Labour Turnover Essays

Labour Turnover Essays Labour Turnover Essay Labour Turnover Essay The way trade and commerce is conducted nowadays has evolved. Everything involving the operations of the organisation demands a more expeditious means of addressing issues and changes in the external environment. Though this apparently would drive weak companies into the verge of exiting the market, the good ones find a way for this intense demand for constant improvement to their advantage. There are some who find a way to make these incessant demands for change trigger the developmental needs of the company. This is especially true in the case of the hospitality industry. In this industry, the focus is more on the service rendered to the public; hence there is a distinct possibility for it to be indistinguishable and interchangeable. Though the external environment has been regarded by numerous organisational studies to be one of the key elements for organisational success, this end could not be achieved without initially having a strong and stable internal environment. This study will focus on that element of the organisation, particularly of Shangri-la Hotels and Resorts. Specifically, the study shall take into consideration the issue of employee turnover in relation to specific human resource management practices provided by these organisations in the hospitality industry. For this chapter, the subsequent parts shall give further details about the intention of this paper. Specifically, the chapter shall provide for the background of the topic, the actual aims and objectives of the organisation, the plan for the study, its rationale, significance to the existing literature, and its scope and limitations. Background of the Topic The internal environment provides the foundation on which an organisation establishes a firm base so as the demands of the external environment does not lead it away from its ultimate goals. In the past and existing literature, there are a couple of models on which the internal environment is managed. These two prevailing models include personnel management and human resource management. These models are often used interchangeably and espouse confusion to those unfamiliar with the differences. Personnel management is essentially the more seasoned model than human resource anagement which imposes key administrative processes in the common organisation. ( 1990, ) The issue on the use of this model is that its potential could only be maximised when the organisation imposes a strict bureaucratic model. (2001) On the other hand, the emergence of human resource management basically uses the same principles as that of personnel management. However, the scope has been broadened to cover elem ents not limited to the administrative functions of the organisation. These key elements, in relation to human resource management, are now compounded with the consideration of motivation and morale of the employees. 1995,   Hence, this addition have made the process more agreeable to the processes of the private sector as the model has veered away from the accepted notion that the people in the organisation are mere elements of the administration. Aims and Objectives Human resource management has become one of the more important models of management applied in the modern organisation. In this study, a closer look on the labour turnover in the hospitality industry shall be made. Specifically, the conditions surrounding Shangri-La shall be the basis of the discussions in the ensuing chapters. This study intends to establish the relationship of the effective implementation of human resource management and employee turnover in the hospitality industry. In order to carry out this study, the researcher shall carry out the following objectives.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is the existing employment structure in Shangri-La?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How does Shangri-La practice its human resource management functions?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How do the employees regard the company’s performance in terms of: o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Training and Development o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Compensation o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Working Conditions   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Organisation and Productivity o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Empowerment and Employee Involvement o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Communication o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Management and Supervision o  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Teamwork  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How does Shangri-la sustain a le vel of retention of the well-performing staff in the organisation?  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is the relationship of labour turnover and the implementation of human resource management practices of Shangri-La? Plan for the Study The paper shall carry out both quantitative and qualitative analysis of the possible causes of labour turnover in Shangri-la Hotels. To be more specific, the analysis of the practice of human resource management initiatives of the respondent company shall be made to determine whether or not it has a direct effect on the overall retention and turnover of personnel. The dissertation shall be divided into several chapters. This will ensure that the discussions are clear and consistent with the distinct areas covered by each chapter. For the purposes of this dissertation, the discussions shall be divided into five Chapters. This first chapter basically forms part of the introductory elements of this paper. It offers a discussion on what the dissertation intends to tackle and what organisational issue it seeks to resolve. An introduction to the general problem of turnover in the hospitality industry, a background of the current environment of the said industry and the rationale why and how this general problem needs to be addressed shall be indicated in this chapter. Hence, the first chapter shall build the foundation on which the subsequent chapters will relate. The second chapter shall provide for the review of related literature pertaining to employee retention, labour turnover and human resource management. On a more specific note, the discussions shall fall squarely on how the existing literature points to the concepts and issues mentioned in the aims and objectives of this paper. Moreover, this chapter will also provide some description of past studies that shows similarities with the intended ends of this paper. These discussions will then be used to relate to the actual findings of this study. The third part of the paper shall cover the methods and procedures used in this paper. Simply, the discussions on this chapter shall cover the models used in the data acquisition processes in the paper. Statistical tools as well as other concerns which the researcher encountered during the course of the study shall be taken into account. This is to provide a transparent account on how the data is acquired and that the data used in the analysis are credible. The fourth chapter shall present, interpret and analyse the data acquired from the respondent company. In this part of the study, tables and charts shall be used to summarise the findings made by the research process. Specifically, the processed data from the quantitative research shall be discussed and related to the objectives of the paper. In addition to that, the discussions shall also relate the findings on the existing theories pointed out in the earlier literature review. The last chapter shall be giving out the summary, conclusions and recommendations based on the findings of presented in the preceding chapter. In doing so, this chapter will succinctly specify the implications of the study on the overall field of organisation and human resource management. The recommendations given in this chapter shall cover the observations and arguments made throughout the dissertation. Rationale of the Study Organisational studies have emphasised time and again of the importance of offsetting the demands of the external environment with the internal environment of the organisation. This harmony provides for the overall success of the organisation. The very manifestation of this stated harmony is seen in the flexibility of the company in dealing with the demands of their operations. This is especially true for the hospitality industry as they tend to operate in a much wider scale compared to other fields. ( 2006,) The management and supervision of the environment is thus a given prerequisite. As stated in the earlier parts of this chapter, the internal environment serves as foundation for the company in dealing with the nuances of the external environment. However, this can only be done if the organisation holds on to a competent set of workers and employees dedicated to the realisation of organisational goals. (  Ã‚   2004,) The problem with this requirement is that this rarely takes place. Companies, after training their employees to meet the standards that they require, do not stay too long in the organisation as they seek other opportunities elsewhere. Studies have also pointed out that employee turnover tends to increase the costs incurred by the company and at the same time opens it up for significant losses. This is compounded by the fact that turnover of employees has the propensity to be driven by personal decisions of the individual employees. Studies have pointed to this phenomenon as voluntary turnover. Acts like resignation and retirement are among those that signify voluntary turnover. ( 2004, Hence, retention is deemed as an indispensable ends on which the company has to achieve. Significance of the Study In the past decades, the study on human resource management has become one of the most contested and debated topics. Scholarly journals and academic articles have assailed every nature of the model. In the same manner, a good number has been made for the purpose of analysing the importance of retention and the effects of turnover. This dissertation would be a welcome addition to this existing literature. In addition, the analyses and findings of this dissertation will fill in the rather scant studies on the effects of turnover and the importance of retention in the hospitality industry. In this regard, it is important to mention that the study will be focusing on a particular hotel in China. Hence, the setting of the study will also establish the existing conditions surrounding the hospitality industry in China. It will also be able to provide a succinct description of the nuances on which may help multinational companies seeking entry on the said market. Furthermore, this study will also be helpful for academics seeking to pursue further studies on the matter. This may trigger an impetus to further improve the knowledge of the existing environment and the industry on which the respondent company operates. To this end, the study will beneficial to a number of sectors in society. The implications of the findings are not limited to organisational studies alone. It affords an advantage to the actual trade and industry as well as in the academe. Scope and Limitations The discussions in the succeeding chapters shall limit itself on the rationale and the stated aims and objectives on this chapter. Subsequently, the data acquired from the primary and secondary sources shall be treated with the utmost ethical standard to ensure that the discussions are all original. In the same manner, all the other claims adapted from previous studies are to be cited while the data acquired from the respondents shall go though a process free from the personal biases of the researcher. All these are done so as the discussions and the contents of this dissertation will not fall under scrutiny and claims of preconception and even unethical manoeuvrings. On the whole, the findings of this dissertation are intended to be treated with the utmost objectivity devoid of any subjective claims coming from this researcher. Chapter 2 Review of Related Literature Introduction The hospitality industry in China is one of the first areas of economic activity to open to outside world and to obtain advanced international management skills as a result. It is evident that China has a bright future in this area, as the rapid development of tourism has been based on a solid foundation. By April 2004, the number of graded star level hotels had reached 8,880 with total turnover of 1,000 billion RMB ($120. 48 billion) ( 2005) People are one of the most important resources for businesses throughout the world. This is particularly true with respect to a service-intensive sector such as hospitality. The hospitality industry’s employment base is in the largest of any industry in China. ( 2005) However, the hospitality industry in China and elsewhere is facing with the problem of a shortage of qualified personnel. With globalization which is heightening competition, organizations must continue to develop tangible products and products and provide services which are based on strategies created by employees. These employees are extremely crucial to the organization since their value to the organization is essentially intangible are not easily replicated   (2002). Organizations invest a lot on their employees in terms of induction and training, developing, maintaining and retaining them in their organization. Therefore, management of an organization at all costs must minimize employee’s turnover. Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover . 2004). Managers must recognize that employees as major contributors to the efficient achievement of the organization’s success (2000). Managers should control employee turnover for the benefit of the organization success. Employees’ turnover is a much studied phenomenon   (1998). Labor turnover is also a key competitive parameter in the hospitality industry. The importance of employees was hi ghlighted by (1991) who suggested that a total service approach was needed which included qualitative as well as quantitative elements to deliver what customers expected. Companies today generally do recognize the important contribution that their employees play in delivering the offer. However, they also make every effort to drive down internal costs as part of the price commitment. Labor turnover is seen as one area of cost which can be measured and benchmarked. It is seen as a significant factor which management can influence , 1995). Low turnover is seen as an asset in the competitive war. High turnover is seen as a problem to be managed ( 1986; 2004). (2002). The importance of allowing managerial discretion to store managers in dealing with the problems they face was recognized. (1995) suggested that companies need to invest resources in developing employees. This would lead to increased motivation, enthusiasm and overall lower labor turnover. This paper focuses on a case study of one international hotel management company in china’s hotels and uses a number of it data sources. It then examines relationships that can account for labor turnover in the light of previous research. The literature on employee turnover is divided into three groups: causes of employee turnover, effects of turnover and the strategies to minimize turnover. Labour Turnover Defined The term â€Å"turnover† is defined by   (1997) as: the ratio of the number of organizational members who have left during the period of being considered divided by the average number of people in that organization during the period. (2000) gives the statement on employee â€Å"turnover† is the rotation of workers around the labor market; between firms, jobs and occupations; and between the states of employment and unemployment. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (1995). this term is also often utilized in efforts to measure relationships of employees in an organization as they leave, regardless of reason. Voluntary vs. Involuntary Turnover There are many reasons why employees may leave an organization. Traditionally labor turnover has been seen to be either voluntary (the volition of the employee) or involuntary (, 2000;   1977; . 