Outline two perspectives on learning Essay

Classical Conditioning is when behaviour is learned through a stimulus response bond (S_R) This is done by using unconditioned stimuli as well as conditioned stimuli. Simply put this method of behaviourist learning is able to create behaviour that doesn’t normally exist (e.g. salivating at the sound of a bell) this is done through association. For example if a person was to ring a bell right before they fed the dog, the dog would salivate due to the presence of the food. If done enough times, the dog would salivate at the sound of the bell alone, even if no food was present (Pavlov’s experiment) Operant Conditioning is used to shape behaviour that already exists in the learner. This is done through reinforcement whether it be positive (rewarding) negative (taking away a negative trait) or punishment Skinner found that people are more likely to learn a behaviour if they are rewarded after doing it (e.g. praise, gifts etc.)  SLT refers to Bandura’s research, as he believed that people can learn through vicarious learning watching other people doing or not doing as they do. This is done by Modelling, which can mean to make an example of a peer in school, thus showing others how to, or not to act. Humanistic Carl Rogers believed that people learn best when they are given/shown Unconditional positive regard, empathy and genuiness. This looks at learners as human beings with sensitivities and self esteem as opposed to machines which can be programmed (behaviourist) Maslow was another humanistic believers he created the hierarchy of needs, suggesting that the learners needed their basic needs to be satisfied (food safety belingingess) before they can learn and have the desire to explore the â€Å"meta needs† (learning etc.)    Due to the fact that the three perspectives are so different in design, it can be very difficult to say how one method is nomothetically better than another. Each perspective has its own strong and weak points.  The behaviourist perspective is a very affective method of learning as performance levels tend to be at the highest when the techniques of classical, Operant and SLT are applied. However this suggests that people learn only what they show, valuing nothing but the behaviour of the learner. For example the use of Classical Conditioning can create associations which can benefit the learner (e.g. standing up when a governor enters the room) as it can avoid embarrassment however, it can also be considered unethical to use such techniques as learners ten can become unable to control their own actions as the SR bond created put their behaviour in the control of the subconscious therefore using classical conditioning techniques would not be best when trying to teach something of a creative nature (e.g. art, music etc.) as personal control is very important in these subjects Another ethical issue with the use of behaviourist tactics in learning is that the reinforcement can hurt the learner’s self esteem. This can be seen in Operant Conditioning techniques like punishment in that although the behaviour may be shaped to an â€Å"acceptable standard†, the learners would become less motivated to produce work. This can also play a role in bad association between the student and the subject being taught in that they don’t like how the behaviourists teacher treats them, they would learn to dislike the subject as opposed to simply the teacher. The Humanistic view, due to the fact that they value the development of the person more than the acquisition of trivial knowledge, can often very poor exam results within schools. An example of this would be the Summerhill school (Neil) which applied a completely humanistic approach to the workings of the school (e.g. no reinforcement of class attendance, no rules etc.) the results of this experiment showed that with the humanistic perspective, exam results were poor, however follow up studies showed that psychological problems and better stability within alumni Another possible criticism of the humanistic views of Maslow is that there are people who can learn in school very well yet not have all of their basic needs satisfied (e.g. negligent parenting) however it can be said that the higher meta needs would be easier to pursue if the basic needs were provided for the learner. This goes against Maslow’s theory in that the hierarchy of needs can have exceptions based on individual differences (which can be analysed in the Myers Briggs Personality Indicator) Cognitive psychologists believe that all information can be presented in a way that’s best taken on by the learner. However this goes against the theories of Piaget and Ausubel who thought that information was exclusively better if present in certain ways, (bit by bit versus all encompassing respectively) The cognitive approach doesn’t consider the learners as anything but information processors, which can also hurt students self esteem as they are not necessarily regarded as human beings who are valued (Rogers) When it comes down to it each perspective is very helpful to the improvement of learning within children however if used exclusively can cause their own contrasting problems. The best way in my eyes is to create a hybrid of the systems, for example, in regards to dealing with disruptive behaviour a behaviourist system of punishment be most effective, but then followed up with a humanistic debrief, (explaining why being punished) this would allow the student to learn the behaviour as well as maintain or reinforce self esteem.

Ggr252 Notes Essay

To gain a better understanding of the retail and commercial activity in the Toronto area, two different types of retail will be evaluated in the following report. The character, market orientation and location of a retail space all play crucial role in contributing to the success of the business. All three aspects of the retail spheres will be carefully assessed in order to make direct comparisons between the two types of retail businesses. The two retail systems that will be contrasted includes the ancillary retail system in downtown Toronto and the Retail Strip on Spadina, south of Baldwin. Part A – Ancillary Retail (First Canadian Place) The ancillary retail system in downtown Toronto is one of the most unique retail systems in the world. It is an underground shopping center that connects all the major banks and towers in the core of the city. The specific area that we investigate is called â€Å"First Canadian Place† and it is located on King & Bay St. This geographic region is one of the most densely engaged regions in all of Canada and this is because of the large skyscrapers that are located on top of this retail center. Its primary customers are upper-middle class workers that are working in the surrounding banks and institutions. Most of the consumers are not wearing jackets and this suggests that they were able to access this center without going outdoors. This is a significant advantage because people are more willing to go to areas that are easily accessible. The retail center is easily accessible by many different types of transportation. There are two subway stations that are located within this are a and there are also buses on the street level. As well, it is very accessible by foot because the retail center is connected to many other different shopping centers in the core of Toronto. There are many different types of stores in this retail center but they are all focused on â€Å"white collars†. Most of the customers are workers in large firms and they want quick access to different types of stores. This is why there is a large amount of fast-food/food court stores that allow workers to have their lunch quickly and efficiently. The busiest time of the day for this retail center is during lunch hour and rush hours because it is very convenient for all the workers to access this center. A 15 minute pedestrian count during lunch hours (around 1:30pm) indicated that approximately 1993 people access this ancillary retail system. This system  is in private property because it is under many large skyscrapers which are owned by private firms. This system is not very easy to navigate because of the complex connections of different shopping centers. Part B – Spadina, South of Baldwin (China Town) The retail strip on Spadina, south of Baldwin (known as China Town) is a completely different type of retail center. This retail is located outside and it is very easy to navigate since the arrangement of the retail stores is not complex. The streetcar track on Spadina helps people to identify the directions more easily (North ↔ South). This area is accessible by public transportation as a result of the frequent availability of streetcars and subway. There are also parking spots on either side of the road that can accommodate for cars. The area surrounding this retail strip consists of schools, university, and small houses. There are a wide variety of stores within the retail strip, offering customers many selections to choose from. Most of the retail spaces consist of restaurants, fashion and accessories stores, and family health services. However, there are also other services being offered, such as banking services, furthermore, there are meat shop and supermarket. This retail space is considered to be public as the entire business strip is not managed or controlled as a whole by any rules and regulations. And most evidently, the retail strip itself is located on a public street. It is possible that the city planners may have designed the street and the retail area to accommodate for the needs of the surrounding residential area. However, the actual stores and their specific styles and characteristics that each retail business offers are mainly unplanned (there might be some planned aspects). In the pedestrian count that was conducted during lunch time (around 1:30pm), a total of 327 pedestrians were counted during the 15-minute count. Chinatown is geared toward the market segment of low to mid-income individuals. Thus, most of the pedestrians are dressed in casual wear and jackets (Note: stores are located outside – winter period). The majority of consumers in this retail strip are Asians who speak Cantonese or mandarin and large portion of them are seniors. Part C – Compare and Contrast After careful analysis of the above two retail spaces, many similarities and differences can be drawn. First and foremost, both business entities consist of multiple retail stores that offer a vast variety of goods and services. This allows customers to have and opportunity to be exposed to a great selection of goods and services, and also creates convenience for the shoppers. In considering the physical location and layout of the two retail spaces, it is evident that both are located where a large amount of traffic can be found. People arrive at these areas by cars, transit (streetcars in China Town/buses in First Canadian Place, subway, cars for both), and walk, etc. This brings more customers to the businesses, and also helps accommodate for large amounts of traffic, which may be created as a result of it. Therefore, in terms of accessibility, both locations are very convenient to customers everywhere because of public access. The Ancillary Retail System is located in one of the most important commercial centers in Canada. There is a large population working above this system and this allows the system to have many customers during the weekdays. The disadvantage is that workers do not work during weekends would cause the system to have less customers, or the stores in the system might not be even opened during the weekends. The major disadvantage to the retail strip is that since the strip is located outdoors, many people would not be willing to shop outdoors in the cold winter. It is possible that the number of customers in the summer would be greater than the numbers in the winter, but it is more likely that customers would prefer the PATH since the system would have the air conditioning turned on in the summer. In both of the retail areas, we can see their different layouts. In First Canadian Place, most of the food services are centralized in the food court, whereas in the retail strip there are no spe cific patterns or layouts. This might be because it is a public space and the retail center is unplanned. The two different types of retail vary in their composition. The PATH system has more chaining retails than those in the retail strip. The stores’ degree of speciality in the strip is higher, this is because the stores are independent and owned by individuals that has the freedom to decorate the store and sell as they wish, without rules and regulations. Through the evidence from my observations, I believe that the retail strip  is less managed than the Ancillary System, because of the nature of the area. The retail strip is located on a public road, the city planners at most are doing their jobs setting out this area as retail but not as much as planning each store and how many stores of different types for this strip to be successful. The Ancillary Retail though, is a planned center, the land is owned as private property, and therefore, the stores run under rules and regulations. Before the stores can open in this planned center, marketing would have been done to see if th e center can accommodate another such shop in there. I believe that everything that goes in the PATH is carefully monitored and managed by a department under its private owner. Although own is private and one is public, one is planned and one is unplanned, despite these differences, they also have many similarities that kept them both running; their styles and selections attract different kinds of customers. The different specialty stores on the retail strip would attract customers that are looking for uniqueness and those that are looking for Oriental-style cuisines, and the stores in the Ancillary Retail would provide customer with convenience to their everyday needs and quick services such as the fast food services to customers who work nearby. Overall, these two different retail areas have their own qualities that attract customers, and everyday there are changes in the market and changes are made in those types of retail everywhere to suit out changing needs.

