Using the Perl String Length Function

Perl is a programming language used primarily to develop web applications. Perl is an interpreted, not compiled, language. This means its programs take up more CPU time than a compiled language — a problem that becomes less important as the speed of processors increases.  Writing code in Perl is faster than writing in a compiled language, so the time you save is yours. When you learn Perl, you learn how to work with the languages functions. One of the most basic is the string length function. How to Find Length of a String in Perl Perls length function returns the length of a Perl string in characters. Here is an example showing its basic usage: #!/usr/bin/perl $orig_string This is a Test and ALL CAPS;$string_len   length( $orig_string );print Length of the String is : $string_len\n; When this code is executed, it displays the following:  Length of the String is: 27. The number 27 is the total of the characters, including spaces, in the phrase This is a Test and ALL CAPS. Note that this function does not count the size of the string in bytes — just the length in characters. What About the Length of Arrays? The length function works only on strings, not on arrays. An array stores an ordered list and is preceded by an sign and populated using parentheses. To find out the length of an array, use the scalar function. For example: my many_strings (one, two, three, four, hi, hello world);say scalar many_strings; The response is 6, the number of items in the array. A scalar is a single unit of data. It might be a group of characters, as in the example above, or a single character, string, floating point, or integer number.

Gender Inequality In Society - 1808 Words

Gender inequality remains a major barrier between humans. Women have made major strides in promoting equality as a whole, but have a long way to go. Gender roles are a set of societal norms dictating the types of behaviors which are generally considered acceptable, appropriate, or desirable for people based on their actual or perceived sex or sexuality. The concept of gender roles is based on certain male and female stereotypes, which has been constructed through history. In American society, the norm for gender roles distinguishes between masculine and feminine behaviors, attitudes, and activities. In today’s culture people want to promote the concept of egalitarianism, which can value equality but promote and put certain emphasis on†¦show more content†¦In order to understand why gender inequality is present within society, we must first understand how gender became a category for human beings to be classified. Eric Wolf (1923-1999) describes culture as a â€Å"sel f-generating and self-propelling mental apparatus of norms and rules for behavior†. Culture involves habits and symbols, which produce ideas that allow individuals to separate or unite themselves. The 19th century model of unilineal evolution emerges through the theories of various anthropologists. This model seeks to critique societies and cultures through a teleology that moves from primitive to civilized societies. Through this model, we see ideas formulated by James Ferguson (1959-present) and Edward Tylor (1832-1917). Ferguson states there are no higher or lowers societies, however, Tylor views civilization as higher and lower forms through the use of culture. He holds to the idea that civilization and culture are identical. There are not different civilizations, just different amounts of culture within a society. Charles Darwin (1809-1882) enforced the ideology that women are biologically inferior to men. This was thought largely due to the idea that men must prove th emselves physically and intellectually against other men in competition for women. Whereas, women must be superior to a man largely in the case of physical attraction. Franz Boas (1858-1942) challenged unilineal evolution and argued that Darwin’s work wasn’t teleological. In theShow MoreRelatedGender Inequality Throughout Genders Of Society1494 Words   |  6 PagesCOMP100 June 22, 2015 Inequality Throughout Genders Every human being has the right to be treated equal, regardless of their skin color, race, gender, or religious preference. The problem in our world to this day is the fact that people, mostly women, are being classified as weak and because of their gender they are being mistreated. In recent cases women have been deprived from a higher education. Also, when working, their workplace is not equal. Gender inequality is happening all over theRead MoreFactors of Gender Inequality in the Society633 Words   |  3 PagesGender inequality refers to unequal treatment or perceptions of individuals based on their gender. It arises from differences in socially constructed gender roles as well as biologically through chromosomes, brain structure and hormonal differences. The following factors account for issues of gender inequalities in the Ghanaian society. Education inequality Gender differences in enrolment for formal education have narrowed slightly since Independence but continue to persist particularly at higherRead MoreGender Inequality : The Nigerian Society1859 Words   |  8 Pages Gender Inequality In the Nigerian Society By Morakinyo Ladipo-Ajayi Student # 6345172 Submitted to Mahmoud Masaeli DVM 1100 A October 30th, 2014 University of Ottawa Introduction Discussions on gender equality in recent times have focused on steps taken towards putting women in their proper prospects. 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Kumbh Mela Free Essays

The sea of humanity that the mela resembles is surreal and spiritual. When friends and well-wishers learnt that my wife and I were going to the Mahakumbh mela for Mauni Amavasya, they were aghast. Some shuddered at the prospect of rubbing shoulders with 30 million of the great unwashed. We will write a custom essay sample on Kumbh Mela or any similar topic only for you Order Now Others warned of how polluted and carcinogenic the once-pristine Ganga has become. A few were mortified that we would be staying in tents on the riverbank with no access to room service or a flat-screen TV. Some wondered why I, as a non-Hindu, wanted to visit the Mahakumbh at all. Everyone wished us well but confessed to being glad they weren’t undertaking the expedition to Allahabad. I, too, was initially apprehensive about embarking on this mega pilgrimage, afraid, perhaps, of the unknown. The logistics of getting to Prayag were daunting. The trains were overflowing and the nearest airports were located several hours away. We decided to fly into Lucknow and then drove a harrowing six-and-a-half hours through â€Å"rururban† UP to finally reach the Sangam around midnight. Our tent, with an adjacent toilet, was basic but comfortable. An unseasonal downpour had, however, turned the chalky riverbank into a slushy mess. Mauni Amavasya is considered the most auspicious day during the Mahakumbh to undertake the Shahi Snan. Pilgrims were converging by the tens of thousands and the state administration had locked down vehicular entry into the city. Our neighbours, city slickers like us, had to walk 13 kilometres from the outskirts of Allahabad to reach the tent complex as their car wasn’t allowed to proceed. At night, the temperature plummets and in the absence of heaters, we snuggled in a sleeping bag and used a blanket overlay to keep warm in our flimsy tent. The next morning, we were woken up at 4 am by a cacophony of loudspeakers, competing to be heard. Bhajans and pravachans from rival akhadas blared at full volume. Shouting above this din was a public announcement for family members who had been separated at the Kumbh. A female voice, mimicking a cow, lowed â€Å"Maa† instead of a moo, and exhorted pilgrims to join the campaign to end cow slaughter. A medicine man on a megaphone advertised a book for a hundred rupees that provides a remedy for all ailments known to mankind. Forget about doctors, he shrieked at the top of his voice, simply sit at home and cure yourself of either insomnia or impotence. We groggily stepped out and were stunned by the sight of an entire township of tents that stretched endlessly along both banks of the mighty Ganga. This was the proverbial sea of humanity one had heard about, and it was staggering to witness the sheer scale of this congregation. Walking with millions of believers chanting har har Gange to the Sangam at 4. 30 am was both a surreal and spiritual experience. Naked Naga babas, brandishing swords and trishuls, charged into the river exalting Lord Shiva, who had tamed his wilful daughter by trapping her in his matted locks. Men, women and children were unmindful of stripping before strangers as they undertook the sacred dip in freezing waters. The entire ritual was conducted without any jostling, shoving or disturbance. The faithful converged with reverence and behaved impeccably. Any fear of crowds and claustrophobia melted away and all you felt was oneness with your fellow man. It was, therefore, ironic and all the more tragic that the same evening the stampede at the Allahabad Railway Station left 36 people dead. Today is the last day of the Shahi Snans and we should all perhaps whisper a prayer that it passes without incident. How to cite Kumbh Mela, Papers