2001). Voluntary turnover includes push factors such staff leaving due to lack of interested in the job, and pull factors such as staff being attracted to another job by incentives. There is a vast literature on the causes of voluntary employee turnover dating back to the 1950s. Many studies are based on only a small number of variables which often only explain a sm all amount of variability in turnover. Most researchers (1982; 2001; Kramer et al. , 1995; . , 1981;   1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees’ intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit (2004). This clearly indicates that these are individual decisions which make one to quit. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives   (2004). Manu et al. (2004) argues that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability   (1983). Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organizational attachment   1990). (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees’ turnover. Role ambiguity refers to the difference between what people expect of us on the job and what we feel we should do. This causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different Kahn et al. 1990. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization ( 1997). If roles of employees are not clearly spelled out by management/ supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity. The idea of what constitutes involuntary turnover has changed over the last decade. ( 1991) There are some factors that are, in part, beyond the control of management, such as the death or incapacity of a member of staff. Other factors have been classed as involuntary turnover in the past such as the need to provide care for children or aged relatives. Today such factors should not seen as involuntary turnover as both government regulation and company policies created the chance for such staff to come back to work, or to continue to work on a more flexible bases. Causes of Employee Turnover Job Related Factors Most researchers 1982; , 2001; , 1995;, 1981; , 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees’ intentions to quit. Over time there have been a number of factors that appear to be consistently linked to turnover. An early review article of studies on turnover by (1979) revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i. e. the higher the variable, the lower the turnover). To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organization. The experience of job related stress (job stress), the range factors that lead to job related stress (), lack of commitment in the organization; and job dissatisfaction make employees to quit . , (2004). This clearly indicates that these are individual decisions which make one to quit. There are other factors such as a sense of powerlessness, locus of control and personal control. Locus control refers to the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives Firth et al. 2004). (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability   (1983). Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organization attachment. (I 1990)     (2001) argues that local unemployment rates interact with job satisfaction to predict turnover in the market. Role stressors also lead to employees’ turnover. Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, and eventually display a propensity to leave the organization ( 1997). If roles of employees are not clearly spelled out by management/supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity. Organisational Factors Organizational instability has been shown to have a high degree of high turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa ( 2001). In organization where there was a high level of inefficiency there was also a high level of staff turnover (, 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organizations because with stable organizations they would be able to predict their career advancement. Many studies have reported a significant association between organizational commitment and turnover intentions ( 1998). (2000) study confirmed the link between commitment and actual turnover and   (2000) analysis showed that organizational commitment was a better predictor of turnover than overall job satisfaction. Researchers have established that there are different types of organizational commitment. (1990) investigated the nature of the link between turnover and the three components of attitudinal commitment: affective commitment refers to employees’ emotional attachment to, identification with and involvement in the organization; continuance commitment refers to commitment base on costs that employees associate with leaving the organization; and normative commitment refers to employees’ feelings of obligation to remain with the organization. Put simply, employees with strong affective commitment stay with an organization because they want, those with strong continuance commitment stay because they need to, and those with strong normative commitment stay because they feel they ought to. study indicated that all three components of commitment were a negative indicator of turnover. In general, most research has found affective commitment to be the most decisive variable linked to turnover. Job Satisfaction The relationship between satisfaction and turnover has been consistently found in many turnover studies ( 1998). Mobley et al 1979 indicated that overall job satisfaction is negatively linked to turnover but explained little of the variability in turnover. (2000) found that overall job satisfaction modestly predicted turnover. In a recent   2003) found the main reason by far for people leaving their employer was for more interesting work elsewhere. It is generally accepted that the effect of job satisfaction on turnover is less than that of organizational commitment. (2001) noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions (lower commitment leads to greater intentions to quit, which in turn further lowers commitment). In summary, only commitment directly affected turnover intentions. Characteristics of Employees Despite a wealth of research, there appear to be few characteristics that meaning fully predict turnover, the exceptions being age and tenure. Age is found to be negatively related to turnover (i. e. the older a person, the less likely they are to leave an organization). However, age alone explains a little of the variability in turnover and as age is linked to many other factors, alone it contributes little to the understanding of turnover behavior. Tenure is also negatively related to turnover (the longer a person is with an organization, the ore likely they are to stay). n  Ã‚   concluded that length of service is one of the best single predictors of turnover. et al also found that age and tenure have a negative relationship to turnover. There is little evidence of a person’s sex being linked to turnover. 2000 meta-analysis re-examined various personal characteristics that may be linked to turnover. They concluded that there were no differences between the quite rates of men and women. They also cited evidence that gender moderates the age turnover relationship (i. e. women are more likely to remain in their job the older they get, than do men). They also found no link between intelligence and turnover, and none between race and turnover. Wage and Conditions The research conducted on the link between dissatisfaction with pay and voluntary turnover appears to be inconclusive. (1979) concluded that results from studies on the role of pay in turnover were mixed but that often there was no relationship between pay and turnover. Other studies found no significant relationship. On the other hand, (1991) cited in Tang suggests that the most important reason for voluntary turnover is higher wages/career opportunity. 2000) noted pay and pay-related variables have a modest effect on turnover. Their analysis also included studies that examined the relationship between pay, personal performance and turnover. They concluded that when high performers are insufficiently rewarded, they leave. They cite findings from   (1999) that where collective reward programs replace individual incentives, their introduction may lead to higher turnover among high performers. For some individuals pay will not be the sole criterion when people decide to continue within an exiting job. 2000) examined the relationship between attitudes towards money, intrinsic job satisfaction and voluntary turnover. One of the main findings of this study is that voluntary turnover is high among employees who value money (high money ethic endorsement), regardless of their intrinsic job satisfaction. However, those who do not value money highly but have also have low intrinsic job satisfaction tended to have the lowest actual turnover. Furthermore, employees within high intrinsic job satisfaction and who put a low value on money also had significantly higher turnover than this second group. The researchers also found that placing a high value of money predicted actual turnover but that withdrawal cognitions(ie thinking about leaving) did not. Training and Career Development (2003) detected a complex relationship between turnover and training. He suggested that establishments that enhance the skills of exiting workers have lower turnover rates. However, turnover is higher when workers are trained to be multi skilled, which may imply that this type of training enhances the prospects of workers to find work elsewhere. The literature on the link between lower turnover ant training has found that off the job training is associated with higher turnover presumable because this type of training imparts more general skills ( 2003). (1999) examined the relationship between career commitment, organizational commitment and turnover intention among Korean researchers and found the role of career commitment was stronger in predicting turnover intentions. When individuals are committed to the organization they are less willing to leave the company. This was found to be stronger for those highly committed to their careers. The author also found that employees with low career and organizational commitment had the highest turnover intentions because they did not care either about the company or their current careers. Individuals with high career commitment and low organizational commitment also tend to leave because they do not believe that the organization can satisfy their career needs or goals. This is consistent with previous research that high career committers consider leaving the company if development opportunities are not provided by the organization. However, this group is not apt to leave and is likely to contribute to the company if their organizational commitment is increased. found that individuals become affectively committed to the organization when they perceive that the organization is pursing internal promotion opportunities, providing proper training and that supervisor do a good job in providing information and advice about careers. Comparison of Alternatives Aggregate level economic studies provide consistent and significant evidence of the impact of labor market conditions on turnover rates at an aggregate level. As(1979) pointed out, at an aggregate level the relationship between economic factors such as employment levels or job vacancies and turnover has been well established. At an individual level, the labor market approach emphasizes expected utility and rational economic choice among employees and the perceived availability of alternative job opportunities. The relationship between alternatives and turnover on an individual level has been researched widely since 1958 seminal work on ease of movement. Much of the subsequent research focused on the link between job satisfaction, perceived alternative opportunities and turnover. Later, researchers began to focus on the role of both actual and perceived opportunities in explaining individual turnover decisions. Subsequent research has indicated that actual alternatives are a better predictor of individual turnover than perceived opportunities. Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the job-satisfaction/turnover intent relationship but not actual turnover (   1999). They concluded that macro level analysis predicted turnover patterns but perceptions of opportunities did not. This point was reinforced in their study on medical centers in various locations used measures of perceived and objective opportunities in internal and external labor markets. The authors concluded that objectives opportunities were a better set of explanations of actual turnover behavior than either perceived internal or external labor market opportunities. Nevertheless, while actual alternatives appear to be a better predictor of turnover, there is also well-established evidence of the link between perceived alternatives and actual turnover. In their most recent meta-analysis, 2000) confirmed that perceived alternatives modestly predict turnover. Intent to Quit Much of the empirical research on turnover is based on actual turnover, although some studies are based on intentions to quit. Apart from the practical difficulty in conducting turnover research among people who have left an organisation, some researchers suggest that there is a strong link between intentions to quit and actual turnover. 1979) noted that the relationship between intentions and turnover is consistent and generally stronger than the satisfaction-turnover relationship, although it still accounted for less than a quarter of the variability in turnover. Much of the research on perceived opportunities has been found to be associated with intentions to leave but not actual turnover ( 1999). One of the possible reasons is that intentions do not account for impulsive behavior and also that turnover intentions are not necessarily followed through to lead to actual turnover. Implications of Turnover The impact of turnover has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organizations. Analyses of the costs associated with turnover yield surprisingly high estimates. The high cost of losing key employees has long been recognized. However, it is important for organizations to understand that general turnover rates in the workforce can also have a serious impact on an organizations profitability, and even survival. Employee turnover is expensive from the view of the organization. Voluntary quits which represents an exodus of human capital investment from organizations   (1992) and the subsequent replacement process entails manifold costs to the organizations. These replacement costs include for example, search of the external labor market for a possible substitute, selection between competing substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she attains performance levels equivalent to the individual who quit John (2000). Addition to these replacement costs, output would be affected to some extend or output would be maintained at the cost of overtime payment. The reason so much attention has been paid to the issue of turnover is because turnover has some significant effects on organizations (1987; 1990;   1991;  Ã‚   1992). Many researchers argue that high turnover rates might have negative effects on the profitability of organizations if not managed properly (, 1992;1993; 1990). Turnover has many hidden or invisible costs(1990) and hese invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. And all these affect the profitability of the organization. On the other hand turnover affects on customer service and satisfaction (2002). (2002) argue that turnover include other costs, such as lost productivity, lost sales, and management’s time. This demons trates that turnover affects the profitability of the organization and if it’s not managed properly it would have the negative effect on the profit. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approximately 50 percent of the worker’s annual salary (, 2000 but the costs do not stop there. Each time an employee leaves the firm, productivity drops due to the learning curve involved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets   (2002). Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would affect its liquidity position. However, voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organizational memory) and the loss of social capital   (2001). Minimising Turnover: Strategies and Courses of Action Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options viz. changing (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labor market is unlikely to decrease were the policy adjustment merely to enhance the organization’s provision of on-the job training opportunities. Given that there is increase in direct and indirect costs of labor turnover, therefore, management are frequently exhorted to identify the reasons why people leave organization’s so that appropriate action is taken by the management. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effectiveness of their investment in people and improve overall corporate performance of business: Employee engagement, the organization’s capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organization’s. Knowledge accessibility, the extent of the organization’s â€Å"collaborative ness† and its capacity for making knowledge and ideas widely available to employees, would make employees to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture   (2002). Therefore; information accessibility would make employees feel 052   . Manage. that they are appreciated for their effort and chances of leaving the organization are minimal. Workforce optimization, the organization’s success in optimizing the performance of the employees by establishing essential processes for getting work done, providing good working conditions, establishing   accountability and making good hiring choices would retain employees in their organization. The importance of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover ( 1988;   1989;   1989; , 1981;   1986). With increased competitiveness on globalizations, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organizations. Job involvement describes an individual’s ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job   1982). Involvement in terms of internalizing values about the goodness or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend stay in the job. Task characteristics have been found to be potential determinants of turnover among employees   1988;   and , 1980; 1989; , 1984). These include the five core job characteristics identified by   (1975, 1980): skill variety, which refers to the opportunity to utilize a variety of valued skills and talents on the job; task identity, or the extent to which a job requires completion of a whole and identifiable piece of work that is, doing a job from beginning to end, with visible results; task significance, which reflects the extent to which the job has a substantial impact on the lives or work of other people, whether within or outside the organization; job autonomy, or the extent to which the job provides freedom, independence, and discretion in scheduling work and determining procedures that the job provides; and job feedback, which refers to the extent to which the job provides information about the effectiveness of one’s performance (. , 1997). Involvement would influence job satisfaction and increase organizational commitment of the employees. Employees who are more involved in their jobs are more sa tisfied with their jobs and more committed to their organization (, 1989;   1989; , 1988;   1982). Job involvement has also been found to be negatively related to turnover intentions ( 1989). Job satisfaction, career satisfaction, and organizational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Job satisfaction, job involvement and organizational commitment are considered to be related but distinguishable attitudes ( 1989). Satisfaction represents an affective response to specific aspects of the job or career and denotes the pleasurable or positive emotional state resulting from an appraisal of one’s job or career 1976; , 1974;, 1986). Organizational commitment is an affective response to the whole organization and the degree of attachment or loyalty employees feel towards the organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job ( 1988). The degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowerment of employees could help to enhance the continuity of employees in organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (, 1997). Managers act like coaches and help employees solve problems. Employees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superior’s expectations ( 1995). All these makes employees to be committed to the organization and chances of quitting are minimal. Chapter 3 Methods and Procedures Introduction  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This chapter of the dissertation shall give an account of the methods and procedures used to acquire the primary data used in this study. The chapter shall also give a description of the research process executed in the course of the dissertation. In the same manner, a presentation of the statistical processes used in processing the acquired data from the respondents. Research Method The study encountered a whole lot of barriers in its completion. These include limitations like time constraints and a similarly tight budget. This in mind, the study shall be employing the descriptive form of research. Studies on research design have given certain distinct descriptions on this type of research process. Descriptive research is basically limited to answering specific questions mentioned in the aims and objectives of the study. Moreover, it employs only descriptive statistics to process the data. The reason for this is to establish simple and uncomplicated statistical applications shall be used to make sure that the presentation is understandable and unambiguous. Such statistical processes shall include the likes of such as averages, percentages, histograms, and frequency distributions. ( 2000, ) It is also imperative to point out that the study will be employing an amalgamation of both the qualitative and quantitative research. This intimates that the study will be using both the existing organizational studies and the reports of the Shangri-La Hotels along with the acquired data from the survey conducted from the employees of the Shangri-La Hotels. In using the two types of research, the study is able to discern the significant contributions of the said modes of research on the overall findings of the study. 2003,   Moreover, the amalgamation of the two research types provides this dissertation the acquisition of both shallow numerical data and interprets it using the rich qualitative data. Respondents The primary data used in this study is the responses of the respondents from the survey. A survey has been conducted from 15 July, 2008 to 30 July, 2008. Primary data was collected from Director of Human Resources in 24 Shangri-La hotels in China using a survey questionnaire with 24 responses were returned, representing 100% response rate. The questionnaire was developed based on the review of labor turnover in hospitality in the literature. Three faculty members of Shangri-La Hotel Group headquarter evaluated the content. The feedback and suggestions were analyzed, and the questionnaire was refined. Research Tools For this study, the primary tool employed for data acquisition shall be the survey questionnaire made by the researcher. The initial part of the survey questionnaire covered the respective characteristics of the respondents. This is essential to establish an overall account of the demographic involved in the study. Moreover, queries on gender, age, job description, and the number of years in the company shall be conducted to similarly determine the variety of the company’s labour force. The second part of the study will be asking questions that fit with the the aims and objectives of this dissertation. Specifically, questions on employee turnover and organisational development will be given. In the same regard, the Likert scale will be used to measure the responses of the employees. Below is the series at which the respondents will be giving their responses on the questions on this portion of the questionnaire: RANGE| INTERPRETATION| 4. 50 – 5. 00| Strongly Agree| 3. 50 – 4. 49| Agree| 2. 50 – 3. 49| Uncertain| 1. 50 – 2. 49| Disagree| 0. 00 – 1. 49| Strongly Disagree| The third part of the questionnaire shall provide open-ended questions to permit the respondents to generously and unreservedly provide their responses. It must be likewise assured by the researcher that the responses of the respondents on this part of the paper will be used with absolute discretion. Validity of the Research Instrument In order to guarantee the soundness of the instrument, the researcher will be giving a draft of the survey questionnaires to the consultant for approval. After the slight modifications and resulting approval of the research tool, the researcher shall seek the assistance of the aforementioned departments in Shangri-La to hand out the questionnaires to five employees in the hotels. These employees shall be asked to give their criticism on the research tool and give propositions on how to further develop the questionnaires. After the subsequent simplification and elimination of any immaterial questions, jargons, and any terms that the respondents could not comprehend, the survey will start to the labour force. Administration of the Research Subsequent to the giving out of the survey questionnaires and the resulting acquirement of data, it will be calculated to resolve the findings of the study. With the employment of statistical applications, the following methods shall be employed: 1. Percentage – to settle on the scale of the responses to the questionnaire. n % = x 100  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ;  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   n – number of responses   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   N  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   N – total number of respondents 2. Weighted Mean f1x1 + f2x2   + f3x3 + f4x4   + f5x5 x =    ; xt where:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   f – weight provided to each response   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   x – amount of responses   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   xt – total amount of responses Ethical Issues With the exception of the technical concerns in the research process, there is likewise a quantity of ethical concerns that the researcher should be aware. Specifically, the researcher is supposed to understand that that concern should be regarded interminably to the respondents within this dissertation. The employees have to continually be comfortable and within the highest possible condition as they are with the bounds of the researcher. It is only appropriate that the employees are not bothered and disturbed as they are in the course of acting in response to the questions of the research instrument. Furthermore, the researcher must tender the respondents the assurance of privacy and prudence. It has to likewise be guaranteed on the part of the researcher that the survey would not dish up adverse implications to the actual jobs or any other professional responsibilities that the respondents cleave to in the organisation. In doing so, it could be likely that the organisation will give their full assistance in the course. Chapter 4 Presentation, Interpretation and Analysis of Data I. Introduction The previous chapters have presented the theoretical foundations of employee retention and turnover in an organization. This chapter shall present the findings of the study based on the survey questionnaire forwarded on HR Director of Shangri-la Hotels. In the same manner, the findings shall be presented in a systematic manner specifically by tabulating it thus presenting a summarized form. In doing so, the discussions shall be more concise and the readers are able to discern the arguments more clearly. Likewise, the interpretation and analysis of the said findings shall be directly related to the discussions provided in the second chapter of this dissertation. Specifically, the literature reviewed shall form part of the foundation on which the following observations and arguments are to be based. In the end of this chapter, a sub conclusion shall be made to synthesize the arguments pointed out in the presentation, interpretation and analysis of the findings provided in this chapter. II. Voluntary vs. Involuntary Turnover The second chapter of this dissertation has given the actual definition of voluntary and involuntary turnover. In its simplest sense, voluntary turnover covers resignations and retirements by the employees while involuntary turnover includes organizational actions like lay-offs and termination of employment provided for by the management. In discussing whether Shangri-la’s turnover leans towards voluntary or involuntary turnover, the structure of the company should first be taken into consideration. The table below summarizes the existing employment structure of the company. Table 1. Existing Employment Structure by Division The table above is divided into the specific division of Shangri-la. Looking at the discussions above, it plainly shows that by the first quarter of 2008, there are twenty-one Shangri-la hotels in China. They are located in Beijing, Hangzhou, Shengzhen, Beihai, Changchun, Qingda, Dalian, Pudong, Wuhan, Harbin, Zhongshan, Fuzhou, Suzhou, Guangzhou, Chengdu, Baotou, Huhhot and Xian city respectively in China. Total staff headcount in individual hotel from 441 to 1461. Each hotel separated into 7 divisions including Administration, Food Beverage, Finance, Rooms, Human Resources, Engineer and Sales Marketing. Majority of employee in individual hotel are in Food Beverage and Rooms. The table below presents the actual overall turnover of the company in 2007. Based on the table below, the turnover rate of the company is rather substantial in the said fiscal year. Table 2. Overall Turnover Report The table presents that the first quarter of the year, Shangri-la Hotels China incurred a total of 8% of the in the first quarter alone. This shows that in the first several months of the fiscal year, a considerable number of employees have severed their employment relationship with the company, though it is not clear as to whether it is voluntary or involuntary. The findings also show that the Administration General division turnover ate is 9%, Food Beverage turnover rate is 8%, Finance turnover rate is 4%, Rooms turnover rate is 8%, Human Resources turnover rate is 3%, Engineer turnover rate is 4% and lastly Marketing turnover rate is 8%. So, it can tell the highest turnover rate division is Administration General and followed by Food Beverage, Rooms and Marketing. Hence, this shows that the Administration and General Division has incurred the most percentage of turnover followed by the Marketing and Rooms Divisions amounting to 8% each. It could be surmised with the said data that most of the individuals leaving the company does administrative work, housekeeping, and even those in marketing. III. Causes of Employee Turnover The data provided above presents the actual existence of labor turnover in Shangri-la Hotels in China. Though it is seen that the rate have not bee quite high and appears to be at a manageable level, the causes of the turnover is still unclear. The following discussions will show the actual causes of the turnover based on the survey provided by the researcher on the said company. Areas such as the job related factors, organizational factors, wage conditions, and career development shall be considered to establish which field contributes more to the overall turnover in the organization. A. Job Related Factors Figure 1. Physical Working Conditions Figure 2. Work Organisation and Productivity B. Organisational Factors Figure 3. Communication in the Organisation Figure 4. Supervision in the Organisation Figure 5. Internal Customer Focus Figure 6. Management of the Organisation C. Job Satisfaction Figure 7. Employee Empowerment and Involvement Figure 8. Job Security D. Wage and Conditions Figure 9. Pay and Benefits E. Training and Career Development Figure 10. Training Development / Career Advancement Figure 11. Performance Appraisal F. Comparison of Alternatives Figure 12. Identification and Image of Shangri-La G. Intent to Quit Figure 13. Other Reasons for Quitting IV. Implications of Turnover V. Sub conclusion Read more: http://ivythesis. typepad. com/term_paper_topics/2009/01/employee-turnover-in-relation-to-specific-human-resource-management-practices-1. html#ixzz19JrBJtix