Children of Heaven Analysis Movie Review Example | Topics and Well Written Essays - 1000 words

Children of Heaven Analysis - Movie Review Example Even though the boy is a small child himself, it is the family value in the culture depicted in the film that compels him to feel responsible for his younger sister (Majidi and Esfandiari, 1998). The girl also looks up to him as a protector and as the one who can solve all of her problems (Majidi and Esfandiari, 1998). The father of the boy is depicted as a poor laborer who loves his family and children and is always thinking about ways to improve their lives (Majidi and Esfandiari, 1998). Though the father seems to be unmindful to the words of the boy when the boys asks him to buy a pair of shoes for his sister, towards the end of the film, the father is seen returning with a newly bought pair of shoes (Majidi and Esfandiari, 1998). This is another example of the bonding and concern that runs deep within this family. The social network in the neighborhood in which the boy and his family lives is presented in the film as a closely knit community where everybody knows everybody and th e general mood is of friendly coexistence. The cobbler seen in the first scene is very cordial with the boy (Majidi and Esfandiari, 1998). ... There is kindness sprinkled throughout this film as if suggesting that people are normally good. Apart from the small vices like the grocer not using his weighing machine to weigh the vegetable he sells to the boy, the people depicted in this film are generally simple and harmless. When the girl loses one of her shoes in the sewage canal, the stranger who sees her crying, come to help (Majidi and Esfandiari, 1998). He along with another laborer saves her shoe from the sewage canal (Majidi and Esfandiari, 1998). They urgently attend to her problem just because they are also poor people and know how valuable even an worn out shoe can be for a poor little girl in their neighborhood. Similarly, the rich man who pays some extra money to the father of the boy and girl for the mending work that he does in his garden, represents another example of goodness inherent to the community (Majidi and Esfandiari, 1998). By sharing his toys with the worker's son, the rich man's grandson also adds his share to this kindness (Majidi and Esfandiari, 1998). In totality, the film presents poverty and hope as two synchronizing notes in the symphony of humane existence. The physical settings of the film depict a semi-urban neighborhood where poverty coexists along with moderate wealth. The school is presented as a space that instills hope for future. The boy protagonist is a bright student despite his poor background (Majidi and Esfandiari, 1998). The place he lives presents rather austere livelihood options for his community (Majidi and Esfandiari, 1998). Yet there is a cleanliness visible in the small world of the poor people here (Majidi and Esfandiari, 1998). Whether it be the oven scene where bread is baked, the

Berlin Airlift Essay Example | Topics and Well Written Essays - 2000 words

Berlin Airlift - Essay Example This study outlines that  the divergence of views on the status of Berlin soon emerged. The Soviet Union considered the presence of the other three Western nations only as a temporary occupation. As Joseph Stalin claimed, in economic and administrative terms, the whole of Berlin belonged to the Soviet-occupied zone of Germany.   On the other hand, the Western Powers asserted that the citizens of Berlin had the right to choose and determine the future.  Ã‚  From this paper it is clear that  the rift was further aggravated given the difference in Soviet Union’s and Western nation’s viewpoints regarding the economic recovery plan for Germany.   The former believed that Germany should be incapacitated to launch another war since Stalin assumed that Germany along with Japan could once again be perils to Soviet Union by 1960s.   On the contrary, the Western Powers, particularly the US, stressed that the post war reconstruction of Europe primarily depends on the re building of German economy and industry.  In line with the Western recovery plan, the unification of the Western-occupied sectors in Germany, dubbed as the Marshall Plan, was announced on March 6, 1948. The three Western zones would be consolidated with an independent federal government.  In this regard, the Soviet Union withdrew from the Allied Control Council administering over Berlin due to the perceived violation of the Potsdam Agreement by the Western Powers.... In this regard, the Soviet Union withdrew from the Allied Control Council administering over Berlin due to the perceived violation of the Potsdam Agreement by the Western Powers ("Reader's Companion to American History"). Apparently, the country was divided into East Germany under the Soviet Union and West Germany under Western Power control. As such, Berlin was similarly divided. As a pre-requisite for the establishment of independence, the Western Powers called for the revival of the economy. During those times, the only active economy in West Germany was the black market. To push through with the Marshall Plan, the underground economy would have to be destroyed. The Western Powers believed that currency reform was the answer. (Botting) Currency Reform As part of the proposed change in currency, a brand new currency, the Deutschemark, would replace the highly depreciated Reichsmark. The Deutschemark was set with a stable and universally accepted value. For the plan to succeed, the currency reform operation was carried out in utmost secrecy. They deemed it crucial that no leak was generated for this would result to adverse international consequence. (Botting) When the new currency was announced in June 23, 1948, substantial economic recovery commenced in West Germany. The confidence in money was revived and economy normalized as traders abandoned the barter system and sold goods in exchange for cash. The shops were also filled with various consumer goods which had not been sold legally for a long time. (Botting) Soviet Reaction The introduction of the new currency proved to be unacceptable for the Soviet Union. In a meeting between Stalin and three Western

After a full week of work, there's nothing better than day off. Write Essay

After a full week of work, there's nothing better than day off. Write an describing your perfect day off and give details of your activities for the day - Essay Example This is to ensure of my good health and I consider this to be very relaxing. After I walk, I come back home and I enjoy a good breakfast with my family members. It is a very good start and we get the time to discuss the happenings of the entire week. We plan picnics and holidays mostly on that day so that we are bound to be with each other. Furthermore, I always plan these visits to adventurous locations where we can always have a new experience. I also pursue my hobby of photography and save memories by capturing precious moments with my family. For dinner, I dine out with my friends so that I can enjoy a good dinner as well as spend time with them. After an entire week of work, a day off from work serves to be very refreshing. It is on this day that I can actually sit and spend time with my friends and family. Furthermore, I get an opportunity to visit new places and also engage in photography which is my

Danish Bottles Commission of European Communities v. Kingdom of Case Study

Danish Bottles Commission of European Communities v. Kingdom of Denmark - Case Study Example From this paper it is clear that the Commission of the European Communities saw some sense in their complaints thus leading them to argument upon Denmark concerning such strict restrictions. With such change in twist, the reporter disagrees with the CEC and second Denmark on their stand. The reason is that producing in returnable containers is cheaper for the production sector and at the same time environmental friendly. The Danish government is proposing such laws for the purposes of regulating production such as conserving the resources while reducing the volume of waste and ensuring quality measures. In addition, this environmental measure aims at ensuring a clean and secure production system in the industries. He agrees with the idea of protecting the environment and stabilizing the quality of production. This gives room to monitor and prevent some companies that might be interested at making profits in producing substandard drinks at the expense of the health of consumers. The s ame process will also give the government an ample time to monitor the rate of production and thus determine the duty charges to impose on producing firms. For this case, economics is vital for proving valuable evidence on the impacts of having such regulations to the market. For example, CEC presented a case before the EC institutions saying that such rules were aiming at preventing foreign countries from selling at Denmark while at the other end protecting the local production in Denmark. Ethics on the other hand looks at ensuring equal satisfaction of each member state without oppressing any member state in one way or another. For example, ethics emphasis that matters of environment conservation should be given less consideration since have too many restrictions by individual countries.