Did German Ambitions for World Power Make War Inevitable in 1914 free essay sample

The First World War was the biggest and bloodiest war to have been fought with modern technology and caused wide spread chaos and tragedy that until that date was unparalleled in Europe. Of the 65,038,810 people mobilized to fight from all the countries involved 8,556,315 died, 21,219,452 soldiers were injured, and 7,750,945 were reported missing/P. O. W. Because the war was fought on such a massive scale, and caused such wide spread tragedy, all within living memory, it makes it both an interesting and controversial subject, and because of this there are many different theories about what the cause of WWI was. The most blamed party for the outbreak is Germany. There were many different factors involved in the events leading to war, and Germany found herself at the root of the majority of them in one way or another. Even German historian F. Fischer was quoted saying â€Å"Germany had a will to war† in his book Griff nach der Weltmacht (Germany’s aims in the First World War) [1] Fischer’s theory on the origins of WWI was that Weltpolitik was instigated because Germany wanted a war. We will write a custom essay sample on Did German Ambitions for World Power Make War Inevitable in 1914? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page However the impact of the events surrounding assassination of Franz Ferdinand must be taken into account, as well as the other power’s actions/responses. In 1890 after the dismissal of Bismarck for Caprivi, Germany’s Weltpolitik began with three main aims; colonial annexations, creation of economic spheres of influence, and expansion of the navy. It can be argued that Germany knew that each of these policies would cause conflict with the other powers, and that they were introduced not only for the purpose of making Germany a great power but also to instigate a war. In his first years in power Caprivi attempted to untangle the complex system of alliances and commitments Bismarck had created during his long stay in office, and it can be said that his most important decision in accordance with Weltpolitik was his decision not to renew the Reinsurance Treaty between Russia and Germany[2], however this was mainly due to Holstein- a senior official in the foreign ministry- who managed to use Caprivi’s lack of experience of foreign affairs to exert great influence over German policy. By planning to expand their navy as part of Weltpolitik Germany began a naval ace with Britain. In 1898 came the first German Fleet Act, two years later a second doubled the number of ships to be built, to nineteen battleships and twenty–three cruisers in the next twenty years By aiming to have a bigger navy than the other powers Germany hoped to become a great power, and to have influence over the Balkans, and to be able to gain a colonial empire[3]. It can be argued that, because as part of the naval expansion policy was to keep Britain in the dark about it, Germany knew naval expansion would provoke the British and that it could lead to a struggle between the powers. With their secretive naval race and the creation of the Dreadnought, Britain became severely provoked and soon Germany and Britain were turned into enemies. Germany and England had previously been friendly due to France being their mutual enemy, but with the secretive start of a naval race with Britain Germany pushed them away and towards a new Britain, Russia and France alliance. This was most certainly a large contributing factor to the events leading to WWI, and ensured that Britain would not take Germany’s side- a factor that they were ill prepared for and would eventually lead to their loss of the war. Germany’s ambition for worldwide expansion, though, is arguably the single most prominent event whose ripples caused World War One. By 1890 almost all of the colonial territories that were rich in export goods and had a good climate, such as Africa, were already divided up and part of the major power’s empires so by the time Germany decided that she wanted to expand her empire worldwide there was little land to be gained, and the land that was available to be claimed was inhospitable or poor and so Germany was faced with the options of taking land that no one wanted or to try to take the land from another country. Britain had wished to have good relations with Germany, but did not want its hands tied by continental commitments, or, as Prime Minister Lord Salisbury put it:   Britain wished to avoid the â€Å"encumbering engagements of an alliance†. Relations with Britain did improve, thanks to the gestures by Germany, such as the Helgoland-Zanzibar Treaty of 1890[4], which neutralized colonial tensions in East Africa and provided Germany with a naval base in the North Sea. Russia aided by the fear of an Anglo-German alliance, allied itself with France in 1892, putting an end to decades of French isolation, which had been one of the aims and greatest achievements of the Bismarck system. Germany made minimal gains, while an embittered France had now gained a powerful ally on Germany’s eastern flank, something which Bismarck had sought to avoid for his entire time as chancellor. Had Germany not wanted to cause conflict that could end in war then they would have tried to gain lands by political means, purchase or just settling for land that was yet unclaimed. However Germany decided to try to take French and British lands in Africa, not only alienating them from Germany but also driving them together and forming their political friendship and support that would later lead to the triple alliance. [5] During the Boer war Germany started to support the Boers and providing them with the latest rifles to fight the British with in a hope that they would instead gain the lands and the gold and diamonds to be found there by â€Å"diplomatic† means after the British had been beaten. Their bid for the Boer lands was unsuccessful, and they led the condemnation of the Boer war, and the British’s use of concentration camps and the killing of prisoners without trial- ironically some 40-50 years later they would themselves use this tactic on a larger scale and are still condemned to this day for it. This drove Britain and France into cementing an alliance in 1904, and the Moroccan crises of 1905 and 1911 only served to drive them closer together for safety against Germany’s aggression. Germany’s actions also made the other powers extremely hostile towards her, creating mass conflict. It was this aggressive attitude coupled with other countries fear and concern that created mass tension throughout Europe. As a result of their aggressive foreign policy and expansionism plans, by 1912 Germany found herself surrounded by hostile countries. The Kaiser and leading military leaders held a war cabinet meeting to discuss â€Å"how to get out of this mess†. It was decided that as they were surrounded by hostile countries that they would need an ally to help fight their way out. The decision to ally with Austria rather than Russia is what led to the signing of the â€Å"Blank Cheque† of support for Austria[6]. It was also decided that if a war happened that it would most likely be in the Balkans, and that the sooner it happened the better because if Russia had more time they could become too strong to defeat, and as their ally Britain would be dragged into it on the side of Russia- something that Germany did not want as they sought Britain as allies. Although it can be said that Germany set the wheels of WWI in motion, it can be argued that it was not at Kaiser Wilhelm’s direction alone, it was also due to Bismarck. Bismarck’s alliance systems had created rivalry and suspicion between the powers, causing worldwide tension. The first of the major alliances to be formed was Germany with Austria-Hungary forming the Duel Alliance to combat Russian influence in the Balkans, and in 1882 expanded to include Italy and became the Triple Alliance. Bismarck’s Franco-Prussian war of 1871 ended in France being defeated by the Germans, and the construction of an alliance system to isolate France, and then Germany forced France to pay Germany reparations. This alliance system, although short lived, allowed Germany to become stronger and allowed her to think that she could get away with a more aggressive foreign policy in the coming decades as there had been little/no intervention with their war with France[7]. In 1892 the Triple Entente, an alliance between France, Russia and Britain was formed to counteract the force of the Triple Alliance and led to heightened tensions as Germany found herself encircled by hostile powers. A lot of emphasis is put on Germany’s involvement in and actions leading up to WWI however there are many other prominent contributing factors that can be said to have caused the war. One of these is the instability in the Balkans. After the decline of the Turkish Empire there was a â€Å"power vacuum† in the Balkans[8]. Both Russia and Austria wanted to control the Balkans and so were not reliable in an alliance together, and so Germany chose to renew an alliance with the Austro-Hungarian Empire rather than Russia. Serbia an ambitious Slavic state won its independence from the Turkish Empire allied itself with Russia, and the Austrians took control of Bosnia in 1908 causing them to almost come to blows with Russia who had hoped that the â€Å"Black Hand† from Serbia would assimilate Bosnia into Serbia. Austria looked back to the Duel alliance between themselves and Germany, who promised to support them if they fought with Russia. [9] After the assassination of the Arch-Duke Franz Ferdinand from Austria by a member of the Black Hand the Balkans found themselves split in two, with Serbia and Russia on one side, and Germany, Austria and Bosnia on the other side. Although the â€Å"Blank cheque† of support promised by the Germans contributed to the outbreak of war, it can also be argued that had Austria reacted to the incident with diplomacy rather than the demand of war then WWI may not have happened, or if it had then it would have been at a different time and perhaps with other powers against each other. However, Germany, Austria, and Russia are not the only powers who can be said to be responsible for the outbreak of WWI; there was also the contribution of the French. The French never got over their defeat by the Germans in 1871, and remained hostile towards them. France had an expansive colonial empire and had refused to give any to the Germans[10]. Perhaps had they done so then Germany may not have adopted the aggressive foreign policy tactics that they did, and so would not have surrounded themselves with hostile powers. Another factor of France’s contribution to the beginnings of WWI was their alliance with Russia. The alliance with Russia meant that Germany was further surrounded by hostile powers and would have felt trapped and there would perhaps have been no need for her to act so belligerently towards her neighbors. Also, Britain can be partly blamed for the outbreak of war. As the strongest power Britain could have used her influence to prevent events from escalating to a full out world war, however at the turn of the century Britain had been preoccupied with solving the Irish question,[11] and by the time that she turned her full attentions to the worldwide stage, events and tensions had escalated beyond the point of return and WWI was firmly on its way. In conclusion, although Germany’s grand expansionism plans and uncontrolled ambition are certainly a main contributing factor to WWI, it would be impossible for them to have a war alone, which would suggest that they cannot be soley blamed for it and that it was a mixture of everyone’s actions that culminated in war. By 1914 tensions between the major powers were high, further driven by shifting alliance systems. At this time any of the countries involved could have sparked of the final steps towards war, it ould be argued that it was just serendipity or chance that it was the Germans, however had their Schleiffan plan taken into account that the British would become involved in the war then it perhaps would have been a different power that took the final steps to war. Although it can be argued that everyone was at least partly to blame for the outbreak of WWI, it was in fact mostly the result of Germany’s unchecked ambition and expansionism attempts. This is because, although all the powers had a hand in the outbreak of war most of the events that caused the tensions and rivalries had German actions behind them; France were unwilling to share colonial territories after being defeated by Germany in the Franco-Prussian war 1871 and allied with Russia, causing Germany to feel surrounded. Russia, threatened by an Anglo-German alliance allied with France, and backed Serbia against Bosnia and her Austro-German alliance. England was hostile towards Germany after the Boer war and Moroccan crises, and became close allies with France, who of course were hostile to Germany. In short it was Germany’s own actions that caused the war, and also her downfall in it, as had she acted differently she may not have driven her allies away and into each others arms.