Secular Work in the Religious Market

Secular Work in the Religious Market Do you believe that religious magazines such as Catholic Digest, Mature Years Magazine and Parenting Teens only want religious material? Think again. Believe it or not, many religious magazines downplay theology, leaving that to theologians. Many religious magazines want general-interest articles that appeal to both the churched and unchurched. For example, a recent issue of Todays Christian Woman had an article titled â€Å"A Worn-Out Womans Guide to Good Sleep,† while Jewish magazine Tikkun publishes literary fiction and poetry. This means lots of opportunities for freelancers. Here are five tips to crack religious markets with secular material: 1. First, find magazines that you enjoy reading and study the content. Writing for religious markets involves the same process as writing for secular markets. Just like what you do with secular publications such as Time, Wired, and, yes, The Christian Science Monitor, study the themes and style of the articles in religious magazines. Some magazines are conservative, some are liberal. Just like you wouldnt submit social-justice pieces to Mature Living Magazine, you wouldnt submit travel pieces to Sojourners Magazine. 2. Submit either unusual or evergreen material. In addition to attracting nonbelievers, religious magazines want to entertain. So submit material that only you can create, or submit evergreen materials on health, family and holiday traditions. For example, I cracked a Catholic family magazine 3. Keep it family friendly. Submit unusual material, but dont forget that religious magazines, both conservative and liberal, have their limits. For example, a how-to on having a Fifty Shades of Grey type of relationship will definitely get rejected. Religious magazines prefer subjects that are appropriate for both adults and children. 4. Let the pastor, rabbi or imam talk about God. While religious magazines steer clear of explicit sexual content, they also reject journalistic work thats too parochial. In other words, dont sprinkle your work with religious jargon. Most religious magazines want to attract both believers and nonbelievers, so they steer clear of work that may offend non-religious sensibilities. For example, magazines like Guideposts have wholesome themes, but go lightly on using words like God and the Bible. Read your potential publication to get a feel for their particular style. 5. Prepare to wait a short time . . . or a long time. Depending on the circulation of the magazine, and its popularity among professional and non-professional writers, waiting for a response may take days, weeks or months. Read submission guidelines to get an idea of how long editors hold your query or submission. Here are five religious markets currently seeking writers. Call the magazine or Google-search to find out the name of managing editor. Todays Christian Woman todayschristianwoman.com/help/writers-guidelines/todays-christian-woman-writers-guidelines.html Childrens Ministry Magazine group.com/customer-support/submissions America http://americamagazine.org/contact/submissions Insight Magazine insightmagazine.org/guidelines/ Tikkun tikkun.org/nextgen/submission-guidelines

The Causes, Risk Factors Occurrence of Rheumatoid Arthritis in United Research Paper