Information System and Knowledge Management Essay

Information System and Knowledge Management - Essay Example Ans: In Information systems the name of a particular aspect does not represent its identity. It can be catered to several aspects of Information system. In data communication terminology, data is sent across several networks and it faces possible threats of stealing information by intruders. Thus obscuring data is essential and thereby name is hidden from its identity for safety reasons. It is also termed as encryption where the original data or identity is concealed and does not represents its real name. The concept of I-names and IP addresses where the original name is usually hidden with user friendly ones are also a good example. The domain names are usually represented by user friendly names which are in reality numbers which represents a unique address. Domain names are intended to unambiguously associate a name to an IP address. This cultural identity and empowerment comes from seeing communication and identification occurring in a way that seems natural in one's native language. While the bulk of the content on the Internet has been in English, this is increasingly changing. (Christine, 2006) The importance of the distinction is a balanced presentation of whether names should be allowed to represent its identity or not. Online personal spaces which allow a person to be known over the internet are often represented by his identity and his real name is often hidden. For instance, in many cases in these spaces it is difficult to check the validity of the information declared by a user, and therefore to trust the validity of the "displayed" identity (for instance people do not hesitate to change gender in online forums or online games). For instance, a... The importance of the distinction is a balanced presentation of whether names should be allowed to represent its identity or not. Online personal spaces which allow a person to be known over the internet are often represented by his identity and his real name is often hidden. For instance, in many cases in these spaces it is difficult to check the validity of the information declared by a user, and therefore to trust the validity of the â€Å"displayed† identity (for instance people do not hesitate to change gender in online forums or online games). For instance, a fantasy world will give an insignificant employee in the real world the opportunity to become a renowned knight, a blog will provide a professor the possibility to become a rock and cultural critic, and a dating system will permit an introvert to overcome his/her shyness in an online world and to engage in some relationships with individuals of the opposite gender. The negative approach to the distinction is that enormous fraud is taking place with regard to identity theft and false impersonation which results in a breach of law and trust. There are several ways in which universal categories obscure important information. In the field of astronomy, it is observed quite a much. The scientific case is itself controversial, but many scientists and philosophers believe in the existence of unobservable, provided the theories that postulate them best explain the observable phenomena under study. For example, many believe the universe contains â€Å"black holes".

Business Ethics Essay Example | Topics and Well Written Essays - 1000 words - 4

Business Ethics - Essay Example It is now again trying to sell itself inviting offers from Qwest and Verizon, both of who are also recovering from debts. They are trying to outbid others and making promises which they may not be able to maintain as business deteriorates. This is again a matter of concern because ethics are compromised under such circumstances. The Corporate Governance norms were violated at WorldCom, which is unexpected of the Directors and the CEO. Over ambitiousness of the CEO to acquire several companies with the stocks of WorldCom led him to boost the company’s profits artificially by as much as $3.9 billion (Bhattacharya, 2004). Costs were considered as capital investment which helped the company to sustain its apparently smooth and rapid earning growth. They even claimed depreciation of the ‘capital investments’. The behavior of the CEO and the CFO were the driving forces behind the unethical conduct. The CEO utilized the company loan of $400 million to buy ranches and other personal properties, which is unethical. He used the services of the CFO to ensure rising stock prices so that his personal stake would provide the security for the loan. They hid the information from the external auditor. Additionally, the big names in auditing and accounting have failed to detect the irregularities or to gu ide the firms. This would amount to hidden complicity between the auditors and WorldCom. The audit committee did not have a financial expert. Besides, they had the sole authority to appoint, retain, compensate, evaluate and terminate the company’s independent auditors (Petra, 2006). WorldCom had crumbled because of its unethical practices. MCI on the other hand was reputed for its â€Å"integrity, innovation and value† (Thurston, 2007). WorldCom’s name was changed to MCI as a part of the reorganization plan filed in the bankruptcy court in US. According to the executive vice-president, they wanted to re-establish

An analysis of Information Security Governance in the Universities in Zimbabwe Essay Example for Free