Can the Internet Provide a Forum for Rational Political Debate

Of Mice And Men Essays (489 words) - English-language Films, Films

Of Mice And Men Essays (489 words) - English-language Films, Films Of Mice And Men George was in a state of shock after he had shot Lennie. All of the workers were suspicious of George and they were all talking about the incident when George went back home. Curley was very angry and he was looking to cause trouble as usual. Curley came up with a preposterous idea that George had planned to kill Lennie. He told all the workers that George was to have Lennie do all the work and then George would rake in all the pay. He said that Lennie didnt like it anymore and he threatened to tell on George. Curley said that George was just looking for a reason to shoot his friend. After George had told everyone of Georges plan they were going to confront George. When they did, George threw a punch at Curley and a fight broke out between George and most of the workers. George got thrown to the ground and thats when Slim stepped in. Slim threatened to hurt every one of them if they didnt go away. The next day when George had awakened from his bloody beating, Slim had told George that Curleys father had canned the both of them. Slim and George were trying to figure out what they were going to do. George remembered that he told the old couple that he would take the farm. When he told Slim about the idea of the farm, Slim agreed and they tried to come up with the money. Between George, Slim, and Candy, they only had 500 dollars, which included what they had already sent to the old couple. They thought and thought of an idea to get another 100 dollars, but there was no possible way they could. They had all packed up and they were ready to be on their way. They began to walk out into the forest and to see what new obstacles they would have to overcome. George and Slim heard hooves off in the distance. All of the sudden they saw two men on horses in the distance. One of the men was white and the other was black. When they got near, George and Slim realized that it was Candy and Crooks! When they got off the horses, Crooks took out 100 dollars and handed it to George. They all were jumping and yelling with happiness. George looked up and yelled we finally did it, we finally did! They made camp and the next day George mailed off the letter with the rest of the money. With the four men on horses they were on their way to their new life. They reached the farm a few days later to greet the old couple. They looked around and the place needed a fixing up, but to them the place was a dream farm. They realized that they had overcome their challenges and they were ready to start a new beginning.

Assignment 1 part 3 Example | Topics and Well Written Essays - 500 words

1 part 3 - Assignment Example Anna loved her sister Kate so much that though she also suffered from pains due to medical procedures, she never opposed her parents’ decision in favour of Kate’s health. However, during court trial it was also the same sisterly love which made her pursue the lawsuit against her parents for medical emancipation. During her testimony in court when Campbell asked her as to who convinced her to file a lawsuit, she replied, â€Å"Kate.† (p.449). She recalled the time when she saw Kate holding pills, purposely to end her life (p.460). Then, at one time, Kate convinced her not to donate her kidney by making her imagine a life where she could join hockey, go to any college she wants without having to worry about her sick sister (p. 462). Following her sister Kate’s advice of not donating her kidney, she thought of filing a case against her parents for medical emancipation. Secondly, parents’ love for their children is a value very much evident in the novel. Sara loved Kate so much that she was willing to do every thing for her daughter’s sake even to the extent of representing herself and her husband in court against her own youngest daughter’s claim for medical emancipation. Brian had been a very loving and supportive father to Anna by making her stay with him in the fire station for a couple of days as court hearing commenced. Before the hearing, Brian sympathized with her daughter Anna and vowed to take side with her, allowing her not to donate her kidney. Yet, during the trial, he burst into tears, expressing his wish for Anna to donate her kidney to save Kate’s life. That’s how strong his love was for Kate. In another incident, we also see Brian as a very loving father to Jesse when he discovered that Jesse committed arson in an elementary school near their house as all the clues were pointing to him. Yet, Brian kept it as a secret out of love for his son. This incident touched Jesse

Communication assignment Essay Example | Topics and Well Written Essays - 2000 words

Communication assignment - Essay Example Then finally the areas of improvement in the system are discussed. Finally the paper is concluded by developing a costing implementation plan. In recruitment process Communication is an inevitable element. The recruits are taking care of the company's organization structure, its policies and practices. To make people aware of company's supervisor, its rules and regulations Communication is necessary Communication helps to perform functions of employees effectively. Employees should be sincere in their job (i.e. Employees must show real affection to the organization in which they are working that will finally lead to its great success) If a Soldier really knows why is in his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Communication helps the manager in his decision process. ... his nation's army and why he have to follow certain rules/procedures with the citizens so it is easier to develop love towards nation as commitment to his nation. In order to make the subordinates know about their contribution to the enterprise activity Communication is unavoidable. By this the employees are motivated and will get some idea about what their supervisors and the organization are expecting from them. Communication is needed to teach employees about personal safety on the job. This is essential to reduce accidents, to lower compensation and legal costs and to decrease recruitment and training cost for replacement. Elite groups and the wider public have acquired about its goals, activities and accomplishments by the amount of support which an enterprise receives from its social environment. Communication helps the manager in his decision process. There is a spate of varied information produced in an enterprise. The manager must make a choice of useful and essential information which should reach him. Co-ordination is achieved through communication. Co-ordination is needed among its component parts on the basis of division of labors and specialization. Many interdependent activities are performed in different departments of an organization. This interdependence is not tolerated in the absence of communication. Communication promotes co-operation and industrial peace. Because of lack of communication most of the disputes in an enterprise takes place. CURRENT APPROACHES TO INTERNAL COMMUNICATION: Formal channels Intranets Intranet is the popular approach to internal communication. E-Mail Newsletter Periodic Presentations By The Boss Open House or Town Hall Sessions and even Good old Team Briefings or Staff Magazines, Notices and Posters. All can

Omnivore's Delemma (Industrial Corn) Essay Example | Topics and Well Written Essays - 750 words