The Causes, Risk Factors Occurrence of Rheumatoid Arthritis in United States - Research Paper Example   Rheumatoid arthritis (RA) is a chronic systemic inflammatory disease. It is generally seen that the joints become swollen and there is severe pain that is experienced by the patients. Researchers have found that RA causes the immune system of a person to attack their joints. In RA, the autoimmune response can lead to permanent, painful changes in the joints. This disease is an autoimmune defect and it causes healthy cells to be attacked, releasing enzymes that attack surrounding tissues. One of these structures is the synovium in the joint. It becomes inflamed and causes swelling and pain. Researches have found that RA affects women three times more often than men. Typically, it affects the small joints first, including the joints of the hands and feet. More than one joint usually is affected, and symptoms often appear bilaterally.   Arthritis is a serious problem that is faced by many around the world and it is estimated that about 50 million adults in the United States have r eported the doctors to have some form of arthritis, rheumatoid arthritis, gout, lupus, or fibromyalgia. Another estimation suggests that the problem of arthritis is so chronic that one in every five adults in the US report having doctor-diagnosed arthritis. There are also projections that suggest that by the year 2030, 67 million Americans will have doctor-diagnosed arthritis at the age of 18 or older and those that are below the age of 18 an estimated 294,000 children will have some form of arthritis or rheumatic condition. In other words, approximately 1 in every 250 children will suffer from this chronic disease all through there life. This points out that arthritis is not just the disease of the elderly, but it is a serious problem among children also. The figures in Florida according to this survey say that 3,903,200 children below the age group of 18 years are having arthritis (Sacks et al. 2007). In a recent survey, it was estimated that about 1.5 million adults had rheumatoi d arthritis in 2007 (CDC, 2010). According to another estimate in Florida, 27% of adults belonging to the age of 18 years and above have arthritis, and the percentage amplifies with age. Additionally, among this population of self-reported doctor-diagnosed arthritis and estimated 46% of them are not able to do any activity due to their arthritis, 17% of them reported that they are not able have good social participation, 28% suffer from severe joint pain, the working population (34%) have various other limitations due to their arthritis (CDC, 2011). Even though the exact causes are indefinite, RA is thought to be the result problems in once own immune system. In other words, the self-defense system of the human body attacks the healthy cells in the body and these results in RA and other autoimmune diseases. Researchers suggest that there is no age restriction for the initiation of RA and is linked with weariness and extended stiffness after rest.  Ã‚  

Knowledge and Competence and Professional Practice Essay

Knowledge and Competence and Professional Practice - Essay Example The essay will also discuss issues related to accountability as a nurse as well as factors that affect the decision making process and how this translates into professional practice. Analysis of the theories of knowledge, competence and professional practice The concept of knowledge is closely related to the theory of knowledge creation. Knowledge creation is not only concerned with dealing with objective information but it also takes into consideration insights that are highly subjective from members of the organisation and these are tested in order to be used by the other employees (Robbins, 1993). Basically, â€Å"knowledge creation is defined as the process of making available and amplifying knowledge created by individuals as well attempting to connect it with the organization’s knowledge system,†( Nonaka, Krogh & Voelpel 2006). New ideas are generated and these are helpful in the operations of the organisation as a whole. Having generated the required knowledge, i t becomes imperative to formalise a continuous improvement of the knowledge through different management systems for the benefit of the organisation as a whole. ... It can also be noted that knowledge creation is not a preserve for influential people in an organisation alone but it ought to include input from all members within that particular organisation. In case of a clinical setup, through knowledge creation, the nurses are given the autonomy to make informed decisions in their operations especially with regards to post operative recovery. Practice theory is applicable in this particular case where I will use my knowledge to offer appropriate treatment to alleviate pain. This also entails transformation of knowledge into practical skills. Decision making that is enhanced through knowledge creation is essential to the operations of every organisation (Schultz, 2003). This concept is also applicable in the area of practice of health care professionals as they are likely to develop a sense of belonging to the hospital which is a basic tenet for practice development. I strongly believe that my duties can be enhanced through making decisions with regards to administering treatment to the patients. According to Nonaka, Krogh & Voelpel (2006) the success of other conventional organisations is mainly influenced by their ability to keep pace with changes that may be obtaining in the business environment at that particular period and it can be seen that knowledge creation plays a pivotal role. This concept can also be applied to a clinical setup where the operations of different hospitals are moulded on the same business principles with other conventional businesses. Performance is also enhanced through knowledge creation and sharing given that the health care professionals are in a better position to make informed decisions that may affect their operations. Decisions made by an individual often shape his

Transport Economics of Ktmb Essay Example for Free

Transport Economics of Ktmb Essay Introduction Generally, transportation is the safe, efficient, reliable, and sustainable movement of persons and goods by over time and space. Several available types of transportation are used widely in the real life, which including railroads, buses, air, automobile, truck and, etc. In addition, the value-added activities, for example, door-to-door service, for transportation is essential to the elderly or disabled. No one can doubt the important of transportation to the economy, for instance; an excellent transportation spurs economic development by giving mobility to production factors, which permits scale economics and increase efficiency. Whats more, it also enlarges the area that consumers and industries can draw on for resources and products. KTM Komuter in Malaysia is a well-known transportation company, because it earns its great reputation by the profound history, advanced management, and all. The following parts will focus on the background, the success and limitation, the role and importance of the KTM Komuter to the economy. It was on June 1, 1885 where the first train in Malaysia to take its schedule during British colonial era. Previously it was known as the Federated Malay States Railways (FMSR) and the Malayan Railway Administration (MRA). Keretapi Tanah Melayu acquired its current name in 1962. 30 years later, which was on 1992, the company was corporatize but remains wholly owned by the Malaysian government. During the times, fares offered by KTMB are generally reasonable, but the low frequency of the intercity trains does make them competitive with other modes of transportation. However, KTMB has made numerous changes that lead to its current success. Until recently, the turnaround effort to steer KTMB back on track with reasonable profit or at the very least self-sustainable to cover its operating cost has been way too long overdue. Over the years, many of that turnaround effort have been proven failure. In KTMBs latest publicly available financial statement as at December 2009, it was reported that the company managed to rake in net profits of between RM9mil and RM15mil from 1993 to 1995.