An analysis of Information Security Governance in the Universities in Zimbabwe Essay Abstract The complexity and criticality of information security and its governance demand that it be elevated to the highest organizational levels. Within a university setup, information assets include student and personnel records, health and financial information, research data, teaching and learning materials and all restricted and unrestricted electronic library materials. Security of these information assets is among the highest priorities in terms of risk and liabilities, business continuity, and protection of university reputations. As a critical resource, information must be treated like any other asset essential to the survival and success of the organization. In this paper the writer is going to discuss the need for implementing Information Security Governance within institutions of higher education. Further than that, a discussion on how to best practice Information Security governance within the universities in Zimbabwe followed by an assessment on how far the Zimbabwean universities have implemented Information Security Governance. A combination of questionnaires and interviews is going to be used as a tool to gather data and some recommendations are stated towards the end of the paper. Introduction Governance, as defined by the IT Governance Institute (2003), is the â€Å"set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the enterprise’s resources are used responsibly.† Information security governance is the system by which an organization directs and controls information security (adapted from ISO 38500). It specifies the accountability framework and provides oversight to ensure that risks are adequately mitigated as well as ensuring that security strategies are aligned with business and consistent with regulations. To exercise effective enterprise and information security governance, boards and senior executives must have a clear understanding of what to expect from their enterprise’s information security programme. They need to know how to direct  the implementation of an information security programme, how to evaluate their own status with regard to an existing security programme and how to decide the strategy and objectives of an effective security programme (IT Governance Institute, 2006). Stakeholders are becoming more and more concerned about the information security as news of hacking, data theft and other attacks happen more frequently than ever dreamt of. Executive management has been showered with the responsibility of ensuring an organization provides users with secure information systems environment. Information security is not only a technical issue, but a business and governance challenge that involves adequate risk management, reporting and accountability. Effective security requires the active involvement of executives to assess emerging threats and the organization’s response to them (Corporate Governance Task Force, 2004). Furthermore the organizations need to protect themselves against the risks inherent in the use of information systems while simultaneously recognizing the benefits that can accrue from having secure information systems. Peter Drucker (1993) stated: â€Å"The diffusion of technology and the commodification of information transforms the role of information into a resource equal in importance to the traditionally important resources of land, labor and capital.† Thus as dependence on information system increases, the criticality of information security brings with it the need for effective information security governance. Need for Information Security Governance within universities. A key goal of information security is to reduce adverse impacts on the organization to an acceptable level of risk. Information security protects information assets against the risk of loss, operational discontinuity, misuse, unauthorized disclosure, inaccessibility and damage. It also protects against the ever-increasing potential for civil or legal liability that organizations face as a result of information inaccuracy and loss, or the absence of due care in its protection. Information security covers all information processes, physical and electronic, regardless whether they involve people and technology or relationships with trading partners, customers and third parties. Information security addresses information protection, confidentiality, availability and integrity throughout the life cycle of the information and its use within the organization. John P. Pironti (2006) suggested that among many reasons for information security  governance, the most important one is the one concerned with the legal liability, protection of the organization’s reputation and regulatory compliance. With the university setup, all members of the university community are obligated to respect and, in many cases, to protect confidential data. Medical records, student records, certain employment-related records, library use records, attorney-client communications, and certain research and other intellectual property-related records are, subject to limited exceptions, confidential as a matter of law. Many other categories of records, including faculty and other personnel records, and records relating to the universitys business and finances are, as a matter of university policy, treated as confidential. Systems (hardware and software) designed primarily to store confidential records (such as the Financial Information System and Student Information System and all medical records systems) require enhanced security protections and are controlled (strategic) systems to which access is closely monitored. Networks provide connection to records, information, and other networks and also require security protections. The use of university information technology assets in other than a manner and for the purpose of which they were intended represents a misallocation of resources and, possibly, a violation of law. To achieve all this in today’s complex, interconnected world, information security must be addressed at the highest levels of the organization, not regarded as a technical specialty relegated to the IT department. Information security is a top-down process requiring a comprehensive security strategy that is explicitly linked to the organization’s business processes and strategy. Security must address entire organization’s processes, both physical and technical, from end to end. Hence, Information security governance requires senior management commitment, a security-aware culture, promotion of good security practices and compliance with policy. It is easier to buy a solution than to change a culture, but even the most secure system will not achieve a significant degree of security if used by ill-informed, untrained, careless or indifferent personnel (IT Governance Institute, 2006). In an interview the executive director and information security expert on IT Governance and cyber security with the IT Governance and Cyber Security Institute of sub-Saharan Africa, Dr Richard Gwashy Young has this to say â€Å"†¦remember in  Zimbabwe security is regarded as an expense not an investment† (Rutsito, 2012). Benefits of Information Security Governance Good information security governance generates significant benefits, including: The Board of directors taking full responsibility for Information security initiatives Increased predictability and reduced uncertainty of business operations by lowering information security-related risks to definable and acceptable levels Protection from the increasing potential for civil or legal liability as a result of information inaccuracy or the absence of due care. The structure and framework to optimize allocation of limited security resources Assurance of effective information security policy and policy compliance A firm foundation for efficient and effective risk management, process improvement, and rapid incident response related to securing information A level of assurance that critical decisions are not based on faulty information Accountability for safeguarding information during critical business activities. Compliances with local and international regulations will be easier Improved resource management, optimizing knowledge, information security and information technology infrastructure The benefits add significant value to the organization by: Improving trust in customer/client relationships Protecting the organization’s reputation Decreasing likelihood of violations of privacy Providing greater confidence when interacting with trading partners Enabling new and better ways to process electronic transactions like publishing results online and online registration. Reducing operational costs by providing predictable outcomes—mitigating risk factors that may interrupt the process The benefits of good information security are not just a reduction in risk or a reduction in the impact should something go wrong. Good security can improve reputation, confidence and trust from others with whom business is conducted, and can even improve efficiency by avoiding wasted time and effort recovering from a security incident (IT Governance Institute, 2004). Information Security Governance Outcomes Five basic outcomes can be expected to result from developing an effective governance approach to information security: Strategic alignment of information security with institutional objectives Reduction of risk and potential business impacts to an acceptable level Value delivery through the optimization of security investments with institutional objectives Efficient utilization of security investments supporting organization objectives Performance measurement and monitoring to ensure that objectives are met Best practices The National Association of Corporate Directors (2001), recognizes the importance of information security and recommends four essential practices for boards of directors. The four practices, which are based on the practicalities of how boards operate, are: Place information security on the board’s agenda. Identify information security leaders, hold them accountable and ensure support for them. Ensure the effectiveness of the corporation’s information security policy through review and approval. Assign information security to a key committee and ensure adequate support for that committee. It is critical that management ensure that adequate resources are allocated to support the overall enterprise information security strategy (IT Governance Institute, 2006). To achieve effective information security governance, management must establish and maintain a framework to guide the development and maintenance of a comprehensive information security programme. According to Horton, et al (2000), an information security governance framework generally consists of: An information security risk management methodology; A comprehensive security strategy explicitly linked with business and IT objectives; An effective security organizational structure; A security strategy that talks about the value of information both protected and delivered; Security policies that address each aspect of strategy, control and regulation; A complete set of security standards for each policy to ensure that procedures and guidelines comply with policy; Institutionalized monitoring processes to ensure compliance and provide feedback on effectiveness and mitigation of risk; A process to ensure  continued evaluation and update of security policies, standards, procedures and risks. This kind of framework, in turn, provides the basis for the development of a cost-effective information security program me that supports an organization’s goals and provides an acceptable level of predictability for operations by limiting the impacts of adverse events. In his article Kaitano (2010), pointed some characteristics of good corporate governance coupled with good security governance. These include and not limited to: Information security being treated as and organization wide issue and leaders are accountable. Leads to viable Governance, Risk and Compliance(GRC) Milestones It is risk-based and focuses on all aspects of security Proper frameworks and programs have been implemented It is not treated as a cost but a way of doing business Roles, responsibilities and segregation of duties are defined It is addressed and enforced by policy Adequate resources are committed and Staff are aware and trained It is planned, managed, measurable and measured It is reviewed and audited The overall objective of the programme is to provide assurance that information assets are protected in accordance with their value or the risk their compromise poses to an organization. The framework generates a set of activities that supports fulfillment of this objective. Principles for information security within the University In their article titled Information Security Policy: Best Practice Document, Hostland et al (2010) pointed out some guiding principles for information security within a university setup. The following are some of the principles they mentioned: 1. Risk assessment and management The universitys approach to security should be based on risk assessments and should be continuously done and the need for protective measures evaluated. Measures must be evaluated based on the universitys role as an establishment for education and research and with regards to efficiency, cost and practical feasibility. An overall risk assessment of the  information systems should be performed annually. Risk assessments must identify, quantify and prioritize the risks according to relevant criteria for acceptable risks. Risk assessments should be carried out when implementing changes impacting information security. Some recognized methods of assessing risks like ISO/IEC 27005 should be employed. Risk management is to be carried out according to criteria approved by the management at University. Risk assessments must be approved by the management and if a risk assessment reveals unacceptable risks, measures must be implemented to reduce the risk to an acceptable level. 2. Information security policy The Vice Chancellor should ensure that the information security policy, as well as guidelines and standards, are utilized and acted upon. He must also ensure the availability of sufficient training and information material for all users, in order to enable the users to protect the universitys data and information systems. The security policy should be reviewed and updated annually or when necessary, in accordance with principles described in ISO/IEC 27001. However, all important changes to universitys activities, and other external changes related to the threat level, should result in a revision of the policy and the guidelines relevant to the information security. 3. Security organization The Vice Chancellor is responsible for all government contact. The university should appoint CSO (Chief Security Officer). Each department and section should also be responsible for implementing the units information security. The managers of each unit must appoint separate security administrators. The Registrar Academics has the primary responsibility for the information security in connection with the student registry and other student related information. The IT Director has executive responsibility for information security in connection with IT systems and infrastructure. The Operations manager has executive responsibility for information security in connection with structural infrastructure. He also has overall responsibility for quality work, while the operational responsibility is delegated according to the management structure. The Registrar Human Resources also has executive responsibility for information security according to the Personal Data Act and is the controller on a daily basis of the personal information of the  employees. The Registrar Academics and Research Administration have also executive responsibility for research related personal information. Universitys information security should be revised on a regular basis, through internal control and at need, with assistance from an external IT auditor. 