the innovation and research are also significant in the organization success. The human resources are significant in the fostering innovation and research in an organization. Moreover, it is important that the line-managers establish a positive and flexible organization culture so that the employees do not shy away in demonstrating their ideas. It is universally acknowledged truth that the creative people function better in a free environment and where they presume that there is no possibility of negative comments simply because they perceive things differently. If the employees are not allowed to challenge or ask questions in a professional manner, their enthusiasm for the job can reduce. Moreover, it is important that while motivating the employees, the manager remains consistent in their statements and the actions. The managers can also increase the motivation of the employees by demonstrating confidence in his skills. Even when the employees are beyond their expected level, they should not stop there, but recognize the talent and reward the employees. Most of the employees try to work something which is fruitful and has a positive impact on the society and the work environment. However, without the right guidance, the daily work of the employees will seem mundane and they will remain unmotivated for the work (Wilton, 2016). Conclusion Employee motivation is a significant factor in the organizations success. The human resources are the critical strength of the organization and play a crucial role in the productivity and the efficiency of the organization. They are also significant in the innovation and product development of the organization. As a result, the business organizations have implemented a wide range of strategies to increase the employee motivation in an organization. Although the human resource department of an organization is responsible for the development of these strategies, the line managers play a crucial role in the execution of these strategies. They represent the higher management to the front line employees and their role requires high communication and interaction with the frontline workers. Therefore, they are also responsible for motivating them. The employee motivation can be defined as the process of providing a motive or intent to the employees. It can only be achieved when the employee s are provided with a goal or objective. The employee motivation is the drive or the commitment of the employees of the organization towards their work and the organization. When the workforce is motivated, the employees strive to achieve more than their stated objectives. There are several theories of the employee motivation such as Herzbergs Motivation-Hygiene theory and Maslows hierarchy of needs. The Maslows hierarchy of needs is the most common model which represents the employee motivation strategies of the business organization. It starts that the employee motivation can be achieved by satisfying the basic needs of the human beings. In this model, the needs of the people are divided into different hierarchal categories and it states that a person moves to another level once he theneeds at the lower level are satisfied. In the Herzbergs Motivation-Hygiene theory, the motivation factors are divided into two categories, namely, hygiene factors and the motivation needs. It is important that the organization satisfies the hygiene needs of the employees so that they do not remain dissatisfied and demotivated with their job. It includes organization culture, flexibility and infrastructure. On the other hand, in order to motivate the employees, the orga nizations have to identify the motivation needs of the employees and satisfy them. The line managers play a crucial role in the employee motivation as they implement the motivation strategies and conduct the performance management of the organization. You will have to add employee engagement from the outset when you are mentioning motivationmay be some theories and relevant models of employee engagement.. Whilst you are writing about the role of line manager, you must not forget about the tension, conflict, limitation between the two when managing HR activities, so you should have some part of your work that relates to this Once you have covered the general role of line manager in HR activities then look at their specific role in motivating and engaging people Have more headings and bring more illustration, figures. References Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page Publishers. Armstrong, M. (2010). Armstrong's Essential Human Resource Management Practice: A Guide to People Management. Kogan Page Publishers. Armstrong, M. and Baron, A. (2002). Strategic HRM: The Key to Improved Business Performance. CIPD Publishing. Bohlander, G.W., and Snell, S. (2010). Managing Human Resources. Cengage Learning. Burke, R.J. and Cooper, C.L. (2005). Reinventing Human Resource Management: Challenges and New Directions. Psychology Press. CIPD. (2016). The role of line managers in HR and LD. [Online.] Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/hr/line-managers-factsheet [Accessed on: 16 March 2017]. DeCenzo, D. A. Robbins, S.P. and Verhulst, S. L. (2016). Fundamentals of Human Resource Management, Binder Ready Version. John Wiley Sons. DEcenzo. (2009). Fundamentals Of Human Resource Management, 8Th Ed. John Wiley Sons. Dobre, O.I. (2013). Employee motivation and organizational performance. Journal of Management and Socio-Economic, (1). Hayre, A. (2015). Human Resource Management. Roles of Line-Managers and Stages of HR Planning. GRIN Verlag. Herzberg, F., Mausner, B. B. and Snyderman, B.B. (2011). The Motivation to Work. Transaction Publishers. Hoffmann, S. (2007). Classical Motivation Theories - Similarities and Differences Between Them. GRIN Verlag. Hunter, I., Saunders, J. and Constance, S. (2016). HR Business Partners. CRC Press. Ivancevich. (2001). Human Resource Management 10E. Tata McGraw-Hill Education, MacDonald, L. (2017). Responsibilities of the Line Managers in HR. Chron. [Online.] Available at: https://smallbusiness.chron.com/responsibilities-line-managers-hr-35205.html [Accessed on: 16 March 2017]. Marchington, M. and Wilkinson, A. (2005). Human Resource Management at Work: People Management and Development. CIPD Publishing. Maslow, A.H. (2013). A Theory of Human Motivation. Simon and Schuster. Meyer, J. P. (2016). Handbook of Employee Commitment. Edward Elgar Publishing. Meyer, J.P., Becker, T.E. and Vandenberghe, C. (2004). Employee commitment and motivation: a conceptual analysis and integrative model. Journal of applied psychology, 89(6), p.991. Mikkelsen, M.F., Jacobsen, C.B. and Andersen, L.B. (2015). Managing Employee Motivation: Exploring the Connections Between Managers Enforcement Actions, Employee Perceptions, and Employee Intrinsic Motivation. International Public Management Journal, pp.1-23. Miner, J.B. (2011). Organizational Behavior 6: Integrated Theory Development and the Role of the Unconscious. M.E. Sharpe. Motana, P.J. and Charnov, B.H. (2008). Management. Barron's Educational Series. O'Sullivan, K. (2007). Strategic Knowledge Management in Multinational Organizations. IGI Global. Petri, H.L. and Govern, J.M. (2012). Motivation: Theory, Research, and Application. Cengage Learning. Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, 5(1/2), pp.52-63. SCarpello, V.G. (2008). The Handbook of Human Resource Management Education: Promoting an Effective and Efficient Curriculum. SAGE. Storey, J. (2007). Human Resource Management: A Critical Text. Cengage Learning EMEA. Wilton, N. (2016). An Introduction to Human Resource Management. SAGE. Meyer, J.P., Gagne, M. (2008). Employee Engagement From a Self-Determination Theory Perspective. Industrial and Organizational Psychology 1, 60-62. FLVS Motivation Group. (2009). February: Theories of Motivation. [Online.] Available at: https://flvsmotivation.pbworks.com/w/page/7154171/February%3A%C2%A0Theories%C2%A0of%C2%A0Motivation [Accessed on: 16 March 2017]. McLeod, S. (2016). Maslow's Hierarchy of Needs. [Online.] Available at: https://www.simplypsychology.org/maslow.html [Accessed on: 16 March 2017]. Byrne, Z.S. (2014). Understanding Employee Engagement: Theory, Research, and Practice. Routledge.

Slavery And Evolution Of Cherokee Essays - Cherokee Nation, Cherokee

Slavery And Evolution Of Cherokee In this well-written book by Theda Perdue, he discloses much of the history of slavery among the Cherokee people and their evolution during this 326 year period. He begins with their abduction by the Spanish. Perdue gives a remarkable comparison of the two very different views of slavery experienced by two very different cultures. He states that even though the Spaniards captured the Cherokee for use as slaves, they misunderstood that the Indians had an egalitarian social system. The Cherokee system also included distribution of power and labor. Thus, the Cherokee accepted their slavery as a natural part of domination by the strongest. The Cherokee misunderstood the Spanish form of slavery which was one of cruelty. During the first years of contact with the Europeans and the African people, the Cherokee were only peacefully inquisitive. The Indians need for European trading goods grew. Because of this need, the Cherokee began waging war to supply slaves to the Europeans in return. Thus, corrupting the Cherokee lifestyle. Theda Perdue tells of the destruction of tribal ways due to the embracing of a belief foreign to the Native American way of life. According to Perdue, the U.S. government, after the Civil War, decided that cheating the Cherokee for any reason was justified because of genuine or imagined betrayals.