The Use Of Merit Pay And Incentives Essay -- essays research papers

The Use of Merit Pay and Incentives The purpose of this paper is to explore the use of Merit Pay and Incentives as motivators for increased productivity. The key focus is the system at Richmond Memorial Hospital. To do so, one must begin at the beginning†¦.. The use of financial incentives (financial rewards) paid to workers whose production exceeds some predetermined standard was popularized by Frederick Taylor in the late 1800s. As a supervisory employee of the Midvale Steel Company, he had become concerned with what he called "systematic soldiering". This was the tendency of employees to work at the slowest pace possible and the fact that some of these same workers still had the energy to run home and work on their cabins, even after a hard 12-hour day. Taylor knew that if he could find some way to harness this energy during the workday, huge productivity gains would be achieved (REFERENCE?). Thus was born the concept of motivational and incentive systems. What is "motivation?" The root word is "move" which would mean that anyone who is moved to do something is motivated. Therefore, sitting on a tack, or at least the pain associated with it is a motivator. For those of us in Graduate School, we are aware that without a "B" average we will be eliminated from the program. Maintaining that average is our motivator. Attaining the certificate of graduation is our incentive. In psychology, at its most basic, a motivator is that which impels or compels an individual to act toward meeting a need. On a physiological level, thirst, hunger and sex are motivators or drives. They are basic needs which must be met. Relating this to a hospital environment, it is not base compensation which drives the employee, but what the base compensation can satisfy in a higher level of needs. Money can't buy love, but it can buy some security such as insurance benefits. After basic and security needs are met, compensation is not the motivator, but what compensation represents is (REFERENCE?). One statement that must be made before continuing is that needs are varied and can occur concurrently or over a period of hours or days, etc. And, needs are mixed. Hunger is a drive: The satisfaction of hunger can take several forms and, usually, when one is hungry one also is a little thirsty. Then, if the book, Tom Jones (AUTHOR, YEAR), was any indica... ...endations based on sustained performance (REFERENCE?). Another type of pay system is Pro-Pay where employees can receive lump sum merit bonuses once they reach the top of their pay range and is only paid for above average performance (REFERENCE?). Star/Superstar programs are where employees who represent the top ten percent of performers receive lump sum bonuses. Along with a Pay for Performance system, there must also be in place a incentive system. (Grossman, YEAR?). Pay perform & prod (next lines) (INCOMPLETE SENTENCE) "Many US business owners are finding that turning to incentive programs is a good way to boost productivity and improve morale† (REFERENCE- NEED PAGE NUMBER FOR DIRECT QUOTE).. A properly structured incentive-driven system (IDS) provides several methods and levels of compensation. All IDS systems must be tailored to each organization. What works in a hospital may not work in academia (Dressler, YEAR?). It is usually a mistake to implement an incentive plan without input from employees. Management should use a program design team composed of employees and supervisors. They could work with Human Resources in the development of The Use Of Merit Pay And Incentives Essay -- essays research papers The Use of Merit Pay and Incentives The purpose of this paper is to explore the use of Merit Pay and Incentives as motivators for increased productivity. The key focus is the system at Richmond Memorial Hospital. To do so, one must begin at the beginning†¦.. The use of financial incentives (financial rewards) paid to workers whose production exceeds some predetermined standard was popularized by Frederick Taylor in the late 1800s. As a supervisory employee of the Midvale Steel Company, he had become concerned with what he called "systematic soldiering". This was the tendency of employees to work at the slowest pace possible and the fact that some of these same workers still had the energy to run home and work on their cabins, even after a hard 12-hour day. Taylor knew that if he could find some way to harness this energy during the workday, huge productivity gains would be achieved (REFERENCE?). Thus was born the concept of motivational and incentive systems. What is "motivation?" The root word is "move" which would mean that anyone who is moved to do something is motivated. Therefore, sitting on a tack, or at least the pain associated with it is a motivator. For those of us in Graduate School, we are aware that without a "B" average we will be eliminated from the program. Maintaining that average is our motivator. Attaining the certificate of graduation is our incentive. In psychology, at its most basic, a motivator is that which impels or compels an individual to act toward meeting a need. On a physiological level, thirst, hunger and sex are motivators or drives. They are basic needs which must be met. Relating this to a hospital environment, it is not base compensation which drives the employee, but what the base compensation can satisfy in a higher level of needs. Money can't buy love, but it can buy some security such as insurance benefits. After basic and security needs are met, compensation is not the motivator, but what compensation represents is (REFERENCE?). One statement that must be made before continuing is that needs are varied and can occur concurrently or over a period of hours or days, etc. And, needs are mixed. Hunger is a drive: The satisfaction of hunger can take several forms and, usually, when one is hungry one also is a little thirsty. Then, if the book, Tom Jones (AUTHOR, YEAR), was any indica... ...endations based on sustained performance (REFERENCE?). Another type of pay system is Pro-Pay where employees can receive lump sum merit bonuses once they reach the top of their pay range and is only paid for above average performance (REFERENCE?). Star/Superstar programs are where employees who represent the top ten percent of performers receive lump sum bonuses. Along with a Pay for Performance system, there must also be in place a incentive system. (Grossman, YEAR?). Pay perform & prod (next lines) (INCOMPLETE SENTENCE) "Many US business owners are finding that turning to incentive programs is a good way to boost productivity and improve morale† (REFERENCE- NEED PAGE NUMBER FOR DIRECT QUOTE).. A properly structured incentive-driven system (IDS) provides several methods and levels of compensation. All IDS systems must be tailored to each organization. What works in a hospital may not work in academia (Dressler, YEAR?). It is usually a mistake to implement an incentive plan without input from employees. Management should use a program design team composed of employees and supervisors. They could work with Human Resources in the development of

Materialism and the Power of Competition In Darwin

Materialism, the belief that the natural world, as well as man's social and economic circumstance were governed by inexorable laws and phenomena, is at the heart of nineteenth century philosophy. For these men, the discovery of principles like gravitation and thermodynamics, which govern the natural world, prove that an understanding of the universe is within man's grasp. The investigation of the natural world would no longer be constrained by religious dogma or moral certainty.Instead, a reliance on man's powers of observation, as well as his rational faculties could tide him to a comprehensive understanding of the physical world, as well as the progress of human society. Mar's historical materialism and Darning's evolutionary theory of natural selection are examples that reflect this philosophical trend. Both views describe a progress, which is historically Inevitable. Progress within the natural world, as well as human society, would no longer be divinely guided. In a universe no longer governed by delve force, history could no longer be explained as moving inexorably toward final delve Judgment.Rather, history and human progress must owe be explained by an internal self-directed energy. The nature of this force had been anticipated a generation earlier by Thomas Malthusian. It is the power of competition. For Darwin, this competition between animals of different species and among members of the same species was a competition for both for scarce resources, as well as reproductive dominance. This was an example of survival of those best adapted to their environment, or what he termed survival of the fittest. For Marx, similar competitive forces were at work throughout human history.He argues hat all facets of humanity are attributable to mans' material circumstances. Consequently, he argues there would be a natural antagonism between those who controlled the means of production and those who labor for them. This competitive tension, which he termed class stru ggle, was the motivating force for historical progress. Marx and Darwin then share common roots In materialism. The evolution of species and the progress of humanity, as described by these men, share a common source in the power of competition as an objective motivator for adaptation within the natural world and progress in human civilization.In Marxist ideology, the history of civilizations reflects a continuous struggle between those in positions of wealth and power and those who are exploited by them. This conflict has been described as class struggle. Class struggle is identified in each historical era. Medieval society was characterized by a complex arrangement of social classes, Including lords, the vassals, tradesmen and serfs. The organization of society always reflected the antagonism between the powerful who ruled and the powerless who were ruled by them.The dissolution of the complex medieval social arrangement was brought on by the Industrial revolution. The seeds for th e collapse of the old order were sown by a change In the material circumstances of society, medieval society, was however, considerably simpler than the one it replaced. The new material conditions of production meant there would be a tension between those who own the means of production and those whose labor for them. In nineteenth industrial society, class conflict pitted the industrial entrepreneurial class, the bourgeoisie against the toiling masses or proletariat.This success of the bourgeoisie was made possible by the increasing demand for capital necessary to enhance Rupee's growing industries. The impetus for the creation of this class was the expansion of trade during the age of exploration. Trade expansion, beginning with exploration, created a growing demand for raw materials and manufactured products. The increasing scale of industrial demand outstripped the capacity of medieval guilds to supply manufactured goods. Large-scale manufacturing was necessary to meet this new demand.Industrial expansion requires larger volumes of capital, which meant that new forms of financing were needed to underwrite industrial expansion. The need for capital requires the creation off new class of financiers, as well as new industrial leadership, the bourgeoisie. The failure of the old medieval system was the result of its inability to adapt to the changes in industrial production, necessitated by growing market forces. The success of the new Industrial order made the bourgeoisie rich and powerful, ultimately signaling the death of the old economic organization.With this newfound wealth, the bourgeoisie was able to successfully displace the established aristocracy of the past and seize the reigns of political power. The expansion of political rights during this period meant little more than the protection of the right of private property, which served to protect the economic gains of the Bourgeoisie. The state and its legal system became the handmaiden of the bourgeo is class, serving to enhance its economic control. The ascendancy of the moneyed class meant the increasing transformation of society along monetary terms. In bourgeois society, money became the measure of all things.A world defined by the conditions of the competitive market meant that the bourgeoisie needed to constantly innovate. This innovation meant greater productivity and the need to expand markets. While these forces succeeded in enhancing the wealth of the industrial class, it resulted in increasing exploitation of the working class. The increasing profitability of industrial production was made possible by improving worker productivity. This surplus value meant increasing profits for the factory owners at the expense of the very workers whose labor had made enhanced productivity possible.But Just as the changes in productive resources at the inception of the industrial age spelled the end of feudal society; the rowing exploitation of the working class created by industrial overproduction would expose the contradictions of modern industrial society, triggering its downfall. Overproduction and falling prices would precipitate a depression that would further depress wages and result in hardships for the laboring masses, ultimately threatening the security of bourgeois society.As Marx describes it when he stated, â€Å"It is enough to mention the commercial crises that by their periodic return put on trial, each time more threateningly, the existence of the entire bourgeois society' (225-226). The very forces of production, which the bourgeoisie had harnessed to its advantage earlier, were now sowing the seeds of social instability for organization and resistance to bourgeois domination, fueling class conflict and revolution. Once again, as in the feudal period, it is the material circumstances and economic relationships of class that fuel social transformation.Just as man's material circumstance created the dynamic for economic transformation; the forc es of competition and conflict are vital for the evolution of species in the natural world. In Darning's natural selection, traits that enjoy a imitative advantage for the species survive and are transmitted to successive generations. The variations in any one generation may appear minimal, however the cumulative impact of generations can be profound. Evolution of species is a selective process.Those inherited variations in traits, which enjoy a selective advantage over other variants in the same trait, are successfully transmitted to the succeeding generation. Over time, this process of competitive selection, which he termed survival of the fittest, would result in significant changes in species, as well as, the creation of ewe species and subspecies. In deriving his theory of evolution based on competition, Darwin drew on the theories of Thomas Malthusian.Malthusian proposed that populations that increase geometrically would be a constant competition for scarce resources in order to survive. All natural populations, like their human counterparts, would be under constant pressure to adapt to a harsh natural world of scarcity. The result was that only those populations, which were best adapted, would succeed. Then, the perfect adaptations we observe in nature are the byproduct of a brutal and morally indifferent process of selection.