4. Information security in connection with users of Universitys services Prior to employment security responsibility and roles for employees and contractors should be described. A background check is should also be carried out of all appointees to positions at the university according to relevant laws and regulations. A confidentiality agreement should be signed by employees, contractors or others who may gain access to sensitive and/or internal information. IT regulations should be accepted for all employment contracts and for system access for third parties. During employment, the IT regulations for the universitys information security requirements should be in place and the users responsibility for complying with these regulations is to be emphasized. The IT regulations should be reviewed regularly with all users and with all new hires. All employees and third party users should receive adequate training and updating regarding the Information security policy and procedures. Breaches of the Information security policy and accompanying guidelines will normally result in sanctions. Universitys information, information systems and other assets should only be utilized for their intended purpose. Necessary private usage is permitted. Private IT equipment in the universitys infrastructure may only be connected where explicitly permitted. All other use must be approved in advance by the IT department. On termination or change of employment, the responsibility for termination or change of employment should be clearly defined in a separate routine with relevant circulation forms. The universitys assets should be handed in at the conclusion of the need for the use of these assets. University should change or terminate access rights at termination or change of employment. A routine should be present for handling alumni relationships. Notification on employment termination or change should be carried out through the procedures defined in the personnel system. 5. Information security regarding physical conditions IT equipment and information that require protection should be placed in secure physical areas. Secure areas should have suitable access control to  ensure that only authorized personnel have access. All of the Universitys buildings should be secured according to their classification by using adequate security systems, including suitable tracking/logging. Security managers for the various areas of responsibility should ensure that work performed by third parties in secure zones is suitably monitored and documented. All external doors and windows must be closed and locked at the end of the work day. On securing equipment, IT equipment which is very essential for daily activities must be protected against environmental threats (fires, flooding, temperature variations). Information classified as sensitive must not be stored on portable computer equipment (e.g. laptops, cell phones, memory sticks). If it is necessary to store this information on portable equipment, the information must be password protected and encrypted in compliance with guidelines from the IT department. During travel, portable computer equipment should be treated as carry-on luggage. Fire drills should also be carried out on a regular basis. 6. IT communications and operations management Purchase and installation of IT equipment and software for IT equipment must be approved by the IT department. The IT department should ensure documentation of the IT systems according to universitys standards. Changes in IT systems should only be implemented if well-founded from a business and security standpoint. The IT department should have emergency procedures in order to minimize the effect of unsuccessful changes to the IT systems. Operational procedures should be documented and the documentation must be updated following all substantial changes. Before a new IT system is put in production, plans and risk assessments should be in place to avoid errors. Additionally, routines for monitoring and managing unforeseen problems should be in place. Duties and responsibilities should be separated in a manner reducing the possibility of unauthorized or unforeseen abuse of the universitys assets. Development, testing and maintenance should be separated from operations in order to reduce the risk of unauthorized access or changes, and in order to reduce the risk of error conditions. On system planning and acceptance, the requirements for information security must be taken into consideration when designing, testing, implementing and upgrading IT systems, as well as during system changes. Routines must be developed for  change management and system development/maintenance. IT systems must be dimensioned according to capacity requirements and the load should be monitored in order to apply upgrades and adjustments in a timely manner as it is especially important for business-critical systems. Written guidelines for access control and passwords based on business and security requirements should be in place. Guidelines should be re-evaluated on a regular basis and should contain password requirements (frequency of change, minimum length, character types which may/must be utilized) and regulate password storage. All users accessing systems must be authenticated according to guidelines and should have unique combinations of usernames and passwords. Users are responsible for any usage of their usernames and passwords. Data Gathering A structured questionnaire adapted and modified from previous questionnaires used by Corporate Governance Task Force, (2004) was used as the main instrument to gather data. Of the total 13 universities in Zimbabwe, 9 managed to participate in this research. The questionnaires were completed by the Executive Dean, IT Director, Operations Manager or Chairperson for the department. Section I: Organizational Reliance on IT The first section was designed to help in determining the institution’s reliance on information technology for business continuity. Table 1: Characteristics of Organization Questions Scores/Frequency 0 1 2 3 4 Dependence on information technology systems and the Internet to conduct academic, research, and outreach programs and offer support services 9 Value of organization’s intellectual property stored or transmitted in electronic form 2 7 The sensitivity of stakeholders (including but not limited to students, faculty, staff, alumni, governing boards, legislators, donors, and funding agencies) to privacy 2 3 4 Level of regulation regarding security (international, federal, state, or local regulations) 1 4 3 1 Does your organization have academic or research programs in a sensitive area that may make you a target of violent physical or cyber attack from any groups? 5 1 2 1 Total score 1 9 6 7 22 Scoring: Very Low = 0; Low = 1; Medium = 2; High = 3; Very High = 4 Section II: Risk Management: This section assesses the risk management process as it relates to creating an information security strategy and program. Table 2: Information Security Risk Assessment Questions Scores/Frequency 0 1 2 3 4 Does your organization have a documented information security program? 2 5 2 Has your organization conducted a risk assessment to identify the key objectives that need to be supported by your information security program? 2 4 3 Has your organization identified critical assets and the functions that rely on them? 2 2 5 Have the information security threats and vulnerabilities associated with each of the critical assets and functions been identified? 2 4 2 1 Has a cost been assigned to the loss of each critical asset or function? 1 3 3 2 Do you have a written information security strategy? 2 4 2 1 Does your written information security strategy include plans that seek to cost-effectively reduce the risks to an acceptable level, with minimal disruptions to operations? 4 2 2 1 Is the strategy reviewed and updated at least annually or more frequently when significant changes require it? 2 3 3 1 Do you have a process in place to monitor federal, state, or international legislation or regulations and determine their applicability to your organization? 2 2 3 2 1 Total 10 16 26 14 16 Scoring: Not Implemented = 0; Planning Stages = 1; Partially Implemented = 2; Close to Completion = 3; Fully Implemented = 4 Section III: People This section assesses the organizational aspects of the information security program. Table 3: Information Security Function/Organization Questions Scores/Frequency 0 1 2 3 4 Do you have a person that has information security as his primary duty, with responsibility for maintaining the security program and ensuring compliance? 4 3 1 1 Do the leaders and staff of your information security organization have the necessary experience and qualifications? 5 2 2 Is responsibility clearly assigned for all areas of the information security architecture, compliance, processes and audits? 3 4 1 1 Do you have an ongoing training program in place to build skills and competencies for information security for members of the information security function? 2 2 3 2 Does the information security function report regularly to institutional leaders and the governing board on the compliance of the institution to and the effectiveness of the information security program and policies? 2 3 3 1 Are the senior officers of the institution ultimately responsible and accountable for the information security program, including approval of information security policies? 3 4 2 Total 16 17 14 7 0 Scoring: Not Implemented = 0; Planning Stages = 1; Partially Implemented = 2; Close to Completion = 3; Fully Implemented = 4 Section IV: Processes This section assesses the processes that should be part of an information security program. Table IV: Security Technology Strategy Questions Scores/Frequency 0 1 2 3 4 Have you instituted processes and procedures for involving the security personnel in evaluating and addressing any security impacts before the purchase or introduction of new systems? 2 3 3 1 Do you have a process to appropriately evaluate and classify the information and information assets that support the operations and assets under your control, to indicate the appropriate levels of information security? 1 2 3 2 1 Are written information security policies consistent, easy to understand, and readily available to administrators, faculty, employees, students, contractors, and partners? 2 3 3 1 Are consequences for noncompliance with corporate policies clearly communicated and enforced? 1 3 2 3 1 Do your security policies effectively address the risks identified in your risk analysis/risk assessments? 2 3 4 Are information security issues considered in all important decisions within the organization? 3 2 3 1 Do you constantly monitor in real time your networks, systems and applications for unauthorized access and anomalous behavior such as viruses, malicious code insertion, or break-in attempts? 1 3 3 1 1 Is sensitive data encrypted and associated encryption keys properly protected? 2 3 2 1 1 Do you have an authorization system that enforces time limits and defaults to minimum privileges? 2 2 2 3 Do your systems and applications enforce session/user management practices including automatic timeouts, lock out on login failure, and revocation? 2 3 2 2 Based on your information security risk management strategy, do you have official written information security policies or procedures that address each of the following areas? Individual employee responsibilities for information security practices 4 3 1 1 Acceptable use of computers, e-mail, Internet, and intranet 2 3 2 2 Protection of organizational assets, including intellectual property 2 2 3 2 Access control, authentication, and authorization practices and requirements 1 2 3 1 2 Information sharing, including storing and transmitting institutional data on outside resources (ISPs, external networks, contractors’ systems) 2 1 3 2 1 Disaster recovery contingency planning (business continuity planning) 1 1 3 4 Change management processes 2 3 2 2 Physical security and personnel clearances or background checks 1 3 3 2 Data backups and secure off-site storage 1 1 3 4 Secure disposal of data, old media, or printed materials that contains sensitive information 2 3 4 For your critical data centers, programming rooms, network operations centers, and other sensitive facilities or locations: 2 3 4 Are multiple physical security measures in place to restrict forced or unauthorized entry? 1 2 3 3 Is there a process for issuing keys, codes, and/or cards that require proper authorization and background checks for access to these sensitive facilities? 2 1 3 3 Is your critical hardware and wiring protected from power loss, tampering, failure, and environmental threats? 1 4 4 Total 17 45 58 50 47 Scoring: Not Implemented = 0; Planning Stages = 1; Partially Implemented = 2; Close to Completion = 3; Fully Implemented = 4 Discussion As shown by the total scores on Table 1, a majority of the university has a very high reliance on the IT in their services. This is depicted by the structure and characteristics of the university. Information risk assessment and management leaves a lot to be desired by the universities. Most the universities have partially implemented such programs. A large number of employees in the IT departments of most universities do no have sufficient skills to implement good information security governance. Most universities lack the leaders who have the rightful know how on the subject. In addition  to that, there is no a representative in the council who will be an IT expert, hence most leaders lack interest and initiatives on information security. Due to lack of full responsibility of information security by the leaders, to implement processes for information security might also be a challenge especially to the IT department as normally is the department given the responsibility. Conclusion There is a need for institutions to start focusing on proper information security governance. For a start organization such as the Government, the Computer Society of Zimbabwe, Zim Law Society, POTRAZ, ICAZ, IIAZ, Zimbabwe Institute of Management and other industry governing bodies should put their heads together and define the appropriate legislations that mandates information security governance either by referring to existing international frameworks (PCI-DSS, SOX, COSO, ITIL, SABSA, Cobit FIPS, NIST, ISO 27002/5, CMM, ITG Governance Framework) or by consulting local information security and business professionals to come up with an information security governance framework. As the Zimbabwean economy is slowly sprouting, the art of information security governance in the universities should also take a leap. The adoption information security governance will ensure that security will become a part of any university and thus customers confidence will be boosted. References Drucker, P. ‘Management Challenges for the 21st Century’, Harpers Business , 1993. Corporate Governance Task Force, Information Security Governance: Call to Action, USA, 2004. IT Governance Institute, Board Briefing on IT Governance, 2nd Edition, USA, 2003, www.itgi.org. IT Governance Institute, Information Security Governance: Guidance for Boards of Directors and Executive Management, 2nd Edition, USA, 2006. ISO/IEC 38500: Corporate Governance of Information Technology, 2008. IT Governance Institute, COBIT 4.0, USA, 2005, www.itgi.org IT Governance Institute, COBIT ® Security Baseline, USA, 2004, www.itgi.org National Association of Corporate Directors, ‘Information Security Oversight: Essential Board Practices’, USA, 2001 John P. Pironti,  Ã¢â‚¬Å"Information Security Governance: Motivations, Benefits and Outcomes,† Information Systems Control Journal, vol. 4 (2006): 45–8. 21. Rutsito, T. (2005) ‘IT governance, security define new era’ The Herald, 07 November. Kaitano, F. (2010) ‘Information Security Governance: Missing Link In Corporate Governance’ TechZim. http://www.techzim.co.zw/2010/05/information-security-governance-missing-link-in-corporate-governance [accessed 02 May 2013]. Horton, T.R., Le Grand, C.H., Murray, W.H., Ozier, W.J. Parker, D.B. (2000). Information Security Management and Assurance: A Call to Action for Corporate Governance. United States of America: The Institute of Internal Auditors. Hostland, K, Enstad, A. P, Eilertsen, O, Boe, G. (2010). Information Security Policy: Best Practice Document. Corporate Governance Task Force, (2004). Information Security Governance: Call to Action, USA