Omnivore's Delemma (Industrial Corn) - Essay Example Omnivore's Delemma (Industrial Corn) In 2010 alone, the United States spent $337 billion on the import of crude oil (Shenk, 2011), the U.S. being the largest consumer of oil, using 25.4% of the world’s oil production (Parry & Darmstadter, 2003). However, corn ethanol represents only 1.3% of the total fuel being used in the country for motor vehicles (Pimentel, 2009). Given the facts, it becomes obvious that the production and use of corn could actually help stabilize the economy, rather than being a burden on it. The production of corn being cheaper than the import of oil for the purpose of motor vehicle fuel, it would be prudent to focus on the former than the later. This, combined with the less emission of greenhouse gases, as already discussed, would not only reduce the cost of environmental protection, but would also result in a greener society. Corn and its products are the most demanded consumer product in the food market, either for direct consumption or for indirect consumption due to their use as ingredi ents in other food products. It can be argued that corn is a balanced and a complete diet source, since it offers proteins, carbohydrates, vitamins, minerals, and roughage, and corn oil itself is low in fats, so is often substituted for animal fats and oils. It has already been established that other protein sources like meat present a lot of health hazards, which have not been associated with the use of corn (Biello, 2008). Pollan makes an especial comparison between the cultivation of corn and grass in his book, and glaringly leans in favor of the grass-growers (2006). It could be pointed out that whereas grass itself has limited uses, and cannot be consumed as a food product, being cultivated for the sole purpose of animal feed, corn, on the other hand, has multiple and multi-dimensional purposes, and its cultivation not only provides with a food product, but also other industrial chemicals and products. Therefore, it is only wise to invest on a crop that can cater to a much larg er marker and has a much wider scope and potential. The huge demand of corn reflects on the social mindset and the prevalent lifestyle. To propose a radical and almost completely agonist lifestyle without this essential food ingredient would be to propose a revolution. Pollan might be safe in theory, but his opinions cannot be so readily implemented in reality. Therefore, a compromise could be proposed in which alternate food options are presented along with corn and its products for those customers who subscribe to Pollan’s opinions. This would mean that the market would cater to the popular demand while also taking care of the consumers who want a change. Pollan challenges the