Conflicts by Pyong Gap Min

The book Changes and Conflicts by Pyong Gap Min gives us an analysis on how and why Korean migration to the United States has altered their traditional family system. Allyn and Bacon published the book in 1998. The book focuses on changes in gender roles and marital relations. Also Korean child socialization, adjustments of the elderly, and the nature of transnational families and kin ties are topics Min discusses in the book. Min uses results of several surveys as well as his own ethnographic research to back his claims. Min used his own personal family experiences, his observations of other Korean families, informal discussion with Korean school teachers and social workers, and Korean newspaper articles for insight on Korean immigrant families. He also interviewed 50 Koreans in N. Y. representing a broad range of Korean people. Finally, Min used census and survey data, including his own surveys of Koreans in New York, to provide statistical information about Korean immigrant families. Min starts his analysis of Korean immigrant family by providing some background information on the Korean community in N. Y. Min explains that recent Korean immigrants can be characterized as being highly educated, urbanized, and predominately Christian. Korean immigrants began to settle in New York after 1965. One reason is the need for medical professionals during the 1960s in the New York and New Jersey area. The demand for medical professionals attracted many Korean professionals to the area. These professionals later on became naturalized and were able to invite their relatives for permanent residence. A characteristic o f the contemporary Korean community living in N. Y. are their concentration in small business. Min explains that the vast majority of the Korean work force is segregated in the Korean sub-economy, either as business owners or as employees of co-ethnic businesses. Some Korean businesses include green groceries, trade business dealing, import business, dry-cleaning service, and nail salons. Min states that the segregation of Korean immigrants in the work place promotes the preservation of their Korean cultural traditions and social interactions with co-ethnic. Min then proceeds to examine the role Confucianism plays on the Korean family system. Min claims that Confucian values that emphasizes filial piety, family/kin ties, the patriarchal family order, and children†s education still have a powerful effect on the behavior and attitudes of all Koreans. For example, Korean government, school, and community encourage people to practice filial piety by rewarding those who are exceptional in showing loyalty, respect, and devotion to their parents and by punishing those who deviate far from the norm. Also the concept of patriarchy has helped establish a male dominated society in Korea. In Korea, boys are preferred and are treated more favorably than girls and more emphasis is placed on boys† education than girls are. Finally, the emphasis on child education can be seen in Korea where formal education is used as a means of social mobility. According to Min, the most significant change brought about by international migration is the phenomenal increase in wives† economic role coupled with the weakling of husbands† role as provider. Korean immigrant working women make an important income contribution to the family finances. Min claims that Korean wives play a more important role than their husbands do in many family business, particularly small dry cleaning shops and small restaurants. Also it is easier for Korean immigrant wives to find jobs compared to their husbands because of the demand for blue-collar jobs. Even though Korean wives play an important economic role, their power and status in Korean society does not increase. Min claims the status of a Korean woman as a â€Å"helper† in the family business rather than as a co-owner also diminishes her social status and influence in the Korean immigrant community. Also the segregation of Korean immigrants at economic and religious levels bolsters the patriarchal ideology they brought with them from Korea. However, reality still remains and Korean women†s increased economic role in many Korean immigrant families has reduced their husband†s patriarchal authority, creating new sources of marital conflict and sometimes leading to separation and divorce. Koreans† child care and child socialization patterns undergo significant changes when they move to the United States. The major reason Min gives is the increase in Korean Immigrant women†s participation in the labor force. In the U. S. Korean women who work and have pre-school children depend on private nurseries or an elderly mother or mother-in-law for child care while they continue to work. This is a contrast compared with life in Korea where women who have pre-school children usually do not participate in paid work, but instead focus on child care. Also because both Korean parents work long hours outside the home, many children are left unsupervised at home. Min believes that this has lead to juvenile delinquency among Korean children, and may cause problems in the psychological development of a child. Another change in Korean family lifestyle is in gender socialization. There has been a change from the preference of male children, and equal treatment in educational aspects between boys and girls. However, the emphasis on children†s success in education has not changed since Korean immigrants moved to New York. Korean par ents push their children to do academics so they can attend a prestigious college and choose a field that leads to a high-status more common for them to live with their daughters than with sons. Second, Korean elderly do not depend on their children for financial support or expect support from their children. This is due to the welfare programs for the elderly, which have made them independent from their children. Finally, Min states that the vast majority of Korean elderly are satisfied with their lives in N. Y. and plan to live here permanently. The reasons Min gives for Korean elderly life satisfaction are their economic and residential independence, involvement in strong . The Korean elderly have also been affected by the changes in the traditional family system. First, many Korean elderly live independently of their children, and it is friendship networks and access to ethnic services in Queens, low expectations for economic and occupational success, and their deeply religious lives. Finally, Min explains how new technology and improvements in international travel has helped Koreans maintain strong ties to friends and relatives in their home country. The advanced in these two areas of technology and travel has lead to improve communication between family members. For example, more Korean family members can keep in touch with their relatives in Korea because of the increased convenience and affordability. The increase in communication between Korea and the U. S. has lead to the creation of â€Å"international commuter marriages†. Min describes international commuter marriages as being marriages where the husband has returned to Korea for a better occupation while his wife and children remains in the U. S. to take advantage of educational opportunities. Th advance in communication and travel has helped international commuter marriages prosper because now spouses can visit each other several times a year and talk on the phone every week. Min provides a detailed analysis of the Korean family. Min†s book opens up the reader to a society that the public knows little about. He provides an understanding of norms and beliefs of Korean society. By doing so, Min dismisses the stereotypes that plague Korean society. The data used in the book is solidly backed up by experiences of Korean people making it valid and logical. Finally, the book was written in 1998 making Min†s ideas relevant for today†s Korean society.