The British Empire Essay Example for Free

The British Empire Essay The British Empire had the difficult time in defeating the Boers. It took them about three years, 1899-1902, to stop the Boers. The Boers signified to those pioneering individuals who attempted to create an autonomous nation for themselves in South Africa (see Weber, Mark. â€Å"The Boer War Remembered†). There are two Boer Wars happened in the world history. These are the First Boer War (1880-1881) and the Second Boer War (1899-1902). These wars were between the British Empire and the two self-governing Boer republics, which were the Orange Free State and the South African Republican and were founded by pioneers recognized as Voortrekkers who created the Great Trek originated in Cape Colony and were mostly of Dutch, German and French. These pioneers were frequently named as Boers and were primarily the Afrikaners’ descendants who dwelt in the Eastern Cape frontier. The war frequently named as the â€Å"Boer War† pertains to the Second Boer War (see â€Å"Boer War†. Wikipedia, the free encyclopedia. November 3, 2006). The intents of this paper are to: (1) understand what Boer War is; (2) figure out the reason and effects of Boer War and; (3) discuss the first and second Boer Wars. II. Background The â€Å"Boer War†, also recognized as the South African War (1899-1902), has marked the first official dispatch of troops of Canada to a foreign war. During 1899, there were two conflicts and combats occurred between the Great Britain and South Africa’s two small republics. The two small republics were mentioned earlier, the Orange Free State and the South African Republican and were pioneered by Boers who were the descendants of the Dutch immigrants. The first descendants of Dutch in the region were not anticipated to survive against the greatest power of the world, which is the Great Britain. The Canadian citizens who were on the side of the Great Britain asked their government to lend a hand to the Empire; thus, â€Å"the war, they argued, pitted British freedom, justice, and civilization against Boer backwardness†. Despite the fact that there are several English-Canadians showed their support to the Britain Empire, yet majority of the French-Canadians and several of the present immigrants from nations other than Britain questioned why Canada â€Å"should fight in a war half way around the world. â€Å"There were approximately 7,000 Canadians, involving 12 women nurses, who rendered services during the war (see â€Å"Canada The South African War, 1899-1902. September 2, 2005). III. Discussion A. The reason and effects of Boer War Moreover, during 1899, Queen Victoria celebrated her Diamond Jubilee. During this time, the British Empire was on its top in terms of power and prestige. But despite of this high status and achievements, the High Commissioner of Cape Colony (Alfred Milner) wanted to have more. He desired to gain more economic power for the Empire by having interests of the Transvaal and the Orange Free State’s gold mines in the Dutch Boer republics. He desired to make a Cape-to-Cairo confederation of British colonies to control and govern the African continent. And in order to carry out his plan, Alfred Milner made a precipitated war against the Boers. The generals and politicians were very confident that the war will end ‘by Christmas’ as they usually have wars with other countries that only took for a short time. But in this case, they were having the difficult times in defeating the Boers and the war even took three years. In 1899 of October, the Boers invaded Natal and Cape Province (Boers used the principle ‘the key to a good defense is a good offense’ in the said attacked) and immediately invaded three towns namely the Mafeking, Kimberley and Ladysmith. This attacked forced the British to leave behind their first offensive and violent plans â€Å"in order to lift the sieges† (see â€Å"The Boer War: South Africa, 1899-1902). A. First Boer War The First Boer War is also recognized as the â€Å"Transvaal War†. Transvaal War started from December 16, 1880 up until March 23, 1881. It was the first battle between the Transvaal Boers and the British. It was led by Sir Theophilus Shepstone who took control of the South African Republic (Transvaal Republic) in 1877 for the British. The British had strengthened and established their power and prestige over the South Africa’s colonies in 1879 right after the Anglo-Zulu War. The Boers started to protest and subsequently led to revolution in December 1880. The fight had started on December 16, 1880 along with the shots fired by Transvaal Boers at Potchefstroom when Transvaal officially promulgated independence from the Britain Empire. A fight occurred at Bronkhorstspruit on December 20, 1880 where the Boers ambushed and defeated the British army group. Since December 22, 1880 up until to January 6, 1881, the â€Å"British army garrison all over the Transvaal became besieged†. Moreover, the Boers clothed in their usual and daily farming clothing which were earth tone khaki clothes; unlike with the British uniforms which were bright scarlet red that enabled the Boers, who are expert marksmen, to identify and snipe the British troops even from a distance. After the war (in March 6, 1881), William Gladstone signed a treaty and the final peace treaty was on March 23, 1881. The British Empire set the Boers free and gave them independence â€Å"in the Transvaal under a theoretical British oversight† (see â€Å"First Boer War†. Wikipedia, the free encyclopedia. November 1, 2006). B. Second Boer War The Second Boer War, is commonly known as the South African War (outside of South Africa), Afrikaans as the Anglo-Boereoorlog or Tweede Vryheidsoorlog (the Second War of Independence), and the Anglo-Boer War (amongst several South Africans), started to have battle since 1899 of October 11 up until 1902 of May 31. The battle was between the British Empire and the two self-governing Boer republics of the South African Republic (Transvaal Republic) and of the Orange Free State. Prior to that, there was a discovery of gold in 1885 in Transvaal that kept the thousands of British and different miners and pioneers interested in their place and flowed over the border starting from the cape Colony and from across the globe. The Johannesburg’s city became a shanty town in a short span of time as the uitlanders continued to grow in number and dwelt close the mines. Because of this scenario, the uitlanders immediately grow in number compared to the Boers on the Rand yet still a minority in the Transvaal in general. The Afrikaners were anxious and indignant of the presence of the uitlanders and because of this; they did not give the uitlanders voting rights and overtax the gold industry. As a result, there was tension from the British mine owners and the uitlanders to revolt and defeat the Boer government. By the year 1895, Cecil Rhodes supported a failed coup d’etat which was backed up by armed invasion which was the Jameson Raid (see â€Å"Second Boer War† Wikipedia, the free encyclopedia. November 1, 2006). IV. Conclusion The British Empire during 1800 and 1900s was considered as one of the biggest and most prestige in all continents. However, the said Empire was not satisfied of what they have. The Empire’s greediness of wealth and power encouraged them to invade African continent in order to get and satisfy their selfish desires. Moreover, the Boers also show this kind of character when they were overpowered by the uitlanders and British mine owners. Its greediness to power and fame has led them to wars. References 1. Weber, Mark. â€Å"The Boer War Remembered†. http://www. boer. co. za/boerwar/weber. html 2. â€Å"Boer War†. Wikipedia, the free encyclopedia. November 3, 2006. http://en. wikipedia. org/wiki/Boer_War 3. â€Å"Canada the South African War, 1899-1902. September 2, 2005. http://www. warmuseum. ca/cwm/boer/boerwarhistory_e. html 4. â€Å"The Boer War: South Africa, 1899-1902. http://www. geocities. com/Athens/Acropolis/8141/boerwar. html 5. â€Å"First Boer War†. Wikipedia, the free encyclopedia. November 1, 2006. http://en. wikipedia. org/wiki/First_Boer_War 6. â€Å"Second Boer War† Wikipedia, the free encyclopedia. November 1, 2006. http://en. wikipedia. org/wiki/Second_Boer_War