Causes and Effect of Job Satisfaction on a Company

Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance Causes and Effect of Job Satisfaction on a Company Causes and Effect of Job Satisfaction on a Company Q.1) ABC company has heard rumors that some of their workers are dissatisfied with their jobs. You have been asked to explain to management the following: 1) what are the major causes of job satisfaction? 2) Why should management be concerned about the job satisfaction of employees? 3) How would you recommend that ABC Company verify or assess that employees are actually dissatisfied; how can job satisfaction be measured? 4) Once ABC Company has determined that the employees are definitely dissatisfied with aspects of their particular jobs, what are ways they could possibly decrease job dissatisfaction? ANSWER: Defining Job Satisfaction: Job satisfaction is a pleasurable feeling that results from the perception that ones job fulfills or allows for the fulfillment of ones important job values. It refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, while a person who is dissatisfied with his or her job holds negative attitudes toward the job. What are factors that cause employee satisfaction? Review of the evidence and research* has identified several factors conducive to high levels of employee job satisfaction; some of these factors are controllable by managers and some are not. Factors controllable by management 1. Nature of Work Task Complexity: jobs that are mentally challenging have been consistently found as a main cause of job satisfaction. Simple, repetitive, less challenging jobs are found to a source of frustration and dissatisfaction in employee. Task Meaningfulness: employees belief that the work done by them is meaningful and has significance causes job satisfaction in them. Furthermore, giving autonomy to employees make them feel that they can display their competence and make a positive impact to the organization, is another factor in job satisfaction. Physical Strain: reasonable amount of physical strain and exertion is another determinant in job satisfaction. This factor is sometimes overlooked in the present age of technology. Fact is that advancement in technology has made physical strain even more undesirable work characteristic. 2. Relationship with Supervisor and Colleagues People expect more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. The behavior of an employees manager is found a major cause of satisfaction. Studies generally find that employee satisfaction increases when the immediate supervisor understands the employees, is friendly, praises for good performance, listens to employees opinions, and shows a personal interest in them. 3. Compensation and benefits factors Employees want pay systems that they perceive as just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. 4. Promotion Policies and Career Development Factor Opportunities for promotion, training programs, and capacity of career development are other factors that cause job satisfaction. Employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. 5. Working conditions and environment factors Employees want work environments that support personal comfort and good job performance. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Most employees also prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment. Physical features of workplace like temperature, lighting arrangements, cleanliness, working outdoors, health hazards, sick-building syndrome, social density, privacy in work, all may result in satisfaction or dissatisfaction to employees. 6. Organization development factors Brand of organization in business field and comparison with leading competitor and potential development of organization is a cause of job satisfaction in employees. Missions and Vision of organization is another source of job satisfaction if it complies with employees personal views and goals. Factors not controllable by management: 1. Personality Contemporary research* indicates that employee job satisfaction can be genetically determined. Whether people are happy or not can be found by their gene structure. You either have happy genes or you dont. Scientific research in the field of psychology has been done to find the relationship of job satisfaction with five traits of personality i.e., Neuroticism, Extraversion, Openness to Experience, Agreeableness, and Conscientiousness. These factors with the exception of Openness to Experience have considerable correlation with job satisfaction, as given in Table 1. Impact of personality in work can be controlled if the managers make sure their selection process screens out the negative, maladjusted, troublemaking fault-finders who derive little satisfaction in anything job-related. This is probably best achieved through personality testing, in-depth interviewing, and careful checking of applicants previous work records. Table 1 Available meta-analytic correlations between Big Five personality traits and criteria Big Five Trait Conscientiousness Agreeableness Neuroticism Openness Extraversion Criterion Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Ï  SDÏ  Job satisfaction* 0.26 (0.22) 0.17 (0.16) -0.29 (0.16) 0.02 (0.21) 0.25 (0.15) Job performance†  0.28 (0.16) 0.13 (0.15) -0.16 (0.10) 0.08 (0.10) 0.07 (0.14) Leadership†¡ 0.28 (0.17) 0.08 (0.17) -0.24 (0.18) 0.24 (0.11) 0.31 (0.17) Workplace deviance § -0.35 (−) -0.44 () 0.26 (−) -0.08 (−) -0.03 (−) Motivation (goal-setting)** 0.28 (0.07) -0.29 (0.21) -0.29 (0.06) 0.18 0.00 0.15 0.00 Motivation (expectancy)** 0.23 (0.09) 0.13 0.00 -0.29 (0.17) −0.08 0.00 0.1 0.00 Motivation (self-efficacy)** 0.22 (0.15) 0.11 (0.17) -0.35 (0.18) 0.2 (0.04) 0.33 (0.16) Team effectiveness† Ã¢â‚¬   0.11 (0.11) 0.12 (0.13) -0.04 (0.04) 0.05 (0.13) 0.09 (0.04) Notes: Correlations are based on the most recently published meta-analysis for the corresponding criterion. Dashes indicate unreported information. Ï  = estimated true score correlations; SDÏ  = standard deviation of true score correlations. *Reported in Judge, Heller, and Mount (2002). † Reported in Salgado (2003). †¡Reported in Judge, Bono, Ilies, and Gerhardt (2002).  §Reported in Berry, Ones, and Sackett (2007). **Reported in Judge and Ilies (2002). † Ã¢â‚¬  Reported in Bell 2007 2. Emotions Regulations Scientific study* has explored the association between emotion regulation, defined as the conscious manipulation of ones public displays of emotion, and job satisfaction. Suppression of unpleasant emotions decreases job satisfaction and amplification of pleasant emotions increases job satisfaction by improving the quality of interpersonal encounters at work. 3. Life Satisfaction One common research* finding is that job satisfaction is correlated with life satisfaction. People who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account. Why is employee satisfaction important for the organization and the management? Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Satisfied employees can add value to organization such as: Enhance employee retention Increase productivity Reduce turnover Enhance customer satisfaction and loyalty More energetic employees Improve teamwork Higher quality products and/or services due to more competent, energized employees Job satisfaction and dissatisfaction has direct impact on organization, which can be seen by analyzing the following: Job Satisfaction and Productivity* The evidence suggests that the link between an individuals job satisfaction and his or her productivity is positive. It turns out the productivity can be affected as much by external conditions as it is by job satisfaction. The link between job satisfaction and productivity is much stronger when we look not at individuals, but at the organization as a whole. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more-satisfied employees tend to be more effective than organizations with less-satisfied employees. Job Satisfaction and Organizational Citizenship Behavior Organizational citizenship behavior (OCB) is discretionary behavior that is not part of an employees formal job requirements and is not usually rewarded, but that nevertheless promotes the effective functioning of the organization. Organizational citizenship is important, as it can help the organization function more efficiently and more effectively. It seems logical to assume that job satisfaction should be a major determinant of an employees OCB. Job Satisfaction and Customer Satisfaction Employees in service jobs often interact with customers. Since the management of service organizations should be concerned with pleasing those customers, it is reasonable to ask: Is employee satisfaction related to positive customer outcomes? For front-line employees who have regular contact with customers, the answer is yes. Satisfied employees are more likely to be friendly, upbeat, and responsive—which customers appreciate. Job Satisfaction and Absenteeism: One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their employees, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover: Satisfaction is negatively related to turnover*, but the correlation is stronger than what we found for absenteeism. Labour turnover is quite strongly correlated with satisfaction when there is high unemployment. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Workplace Violence and Sabotage: Dissatisfaction in employees may cause violence and sabotage in workplace. Most violence that involves insiders is triggered by extreme levels of dissatisfaction and stress on part of attacker. Dissatisfied workers may either consciously or subconsciously produce faulty products. How can job satisfaction be measured? Job satisfaction is usually measured with interviews or questionnaires administered to the job incumbents in question. Most research is done with questionnaires. This is because interviews are expensive and time consuming to conduct. By contrast, one can survey a large number of people with a paper-and-pencil questionnaires with very little effort or expense. Furthermore, it is easy to quantify and standardize questionnaire responses. Perhaps the easiest way to assess job satisfaction is to use one of the existing scales which have been carefully developed, and in many studies, their reliability and validity have been established. There are many methods for measuring job satisfaction, few of these are briefly mentioned below: 1. Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ‘?) in response to whether given statements accurately describe ones job. 2. Job In General Scale (JIG) Job In General Scale (JIG, Ironson et al., 1989) was designed to assess overall job satisfaction rather than facets. Its format is same as the JDI, and it contains 18 items. Each item is an adjective or short phrase about the job in general rather than a facet. The total score is a combination of all items. Advantage of using JIG is that it is quick and easy to use, and disadvantage is that it only gives global measure of job satisfaction and does not provide information about specific facets causing job satisfaction/dissatisfaction. 3. Minnesota Satisfaction Questionnaire (MSQ) The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees satisfaction with their particular job. Method includes 100 items measuring 20 facets of job satisfaction. Three revisions of MSQ are available: two long forms (1977 version and 1967 version) and a short form. Long form contains 100 items measuring 20 facets, and short form includes 20 items that best represent each of the 20 scales. Advantages of this method are it is reliable, valid measure of job satisfaction, easy to use, easy to understand, applicable to any organization, applicable for managers, supervisors, and employees. Disadvantage of this method is that it is very long, and uses 20 different facets and it may not be meaningful to have info on each of them. 4. Satisfied / dissatisfied method In this method, you just send a question form that include: What is good thing in our company? What is not good one in our company? This method is suitable for â€Å"emergency events† and you need result in a short time. To assess and measure job satisfaction in employees of ABC Company I would recommend Job Descriptive method (JDI). Job Descriptive Index assesses five most important facets of job satisfaction: * The work itself—responsibility, interest, and growth. * Quality of supervision—technical help and social support. * Relationships with co-workers—social harmony and respect. * Promotion opportunities—chances for further advancement. * Pay—adequacy of pay and perceived equity vis-à  -vis others. The entire scale contains 72 items with either 9 or 18 items per subscale. Each item is an evaluative adjective or short phrase that is descriptive of the job. Responses are â€Å"Yes† â€Å"Uncertain† or â€Å"No†. Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) has probably been the most popular facet scale among organizational researchers. It also may have been the most carefully developed and validated, as is well described in Smith et al.s book. It is easy to use with all types of respondents and is most commonly used measure of job satisfaction. Scales that measure the overall level of job satisfaction and do not measure the specific facet may not help in identifying the main cause of job satisfaction/dissatisfaction. Job dissatisfaction can be decreased by considering the following factors: 1. Work itself: Job dissatisfaction can be decreased by Job rotation Job enlargement: knowledge enlargement, task enlargement Job enrichment, add complexity to the task to make it challenging 2. Define Role and Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated and role is defined, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood. Role analysis technique can be used to identify and define ones role. 3. Organization development Shared mission or vision: In many organizations, employee doesnt know what is mission, vision, objects. Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Feedback programs: Give employees opportunity to complain to the organization about his work situation. Feedback will help organization to know opinions of their employees. 4. Compensation and benefits: Policies of compensation and benefits are most important part of organization. But you should build your policies at â€Å"suitability† not â€Å"the best†. 5. Appraisal program: You should build the proper evaluation and fair and encourage employees perform work. 6. Relationship with supervisors: Relationship with management is the key factor often happen dissatisfaction of employees. The company should have policies to: Management must be fairly treat the staff Ready to help them Full training for staff Ready to listen and respond to employee 7. Promotions and career development Develop programs to promote all titles in the organization Develop training programs for employees Build programs for career development of each title 8. Working condition and environment Build occupational health and safety program. 9. Improvement programs of employee satisfaction HR department must have the monitoring methods for improvement programs of employee satisfaction. Many organizations just do appraisal of employee satisfaction but not pay attention to role of monitoring. Build solutions to improve satisfaction Training all level of management about the importance of satisfaction and methods to increase satisfaction. 10. Employees by themselves Hiring the right employees Clearly defined and communicated employee expectations. References References marked with an asterisk indicate studies included in the answer. *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *Ste ´Phane Co ˆ Te and Laura M. Morgan. A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior. 23, 947-962 (2002) *Timothy A. Judge, Daniel Heller and Michael K. Mount. Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology 2002, Vol. 87, No. 3, 530-541 *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. *Steven G. Westlund and John C. Hannon. Retaining Talent: Assessing Job Satisfaction Facets Most Significantly Related To Software Developer Turnover Intentions. Journal of Information Technology Management Volume XIX, Number 4, 2008 Q3) Compare and contrast the rational decision making model with the bounded rationality model of decision-making. In what ways does the theory of bounded rationality differ from the rational model and what are the characteristics of each? Which do you feel is a better representation of decision-making and why? ANSWER: The rational decision-making model is sometimes referred to as the rational economic model as it includes a primary assumption of economic rationality, that is, the notion that people attempt to maximize their economic outcomes, where alternative with the highest expected worth is selected as preferred alternative. Rational decision making processes consist of a sequence of steps designed to rationally develop a desired solution. Typically these steps involve: 1. Verify, Define, and Detail the problem: The first step is to recognize a problem or to see opportunities that may be worthwhile. A rational decision making model is best employed where relatively complex decisions have to be made. 2. Identify the Criteria: What is relevant and what is not relevant to the decision? What do you need to know before you can make a decision or what will help you make the right one? 3. Analyzing the situation: What alternative courses of action may be available to you? What different interpretations of the data may be possible? 4. Developing options: Generate several possible options. Be creative and positive. 5. Evaluating alternatives: What criteria should you use to evaluate? Evaluate for feasibility, acceptability and desirability. Which alternative will best achieve your objectives? 