Quantitative analysis of Guatemala for Guatemala

Quantitative analysis of Guatemala for Guatemala Demographics Total population and population growth since 1960 Guatemala has enjoyed a constant rise in the total population since 1960. With a period of five decades, the population has grown from an estimated 4.16 million in 1960 to 14.75 people in 2011 (Knudsen 19). Within the first decade (that is between 1960 and 1970), the population rose by 31% from 4.16 million to 5.45 million people.Advertising We will write a custom research paper sample on Quantitative analysis of Guatemala for Guatemala specifically for you for only $16.05 $11/page Learn More The population growth per annum has remained generally constant. In fact, there has been little change in population growth every consecutive year. Between 1960 and 1970, the percentage averaged at 2.70%. Since then, the average per every ten years has not been changing by a large margin. For instance, the average annual growth for the Guatemalan population between 1970 and 1980 was 2.56%, while that recorde d between 1980 and 1190 reduced to 2.38%. By the end of the 20th century, the population growth rate averaged at 2.31%, but gained by a small margin to reach 2.47% by 2011. This means that for the last 50 years, Guatemala’s population growth has averaged at 2.48%. Crude death rate It is quite difficult to examine the demographics of any country without an analysis of its death rate (Mittal 12). In this case, we examine the crude death rate (deaths per 1,000 people) in Guatemala since 1960. Statistics indicate that Guatemala’s crude death rate has been reducing significantly over the last 50 years. In fact, it is worth noting that by 1960, the crude death rate stood at 18.995, but by the end of the 21st century, it has reduced by 12.718 to reach 6.277, which is estimated at 70% decrease. This is quite a commendable achievement, whose contributing factors have been explained under health and income rates analysis. Between 1960 and 1970, the annual decrease in crude death rate stood at 16.90%, but this decreased by more than 4%, achieving an average annual death rate of 13.0% by 1980. Similarly, there was significant reduction in the country’s annual death rate, with statistics showing that it the average death rate (crude) for the national population stood at around 10.09 by 1990.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 Towards the end of the 20th century, the country had achieved a reduction its average death rate (crude), which had now reached about 7.58%, although the country did not reach its target rate of less than 5% by the turn of the century. However, over the first one decade of the 21st century, Guatemala increasingly reduced its crude death rate, which now stands at 5.76% (by the end of year 2011). This is a great achievement for the country, given its ability to significantly reduce its annual death rate for t he last 50 years. In addition, this is a sign that within the next few decades, the country might be able to achieve a reduction of its crude death rate to less than 2.0% per annum. Economically, this could have been due to an increase in the country’s annuals gains, as indicated by an increasing population of the middle class, increasing volume of GDP, health and education development as well as a revolution of its industries (Vanden and Prevost 56). Crude birth rate Like several other nations in the region, Guatemala has shown its ability to reduce its crude birth rate (number of births per 1000 people) per annum for the last 50 years. For instance, in 1960, the annuals birth rate stood at 46.65, but by the end of the 20th century, the rate had reduced by more than 10 points, reaching 36.61. In addition, this trend continued over the first one decade of the 21st century, with statistics showing that the country’s crude birth rate stood at 31.97 in 2011. Again, this i ndicates a reduction of more than 5 points within a span of 10 years. In fact, this is the largest reduction in the rate of birth per 1000 people per decade over the last 50 years. This is in line with the country’s new policies on industry, agriculture, health and birth control policies that have targeted achievement in reducing both the number of birth and death rates.Advertising We will write a custom research paper sample on Quantitative analysis of Guatemala for Guatemala specifically for you for only $16.05 $11/page Learn More Moreover, it is an indication that the country could achieve a constant birth rate of less than 20 per 1000 people within the next few decades. The question on the population’s fertility rate in Guatemala can be examined with an analysis of the number of births per 1000 women over the last 50 years. Here, the country shows a steady decrease in its fertility rate, with statistics showing a decrease of more than 3.0 units. For instance, in 1960, the fertility rate for Guatemala was estimated to be 6.53, but by the end of 20th century, it had reduced by more than 2.5 units, reaching an approximated rate of 4.8. In addition, the reduction was witnessed over the next one decade, with the current statistics showing that the fertility rate has reduced significantly, reaching 3.92 in 2011. These statistics clearly indicate a good trend in maintaining a healthy population in a country considered as a third world nation. In fact, an important factor indicates a good rate of economic and social development. Theoretically, it would be possible to see Guatemala as a country where the number of births per household has reduced by more than 50% of the period of 50 years. It is an indication that the country’s middle class is on the rise, while the people living poorly, especially due to lack of jobs and good education, and is on the decline. Despite the constant political and economic problems facing the country, it is worth seeing the real changes in its population from the perspectives of social development, as indicated by these statistics (Watson and Kirby 127). Age structure Population structure The structure of population in Guatemala can be used as an important aspect to explain the observed changes in its social and economic development over the last 50 years.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 For instance, looking at the ratio of males to females, young to adults and the aged and the employed to unemployed people, we are in a better position to explain why the rate of poverty, literacy and economy have changed in a given way over a given period. In this case, we choose to look at these rations within a span of 50 years from 1960 to 2010 as well as including the current statistics taken by the end of year 2011. With these statistics, it is possible to reflect Guatemala’s social and economic development and perhaps predict what should be expected within the next few decades, assuming stability in its political and civil situations. First, it is worth looking at and analyzing the proportion of the children in the country’s population. Between 1960 and 2000, the number of children between the ages of 0 to 14 years, taken as a percentage of the total population per annum, has been reducing, albeit by only a small margin, every 10 years. For instance, in 1960, ch ildren within this age category made some 45.71%, but a constant reduction saw this group of young people account for 44.01% by the end of the 20th century. In addition, this change has been observed within the last one decade, with the number of children in this age category now making 41.14% of the total population. However, it is worth noting that between 2000 and 2011, the change has been large and more significant than in the previous decades. It is worth noting that within the first one decade of the 21st century, the number reduced by almost 4%, which means that there has been some changes in population trend within this period. It may also provide us with an insight into the country’s rate of industrialization, economic growth and development as well as the impact of these on social and cultural factors (Kintner 51). Within this context, it is important to consider the changes in Guatemala’s ratio of adults against the young people. However, we cannot take it f or granted that the adult population is constant because there are several categories in this age structure. In addition, dividing the population of the adult people into distinct age groups per age will give us an insight into the country’s production potential, its size of labor force and liabilities in terms of the number of dependent (aged) people (Bloom, Canning and Seville 93). Looking at the number of people aged between 15 and 64 years, it is evident that the country’s working population is quite large and has gained over the last 50 years. For instance, by 1960, Guatemala’s population of the people in this age category stood at 51.68%, which means that this was the largest group of people in the country, exceeding half of the population by 1%. An increase in this group of people is significant. In fact, this age category has never reduced within any period of 10 years since 1960, although in some years, it has been increasing by minimal digits. However, in total, the country has increased its population of working population from 51.68% in 1960 to about 54.12% in 2010 and currently stands at 54.5%. This is an indication that within a span of 50 years, the country has achieved a 3% increase in its working population. It is worth noting that again, the largest change in this category has been experienced within the first one decade of the 20th century because this is the period in which the country gained by around 3% in terms of the number of people in the 15-65 age category. This further shows some changes in the country’s social and economic sector within a period of just ten years. In addition, it is an indication that the country’s future in terms of economic and social development could be headed towards a second world status, but only if the political and economic leadership remains commendably healthy (Weber 43). The population of the aged people (beyond the age of 65 years), on the other hand, has been experie ncing the least significant change within the last 50 years. It appears that the average rate of ageing in Guatemala could be compromised. For instance, between 1960 and 2000, the country’s population of the aged gained from 2.62% of the total population to only 4.31% in 2010. In fact, the 0.31% was only gained between 2000 and 2011. Overall, the country’s aged population gained by less than 2.0% within a span of 50 years, which indicates that despite having a constantly growing number of the working class and a reduction in its rate of dependency, there could be a crisis because most people do not reach the age of 65. In addition, this could provide an indication that the life expectancy in Guatemala could be less than 65 years for an average person. Therefore, it is necessary to analyze the trend in the life expectancy in Guatemala over the same period. Nevertheless, it is important to look at the country’s population in terms of the number of females to the n umber of males in order to look at the life expectancy later in the analysis. Surprisingly, Guatemala seems to be one of the countries in the world that has made significant gains in increasing the life expectantly of its citizens. For instance, by 1960, the country’s people had a life expectancy of just 45.75 years, which in this case was characteristic of underdeveloped nations. However, the country experienced a significant growth in the life expectancy, reaching 52.04 years by the end of 1970 (Sheehan and Koh 21). This indicates a growth of more than 6.5 years within a period of ten years, and an average annual growth of about 0.67years. The change continued over the 1970s, with the life expectancy rate reaching 57.31 years by 1980. Similarly, the country made significant gains over the last two decades, with statistics showing that it the life expectancy in Guatemala had reached an average of 62.29 years in 1990 before jumping again to 67.74 years by the end of the 20th century. Within the first years of the 21st century, Guatemala has experienced a significant growth in the people’s life expectancy, with 2011 statistics showing that an average person in Guatemala is expected to live up to an average of 71.10 years. In fact, this is an increase of the expectancy rate by more than 25 years within a period of 50 years. The average growth in life expectancy for every 10-year period in a series of five categories of 10 years since 1960 indicates that the country has been gaining all through. For instance, between 1960 and 1970, the country gained by 6.2 years, which is equal to an average change of 0.62 years. In addition, it indicates that the country’s population was expected to live up to an average of 48.70 years within that decade. However, between 1970 ad 1980, the people were expected to be living up to an average of 55.26 years, an average improvement of around 6.56 years. Secondly, the periods between 1980 and 1990 and from 1990 and 2000 experienced some significant growths in life expectancy, with the population expected to live up to 62.29 years by 1990 and up to 67.74 years by the end of the 20th century. Within the first one decade of the 21st century, the country’s life expectancy has continued to increase significantly, with the latest statistics showing that a normal Guatemalan is expected to live up to the age of 71 years. From this analysis, it is worth arguing that the country is on the right track because an increase in life expectancy is an indication of positive economic and social growth. There have been tremendous improvement in life expectancy per gender, with the trend showing a higher expectancy rate for women that that of men (Martins, Yusuf and Swanson 73). For instance, a Guatemalan male had life expectancy of48.88 years in 1960, but has been increasing significantly over the years. By 1970, an average person in the country was expected to live up to 50.1 years, 55.23 in 1980 and 59.39 in 1990. This trend continued, with the male life expectancy reaching 64.77 in 1990 and 67.34 by the end of 2000. Over the last one decade, life expectancy for males in the country has reached an all time high of 68 years. Similarly, female life expectancy has enjoyed massive growth since 1960. For example, in 1960, females were expected to live up to the age of 46.66 years, but increased to 53.396 by 1970. Between 1970 and 1980 and between 1980 and 1990, the average life expectancy for women experienced tremendous improvement by reaching 59.45 and 65.32 respectively. By 2000, the figure had risen to 71.4 before jumping to an all-time high of 74.72 in 2010. It is also worth noting that women have always had higher than that of males, with the disparity increasing every ten years. For instance, the disparity between then in 1960 was just 1.78 years, but by 2010, it had increased to 7.1 years. This indicates that the country has invested much on social and health affairs, espec ially in reducing maternal death rate (Mittal 32). Bloom, David, David Canning, and Jaypee Seville. Economic growth and the demographic transition. New York: National Bureau of Economic Research, 2011. Print. Kintner, Hallie. Demographics: A Casebook for Business and Government. Washington, DC: Rand Corporation, 2012. Print. Knudsen, Shannon. Guatemala. Minneapolis, MN: Lerner Publications, 2011. Print. Martins, Jo, Farhat Yusuf and David Swanson. Consumer Demographics and Behaviour: Markets Are People. New York, NY: Springer, 2010. Print. Mittal, Anderson. Planning for Urban and Economic Development. New York, Ny: Mittal Publications, 2010. Print. Sheehan, Sean and Magdalene Koh. Guatemala. TarryTown, NY: Marshall Cavendish, 2011. Print. Vanden, Harry and Gary Prevost. Guatemala- Politics of Latin America: The Power Game. London: Oxford University Press, 2009. Print. Watson, Anna and David A. Kirby. Small Firms and Economic Development in Developed and Transition Economies. New Yo rk, NY: Springer, 2011. Print. Weber, Lars. Demographic Change and Economic Growth Simulation on Growth Models Physica. Mason, OH: Cengage learning, 2010. Print.