Effect of Motivation on Employee Performance

Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it Effect of Motivation on Employee Performance Effect of Motivation on Employee Performance Chapter 1 INTRODUCTION 1.1 Background of the Study In todays competitive world, employee is an important asset to every organisation. An organisation cannot progress without employees. However, the success of an organisation depends on how the management utilise their workers capabilities in achieving organisation goals and objectives. Employees need to be inspired as well as motivated to perform well and perform efficiently. According to Smith (n.d.), employees who like where they work will help the company make more money. Sears conducted an 800-store survey that showed the impact of employee attitudes on the bottom line. When employee attitudes improved by 5%, customer satisfactionjumped 1.3%, consequently increasing revenue by one-half a percentage point. Seeking ways to motivate and build worker morale pays dividends to any business or organization. The motivated worker is more committed to the job and to the customer. This shows that happy employees performed well which increases the quality and quantity of their work. Long time ago, employees were considered as merely an input to the production of good and services. However as time goes by, this way of thinking has changed as many studies has been done on the employees behaviour and job performance. An employees performance may affect the production of the company, from the quality to the quantity of the products and services. This is why the management must identify the factors affecting their workers performance. A high performance workforce is the most important foundation for organisations success no matter how big or how small the organisation is. Job performance is the ability and skill that an employee possesses in performing the job required by the employer. The level of performance by the employee is going to affect the organisations goal and productivity. Besides, employees performance may also be affected by the management of the company, the job itself or even the employees own behaviour. Good job performance provides great achievement to the organisation, harmony in the workplace and also employees self-accomplishment. Thus, to have a good workforce and good employee performance, organisation must firstly identify and understand the factors which affect the employees job performance in achieving companys goal. 1.2 Research Problem For centuries, individuals have questioned and performed research on the factors affecting employees job performance and yet the answers may vary from one another. Some researcher said that employees performance is influenced by their pay and some said they are not. Employees are an organisations important asset which is why good performance by the employees is essential in producing good job quality and productivity. Employees are the ones who are running the organisation on behalf of the company. They have the responsibilities to perform well for the company in order to achieve organisation goal and compete with other organisations in the same industry. Employees are the one who plan, manage, organise and run the business activities of an organisation. This means that poor employees job performance may reduce the quality of services and productivity which will eventually slow down the operation of the organisation and lead to wastage of resources such as money and time. Organisations may find ways to solve the problem by terminating poorly performed employees or even choose to ignore it which may lead to unsuccessful business or bankruptcy. By choosing to terminate underperformed employee could not solve the problem as time is needed to hire new employee and extra cost will be incurred for training new employee. Management should find ways that inspires their workers to perform well in order to achieve organisations goal and in order to fully utilise their resources. Management believes that by paying employees more (increase of wages), employees will tend to perform better. Perhaps it might be true according to some researcher. However, there are also recent studies that have shown that employees motivations are not solely affected by pay. Thus, this research is carried out to investigate the factors that affect employees performance. This research will attempt to evaluate the effect of four variables which are motivation, job commitment, job design and work environment. 1.3 Research Objectives The reason for this research is: To investigate if motivation has the significant affect on employees job performance. To investigate if job commitment has the significant affect on employees job performance. To investigate if job design has the significant affect on employees job performance. To investigate if work environment has the significant affect on employees job performance. Job design is techniques that are use in the job design exercise are such as job enlargement, job enrichment, job rotation and job simplification. The work environment or working place which an employee performs in, can affect his or her performance. Work environment can be divided into two categories which are physical environment and social environment. The physical environment includes safe working place with ample resources and equipment such as comfortable chair, lighting and etc whereas the social environment includes people that the employees are working with in the organisation such as working colleagues or subordinates, supervisors and etc. 1.4 Scope of the Study This empirical study consists of dependent and independent variables. The dependent variable is employees job performance whereas the independent variables consist of factors that affect employees job performance such as motivation (pay, benefits, rewards, etc), job commitment, job design and work environment. The population for this study take into account the employees working in the manufacturing companies in Penang and is randomly selected by using convenience sampling method. Questionnaires will be distributed to 150 employees. Questionnaires will then be collected back and data will be analysed using the regression testing that is use to test the effects of the independent variables onto the dependent variables. 1.5 Significance of Study It is definite that every organisation no matter how big or small in size the company is in the whole wide world needs people or employees to operate and manage their company. The significance of this study is to investigate the four factors relationship with employees job performance, as employees job performance is important in producing good job quality and maximum productivity. This study is also essential to find out the influences of the four factors to the organisations. An organisation is considered dead and cannot operate without workers. Well performed employees may lead the organisation to success and earn competitive advantage over competitors while poor performed employees may lead company to failure and even bankruptcy. Besides poorly performed workers causes insufficiency in productivity which indirectly waste company resources. It might also cause company to be defeated by its rival. Therefore this study will help managers and employees to understand better the problem affecting their performance and reduce the negative effects to the company. Chapter 2 LITERATURE RREVIEW 2.1 Introduction These days, the business world is becoming more challenging than ever. This increases the managements awareness that good job performance is the key success to the organisation. To have well-performed employees, various ways or techniques should be conducted to manipulate humans nature and needs to produce desired behaviours and well performance. For that reason, the first thing the management should do is to understand human (employees) needs and wants. Employee job performance is the ability of employees to perform effectively in their job required and they need to have understanding of complete and up-to-date job description for their position. Besides that, they also need to be aware of the job performance requirements and standard that they are expected to meet. Supervisors or the management of the organisation should then review their employees job description and performance requirements. Job performance can be reviewed in terms of overall efficiency in the job or in terms of specific components that the job compromises. The purpose of performance standards is to communicate expectations. Some supervisors prefer to make them as specific as possible, and some prefer to use them as talking points with the specificity defined in the discussion (University Human Resource Services, 2005). In general employees and supervisors use the performance assessment annually to sum up an overall review of how the job has been done over the previous 12 months, to identify whether organisational goals have been met, to identify areas which require additional efforts, and lastly to identify the achievement and development goals for the forthcoming year. Performance reviews typically take place annually, but can be scheduled more frequently. Performance review processes vary depending on whether your appointment is as classified or professional staff. For classified staff covered by a labour contract, the contract establishes the performance review process requirements (University of Washington, 2007). People who are joining the workplace today are not only looking for jobs that earn money, but are also looking for more opportunities such as self-development. They are willing to put more effort on their job when their own needs, goals, expectation and desires are met. For that reason, the management of the organisation have to find out the factors affecting the employees performance and come up with techniques to improve employees job performance. Management must also make sure that employees goals are in line with organisations objectives. As the world become more competitive, organisations around the world are also alerted by the need to compete effectively against each other. In order to do so, organisations need to prepare themselves by making sure the people in their organisation are able to perform well and compete competently. Job performance will be the key success for organisation as it enables employees to work at their best and maximize their contribution to the organisa tion. 2.2 History of Research on Job Performance According to Hersen (2004), â€Å"job performance is a complex, multidimensional construct that can be defined and assessed in varying ways. Job performance can be defined (and assessed) in terms of quantifiable outcomes of work behaviours (e.g., amount of sales measured in dollars, productivity level, number of academic journal publications, number of lines of computer code written) and in terms of behavioural dimensions (work-related communication, decision making, attention to detail) that are less quantifiable†. Employees job performance also stands for the level ability of every employee to work efficiently (in terms of quantity and quality) in their job as required or expected by their employers. The employees job performance is then evaluated by the employer, supervisors or the people in charge. The job performance can be evaluated in terms of effectiveness all together in the job and in terms of particular components that the job compromises. The employees performances will show the personalities, knowledge and experiences of themselves. Each employees performance level is different as each individual has different capability and behaviour. Employees poor level of performance may be affected by many factors which include motivation, job commitment, job design and the work environment of the organisation. Historically, many researchers have attempted to study the factors affecting job performance but it is not as simple as one may think and the answer may vary from one another. Buchanan (n.d.), who has done a study on the relation of job satisfaction and performance, pointed out in her study that â€Å"the relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction†. She also mentioned that many researchers tend to relate job satisfaction and job performance in a specific fashion, which is a happy worker, is a good worker. Job satisfaction is defined as the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job (Williams, 2004). Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Several numbers of studies has found that there is only a limited amount of relationship between employees satisfaction and their job performance. For example, it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction (Judge et al., 2001). The increased of job satisfaction does not necessarily mean increased of employees job performance. If the goals of the organisation are not aligned with the goals of employees, then employees are not effectively working towards the mission of the organisation. Therefore, Buchanan concluded in her study that each employees performance is normally determined by motivation, ability, and the work environment. The motivation factor is the desire of the employee to do the job; ability is the capability of the employee to do the job and lastly the work environment which is the tools, materials and information that is needed by the employee to do the job required. 2.3 Past Research on Motivation Affecting Job Performance In the past, employees job performance are traditionally been looked at in terms of ‘motivation. Many researchers have come out with a conclusion that employees levels of performance are influenced by the motivation factor. Examples of researchers are like Maslow (1954), who developed ‘the hierarchy of needs or Hezberg (1966), who developed the idea of ‘hygiene factors, such as pay and conditions which, if not ‘right in the eyes of the employee, act as de-motivators. There is also the work of McClelland who argued that people struggled to fulfil needs of power or influence and social interaction, amongst others. All these ideas have uses in the management of the poor performer. Sometimes, however; they seem to be too complex to use on a day-to-day basis and are more suited to giving the manager a theoretical understanding rather than a useful tool (Proud, n.d.). From the theory of motivation such as Maslows hierarchy of needs,modern leaders, executive managers or supervisors findmeans of motivation for the purposesof employees performance and workforce management. Motivation is always view as an important issue in the business world. This is because motivation is vital in every organisation as it will affect the productivity of the organisation. When the employees in an organisation are unmotivated, the productivity of that organisation will be decreased whereas compared to an organisation which have motivated employees the labour turnover will be lower and production will be higher. According to Dev (n.d.), â€Å"A Gallup organisation study indicated that companies with positive employee attitudes are 50 percent more likely to achieve customer loyalty, and 44 percent more likely to achieve above-average profits. Additionally, the study finds firms that measure in the top quartile with regard to employee engagement averaged 24 percent higher profitability, 29 percent greater revenue and 10 percent less employee turnover than businesses in the bottom quartile. The evidence is clear. Better people management practices produce better business results.