6. Selecting a preferred alternative: Explore the provisional preferred alternative for future possible adverse consequences. What problems might it create? What are the risks of making this decision? Assumptions made by rational decision-making model There are six assumptions of the rational decision-making model: Problem clarity: The decision maker is assumed to have complete information regarding the decision situation. Known options: Identify all the relevant criteria and can list all the viable alternatives. The decision maker is aware of all the possible consequences of each alternative. Clear preference: The criteria and alternatives can be ranked and given weight to reflect their importance. Constant preferences: The specific decision criteria are constant and that weights assigned to them are stable over time. No time or cost constraints: The rational decision maker can obtain full information about criteria and alternatives because it is assumed that there are no time or cost constraints. Maximum payoff: The rational decision maker will choose the alternative that yields the highest perceived value. Rational decision making model presupposes that there is one best outcome. The search for perfection is frequently a factor in actually delaying making a decision. Such a model also presupposes that it is possible to consider every option and also to know the future consequences of each. While many would like to think they know what will happen, the universe often has other plans! It is also limited by the cognitive abilities of the person making the decision; how good is their memory? How good is their imagination? The criteria themselves, of course, will be subjective and may be difficult to compare. These models require a great deal of time and a great deal of information. And, of course, a rational decision making model attempts to negate the role of emotions in decision making. Bounded Rationality Decision Making Model Bounded Rationality theory accepts the notion of bounded rationality and suggests that people act only in terms of what they perceive about a given situation. Because these perceptions are frequently imperfect, most organizational decision making does not take place in a world of complete certainty. Rather, the behavioral decision maker is viewed as acting most often under uncertain conditions and with limited information. Organizational decision makers face problems that are often ambiguous, and they have only partial knowledge of the available action alternatives and their consequences. As Herbert Simon states: â€Å"Most human decision making, whether individual or organizational, is concerned with the discovery and selection of satisfactory alternatives; only in exceptional cases is it concerned with the discovery and selection of optimal decisions.† Alternative model to rational decision making model based on the theory of bounded rationality called the administrative model is actually a critique of the rational model. Simon says the rational model is prescriptive or normative, the way it is supposed to be, rather than the way it is. Simon presented the administrative model as a realistic antidote, the way it really is. Administrative model he says is the way decisions are actually made. Simon coined a term of Satisficing means settling for the first alternative that seems to meet some minimum level of acceptability. Search for a needle in the haystack. Optimize is to look for the sharpest. Satisfied is to search until you find the needle that is just sharp enough to do the job. He says there are limits on decision making: Bounded rationality: imperfect information about goals and courses of action and relation of means to ends; Bounded discretion: constraints on optimizing, prior commitments, moral and ethical standards, laws, and social standards; Bounded rationality recognizes that it is impossible to comprehend and analyze all of the potentially relevant information in making choices. The only possible way of coping with the complexity of the world is to develop techniques, habits and standard operating procedures (SOP) to facilitate decision making. Widely shared SOPs are institutions. HabitRoutine responses and behaviors based on reinforcement e.g. brushing your teeth in the morning. TechniqueWays to deal with generalized situations e.g., read reviews before selecting a hotel. SOPgroup and organizational rules for decisions e.g., our firm reorders when inventories reach one month of recent sales. Which model better represents decision-making? Rational decision making model provides a guideline of what managers ideally should be doing, but it does not represent what managers actually do. When decision makers are faced with a simple problem and few alternative courses of action, and when the cost of searching out and evaluating alternatives is low, the rational model provides a fairly accurate description of the decision process. However, such situations are the exception. Most decisions in the real world do not follow the rational model. For instance, people are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Most decisions in the real world do not follow the rational model. People are usually content to find an acceptable or reasonable solution to their problem rather than an optimizing one. Thus decision makers may rely on bounded rationality, satisficing, intuition, and judgment shortcuts in making decisions. In an ideal situation, manager faces a clearly defined problem, knows all possible action alternatives and their consequences, and then chooses the alternative that offers the best, or â€Å"optimum,† solution to the problem. This optimizing style is an ideal way to make decisions. This rational approach is normative and prescriptive, and is often used as a model for how managers should make decisions. However, Behavioral scientists are cautious about applying rational decision theory to many decision situations. They recognize that the human mind is a wonderful creation, capable of infinite achievements. But they also recognize that human beings have cognitive limitations that restrict their information-processing capabilities. Information deficiencies and overload compromise the ability of decision makers to achieve complete certainty and otherwise operate according to the rational model. Human decision makers also operate with bounded rationality. Bounded rationality is sug gests that, while individuals are reasoned and logical, humans have their limits. Individuals interpret and make sense of things within the context of their personal situation. This makes it difficult to realize the ideal of rational decision making. As a result, the rational model does not give a full and accurate description of how most decisions are made in organizations. References References marked with an asterisk â€Å" * † indicate studies included in the answers. *John A. Wagner III John R. Hollenback. Organizational Behavior, Securing Competitive Advantage, 5E. by South-Westrn, 2009 * Robbins, Stephen P., and Timothy A. Judge. Organization Behavior. 12E. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2007. 156-158. * John R. Schermerhorn, Jr., James G. Hunt, Richard Osborn. Organization Behavior. 7E. John Wiley Sons, Inc, 2002 Q.4) Discuss goal-setting theory and its major conclusions. How do major conclusions of goal setting inform managers, or how can managers apply what research on goal setting has found in managing employees? ANSWER: Goal Setting Theory The prime axiom of goal setting theory is that specific, difficult goals lead to higher performance than when people strive to simply â€Å"do their best†, (Locke, 1966; Locke Latham, 1990). Goals play an important part in high performance work environments. Goal setting is the process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing. The model uses elements of expectancy theory to help clarify the implications of goal setting for performance while taking into account certain moderating conditions, such as ability and task complexity. Lockes research showed that there was a relationship between how difficult and specific a goal was and peoples performance of a task. He found that specific and difficult goals led to better task performance than vague or easy goals. Telling someone to Try hard or Do your best is less effective than Try to get more than 80% correct. Likewise, having a goal thats too easy is not a motivating force. Hard goals are more motivating than easy goals, because its much more of an accomplishment to achieve something that you have to work for. Locke and his colleagues spend considerable time on research* and studied the effects of goal setting, which can be concluded as: Specific goals increase performance, under certain conditions Difficult goals, when accepted, result in higher performance than do easy goals Feedback leads to higher performance