† According to Bartol Martin (1998), â€Å"motivation is defined as the force that energises behaviour, gives direction to behaviour, and underlies the tendency to persist. This definition recognises that in order to achieve goals, individual must be sufficiently stimulated and energetic , must have a clear focus on what is to be achieved, and must be willing to commit their energy for a long enough period of time to realise their aim†. Thus, motivated behaviours are performed and controlled voluntarily by the employees themselves whereas supervisors or managers only act as the motivator to encourage employees to increase their level of job performance. Many people who are not motivated keep their performance to an acceptable level by expending only 20% to 30% of their ability whereas managers who know how to motivate their employees can achieve 80% to 90% ability levels and consequently higher levels of performance (Geoff, n.d.). Motivation comes in many different forms. It can be in a simple form like praise by the supervisors or managers, in the form of monetary (increase in pay), rewards, promotion, job security and etc. These factors are important because it will affect the employees level of job performance. Hence it is truly essential that managers and supervisors of an organisation knows how to motivate its employees in performing well and achieving organisation goals. According to Wagner (n.d.), â€Å"Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper, ‘A Theory of Human Motivation. This hierarchy suggests that people are motivated to fulfil basic needs before moving on to other needs†. Maslows hierarchy of needs is most often displayed as a pyramid, with lowest levels of the pyramid made up of the most basic needs and more complex needs are at the top of the pyramid. The basis of Maslows theory is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be satisfied. A satisfied need is not a motivator as the most influential employee need is the one that has not been satisfied. From the Maslows hierarchy of needs, management should understand and identify what their employees need and then satisfy them from the lowest to the highest level. Physiological needs are needs which are at the bottom of the pyramid, are the most essential needs to human living. In the workforce, organisation helps employees to satisfy their needs by giving them basic salary. Safety needs are security needs that include the needs for shelter from the environment and health insurance. In the organization context, employees express their security needs as a desire for job security with fringe benefits. The management should provide employees with safe working environment with ample tools and resources. These will be the factor that helps employees to perform well. Social needs are needs related to the need for friendship, love and sense of belonging. At the workplace, these needs include having good relationship with colleagues, superiors or etc. When employees enjoy working closely with each other, it may result in positive behaviour at work which will also result in better employee performances. The management can also help to satisfy employees social needs by showing direct concern for them. Esteem needs are the needs of self-respect, respect or recognition from others and a sense of personal achievement. When these needs are satisfied, the person feels self-confident and valuable as a person in the world (Simons et al., 1987). In the organisation, the management can fulfil employees esteem needs by showing their appreciation through promotion, rewards, recognition and etc. Self-actualisation needs are place at the highest level of the pyramid. These needs are associated to personal growth, self-fulfilment and the realisation of ones full potential. In this stage, the management can help the employees by giving them tasks that challenges their own intelligence. All the elements in the Maslows hierarchy of needs are the motivator for employees to perform well in their job. A motivated employee is usually someone with clearly defined goals who takes action which he or she expects to achieve. Besides that, motivated employees will be likely to put in more effort towards the organisation objectives and goals. A leader that recognises employee efforts and helps employees achieve and grow can help improve motivation which therefore increases job performance. According to Hong et al. (1995), Vroom maintained in his expectation theory that everyone works in expectation of some rewards (both spiritual and material), and welfare is one of them. In other words, the degree of reward influences the quality and quantity of work, and in turn productivity. So it is important for management to explore how to give the stimulus (welfare) in order to promote work motivation and performance. Image. Relationship between the type of employee benefit and impact on job performance However, there are some researchers that found out that motivation has limited relationship with employees job performance. They do not believe that money (salary and bonuses) is a good motivator. McNamara (n.d.), who did a research on employee motivation, said that â€Å"certain things like money, a nice office and job security can help people from becoming less motivated, but they usually dont help people to become more motivated. A key goal for the company is to understand the motivations of each of their employees†. Another researcher, Urichuck (n.d.), stated that â€Å"organisations could provide employee motivation through a bonus in the form of money at the end of a period. For sure they will be glad and grateful. They may even perform better, but what are their expectations at the end of the next period will be more money. External employee motivation is temporary and it is never lasting. Money is an external employee motivator. Its an incentive that once acquired, leads to expectations for more, bigger or better. Nevertheless the employees will not even realise that the company is facing a crisis. They will want a bonus at least equal to what they got last year, but preferably more, not less†. According to him, there is a survey on thousands of workers around the world that uses compared rankings by supervisors and employees on employee motivating factors. The typical supervisory group ranked the factors in the following order; high wages, job security, promotion in the organisation, good working conditions, interesting work, personal loyalty of supervisor, tactful discipline, full appreciation of work done, help on personal problems, and feeling of being in on things. However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; full appreciation of work done, feeling of being in on things, help on personal problems, job security, high wages, interesting work, promotion in the organization, personal loyalty of supervisor, good working conditions, and tactful discipline. Note that the top three employee motivating factors marked by the employees are the last three felt to be important for them by their supervisors (Urichuck, n.d.). As a result, this research shows that motivation through the form of money, has limited amount of relationship with employees job performance while recognition is the most influential motivator that affects employees job performance. 2.4 Past Research on Job Commitment Affecting Job Performance Job commitment is the willingness of the employees to be devoted in completing the job assigned to them at minimum level of commitment or exceeding the amount that is required. The level of employee commitment to their job is often the key determinant of whether the employee performs as expected or exceeding the expectations. The level of employee commitment may affect employees job performance. Committed employees often performed well and results in companys success and increase of productivity level. Besides job commitment includes the level of employee involvement and employee loyalty to the organisation. Simpson (n.d.), who did a research on building employee commitment for business success, stated that â€Å"the indication of lack of employee commitment could be an indication of a company on the way to becoming another business failure. The workplace is changing dramatically and demands for the highest quality of product and service is increasing. To remain competitive in the face of these pressures, employee commitment is crucial. The two keys to success in todays environment of increasing competition and rapid change are an absolute passion for, and dedication to, excellence in customer service and the effective and enlightened management of our workforce. The employees commitment will lead to achieving desired standards in customer service and high job performance. Without employee commitment, there can be no improvement in any area of business activity. In the absence of good management, employees will simply treat their work as a job; a 9am to 5pm routine without any desire to accomplish any more than is necessary to remain employed. It does not take many uncommitted employees to prevent a business from prospering and thereby ceding a big advantage to its competitors†. Another researcher, Fink (1992), asserted that although there are many factors that affect employees performance, the key factor of employees performance is affected by employees job commitment. He defines commitment as an attitude that develops from a process called identification, which occurs when one experiences something, someone, or some idea as an extension of oneself. While all research on commitment treats it only in terms of identification with organisation, that is, its goals, values, and mission, on the other hand, he focuses on three-dimensional concept including identification with the work itself and with co-workers. He is sure that these are equally important because they can have powerful effects upon employee performance. As basis of his research he makes an interactive model that proposes: good management practices result in an effective reward system and employee commitment, an effective reward system results in enhanced employee commitment and employee performanc e, and employee commitment results in enhanced employee performance. As a result of his research in two companies, who has 418 and 430 employees, respectively, he found that there was significant correlation between employee performance ratings and commitment score in all categories, and also the correlation between performance and commitment for managers and operational employees grouped separately were significant in all categories. The higher the level of employee commitment to work; co-worker, and organisation, the higher the level of the performance will be. Based on Sutanto‘s (1999) findings, instead of concluding that job commitment only has significant affect on job performance, he has found that â€Å"there is also a positive and significant relationship between commitment to supervisors and performance. He also stated that employees commitment to supervisors have become a good predictor to performance rather than commitment to organisations†. After conducting a larger project to all 1,803 members of May 1993 graduating class of large north-western university, Becker (1992), has found that commitment to supervisors was positively related to performance. â€Å"Further, internalization of supervisors and organizations values was associated with performance but identification with these foci (targets) was not. A number of theorists and researchers have begun to view employee commitment as having multiple foci and bases. Foci commitments are the individuals and group to whom an employee is attached†. Thus, in order to increase employees performance, the study suggest that managers should focus on creating employees commitment to supervisors rather than creating employees commitment to the organisation. On the other hand, Cohens (1999) research supported the important status of job involvement as an antecedent to organisational commitment. Specifically, Cohen argued that those individuals with high levels of job involvement, which stem from positive experiences on-the-job (Witt, 1993), make attributions for these experiences to the organisation. Thus, having previously received benefits from the organisation and being obligated by the norm of reciprocity (Gouldner, 1960) to repay them, high job involvement employees feel compelled to reciprocate in some form. This increased affective commitment (i.e. where employees adopt the companys goals as their own and, therefore, desire to remain with the organisation to help it achieve its goals; Meyer and Allen, 1984; Mowday et al., 1979) and later was found to reduce turnover intentions, absence behaviour, and/or turnover, as well as increased job performance. Tough many researchers have confirmed that employees commitment result in high job performance, nevertheless some past researchers have also found that job commitment or involvement has limited affect on employees job performance. According to Rotenberry and Moberg (2007), â€Å"research finding a significant impact of job involvement on employee performance has met limited success (e.g. Brown, 1996; Brown and Leigh, 1996; Diefendorff et al., 2006 and Vroom, 1962)†. Diefendorff et al. (2002) stated that â€Å"research has been limited for two reasons. Specifically, they asserted that past studies had predominantly used inferior measures of job involvement, which led to their insignificant findings. In addition, Diefendorff et al. (2002) argued that the performance domain assessed in those previous studies needed to be expanded in order to ascertain job involvements true impact on performance at work. The researchers tested the validity of these propositions, but called for additional research in the area paying particular attention to theory development regarding the job involvement-performance relationship†. 2.5 Past Research on Job Design Affecting Job Performance Job design is the method of arranging various work elements in forming a job that suit the employees. Job design identifies what work must be performed to be precise, the content of the job, how it will be performed, where it is to be performed and the competencies required by the person who will perform it. Job design also facilitates the achievement of organizational goals and performance of the work the job was established to accomplish (Sharon, 1998). Job design is also important to avoid employees dissatisfaction. The design of the job must follow the organisations and employees requirement including the health and safety requirement. Besides, job design implementation includes methods such as job enlargement, job rotation, job enrichment and job simplification. The first, job enlargement, can be used to increase motivation by giving employees more and varied tasks. Tasks that reduce the amount of specialization required by the employee, as well as, extending the length of time he or she has to complete them. The second, job rotation, allows an employee to work in different departments or jobs in an organization to gain better insight into operations. This, in itself, does not modify or redesigns the employees job, but allows the opportunity to increase his/her skills and knowledge about other jobs. Job enrichment, the third method, allows the employee to take on some responsibilities normally delegated to management. The risk here is that the employee would be transferred too much responsibility and autonomy in the planning and control aspects of the job. Done right, however, the newfound control would invigorate the employee to work more effectively and thus increased it