Untying the Knot :: essays research papers

Human beings have an unquenchable thirst for knowledge and an urgent drive for understanding. The further we go on our quest for absolute truth and the deeper we plunge into the heart of the ultimate reality, the more profound our questions become. Could there be something more to this world of ours than that which meets the eye? Is there some elaborate design behind the infinite galaxies, stars, and planets, or are we simply at the mercy of a chaotic and unordered universe? What is it that has given rise to the mysterious and unexplainable phenomenon that we have labeled the cosmos? Throughout history, we have attempted to answer these perplexing and ineluctable questions through myths, religion, or science. Apparent in many of these explanations is the idea of a unity, the â€Å"One†, or a single entity that comprises all of reality. To some, it is God’s presence. To others it is the Tao or simply â€Å"that which is, and, in the case of modern physics, it is infini tesimally small strings, oscillating and vibrating, like the strings of a violin, that comprise the fabric of our universe and â€Å"rhythmically beat out the laws of the cosmos† (18).   Ã‚  Ã‚  Ã‚  Ã‚  String theory is a revolutionary way of explaining the complexity of the cosmos. It is the unified theory of physics that Einstein searched for but never found. It forces us to look at the world in which we live in a drastically different and beautiful way. String theory states that all aspects of our universe consist of infinitesimally small, vibrating loops of energy (14). Like Pythagoras’ idea of the â€Å"music of the spheres†, these universal strings vibrate and oscillate, producing different notes in a cosmic symphony. Strings are the most basic constituents of matter, â€Å"atoms† in the true sense of the word. According to physicists, string theory may hold the key to understanding the inner workings of the universe. As Brian Greene states in his book The Elegant Universe:   Ã‚  Ã‚  Ã‚  Ã‚   String theory has the potential to show that all of the wondrous happenings in the universe--from the frantic dance of subatomic quarks to the stately waltz of orbiting binary stars, from the primordial fireball of the big bang to the majestic swirl of heavenly galaxies--are reflections of one grand physical principle, one master equation (5). String theory is the first theory able to combine the undeniable, yet conflicting truths of Einstein’s general theory of relativity and the newly emerging field of quantum mechanics.