Hunger in Black Boy Essay Example for Free

Hunger in Black Boy Essay Hunger in Black Boy Have you ever experienced real hunger? The kinds of hungers that Richard experiences in Black Boy are not evident in the society where you and I reside. The present middle class citizens cannot really relate to true physical hunger. Hunger for most of us is when there is nothing that we desire to eat around the house and therefore skip one meal. This cannot even compare to the days that Richard endures without food. Physical hunger, however, is not the only hunger apparent in Richards life. Richard suffers from emotional and educational hungers as well. He yearnsfor such things as mere association with others and simple books to read. Both of which are things that most people take for granted. This efficacious autobiography, Black Boy, by Richard Wright manifests what it is like to desire such simple paraphernalia. From a very early age and for much of his life thereafter, Richard experiences chronic physical hunger. Hunger stole upon me slowly that at first I was not aware of what hunger really meant. Hunger had always been more or less at my elbow when I played, but now I began to wake up at night to find hunger standing at my bedside, staring at me gauntly (16). Soonafter the disappearance of Richards father, he begins to notice constant starvation. This often reappears in his ensuing life. The type of hunger that Richard describes is worse than one who has not experienced chronic hunger can even imagine. Once again I knew hunger, biting hunger, hunger that made my body aimlessly restless, hunger that kept me on edge, that made my temper flare, that made my temper flare, hunger that made hate leap out of my heart like the dart of a serpents tongue, hunger that created in me odd cravings (119). Because hunger has always been a part of Richards lifestyle, he cannot even imagine eating meat every day. This simple privilege would be a miracle to him, yet to most it is nothing. These weakening and piercing hungers are frequently evident where poverty dwells in the Jim Crow South. Furthermore, emotional hunger also represses much of Richards life. Richard desires attention from people. However, since he does not receive much of this at home, he does not really know how to associate with others. This provokes a problem when he leaves home because he cannot understand the friendliness of people around him. Nevertheless, I was so starved for association with people that I allowed myself to be.

Strategies to Deliver Service Quality in Healthcare

Strategies to Deliver Service Quality in Healthcare MANAGING SERVICE DELIVERY PASSED BY: RONALD M. INFANTE PASSED TO: BALA NAIR PROMOTING SERVICE QUALITY – AUCKLAND DISTRICT HEALTH BOARD First we have to define what service quality is, service quality this is where we assess either the delivered service is doing well on the client expectations. We are doing the assessment method in order for us to assess our quality service we provide to our beloved customers to make improve to our service and immediately recognize the problems for the sake of client’s satisfaction (service quality, 2015). In order to achieve service quality we have to use the 6 service dimensions, what are those? These are the patient centeredness, equity, safety, efficiency, effectiveness, and timeliness. First is safety, safety means we do no harm to our client with our care example of this is the New Zealand Red Cross, there are promoting first aid training so that when someone experiencing cardiac arrest, heart attack or even drowned they know how to do the proper way of giving CPR to the victim hence promoting harmless safe rescue. Second effectiveness it means matching science to care so if science said if that this drug can help up within this illness or disorder of course we will use that drug but when science said this can’t help we will not use that drug, in conclusion averting overuse of things that can’t help and assuming using the things that do help avoiding under use, that’s effectiveness learning science with care. Third patient centeredness our client have the power to control of his own care, they have the decision on what affects in their health, so by giving these they have the option on what to do in their own care. Fourth timeliness, Air New Zealand have a system build to east the time waste of their clients in result many of their passengers come again to them because of their good services they provide. So we have to follow the footsteps of Air New Zealand by evading delays people are familiar with waiting, we waiting for an appointment to see the doctor or we wait a long time into see the doctor in emergency room, timeliness is important dimensions of service quality, you don’t want a wait everywhere on the health care service so timeliness is decreasing delays. Fifth efficiency like Caltex they doing improvement for their fuel to make a high grade fuel efficiency for their beloved customer that’s is why they are the leading gasoline provider now a days. Efficiency is the way we stop wasting unnecessary procedure or stuff so that the time need on that care is been serve well in the fullness and timely. Sixth equity that means closing the gap in justice of health care basically right now the biggest predictor of your health status in our country remain is your race, you know someone race someone know about their future in health you don’t know most anything I can tell you about them, a black baby born in the city bottom more this years has a life expectancy of a male it’s a seven or eight years less than white baby that’s the quality dimension to equity (Defining Quality: Aiming for a Better Health Care System, 2012). Patient centeredness, equity, safety, efficiency, effectiveness, and timeliness those are the names of dimensions of quality that the Auckland District Health Board should work on. Servqual Model 0c Gap 5 (Futuristic) Gap 3 Gap 4 Gap 1 (Quality) (Design) (Client) Gap 2 (Management) v Gap 1 (Client) this is between what the client expect and what CEO think client’s expect, for example am the client and I go to a five star hotel so I expect when I came there is a parking space available for me, a free movie ticket or a ticket with a best show, a high fast speed free Wi-Fi internet and when I don’t get all this thing no matter what good experience is there is a gap because I don’t get what I expected to have and that disappointed me so what must the CEO do, do a market research, evaluate yourself and your service, put your shoes to client so you will know what is there expecting with your service will provide for them to satisfied there expectation. Gap 2 (Management) this is gap between what Health Care Staff perception what kind of service they provide for the client and what the CEO perception what his Health Care Staff expected to do. For example hand over of the patient to another health care staff, here is the scenario I night nurse shift is waiting for her hand over shift because her time of care is over then the morning nurse shift came and she just told the patient name and where his room number and she walk away, so there is a gap of improper hand over so this is what the nurse perception, so what the CEO do, do a meeting so the address of improper hand over is solve. Gap 3 (Quality) the contrast between what standards a firm is supposed to deliver and the job actually gets delivered. For example vital signs procedure, a nurse is checking the vital signs of the patient without the proper equipment’s he just using his clinical eye for example he touched the forehead of the patient and suddenly said your temperature is 37 degree Celsius so there is the gap about service quality, so how do we solve it by using the proper equipment using to check the vital signs like thermometer. Gap 4 (Design) the difference between what external clients perception and what it actually does for them, example is there is a program for weight loss and it said you can loss 20 kilos for just 2 weeks and there is the gap, so how we solve it tell the most accurate result like loss 3 kilos per week by the use of attending to dietician and physiotherapy experts. Gap 5 (Futuristic) the difference between clients expectation and perception, now if we solve this all kinds of gaps I guarantee you all our client/patient experience our service will come back to us seek medical attention (The GAP Model for Service Quality Improvement, 2012). I also want to implement Kanban in our hospital, Kanban is a scheduling system it can help us to manage our time in dealing with our patient. How can affect us? It scheduled our time by doing the 3 process to do, in process, and done. By this it will help us to list what the things to do example for this day, what are the things that are in process, and what are the things that are currently done. So it help us to simply understand what we are going to priorities to decrease the chance of forgetting it. Also we need to implement the lean system in our hospital it is a process of eliminating useless waste, like overproduction of unnecessary supply. What are the advantages of this first reduce the unwanted supply of medical equipment like gloves, mask, disposable gown, etc., second decrease the unnecessary medicine that usual don’t use. third advantage is we can maximize our profit using this system because we are reducing the useless things in our hospital, means we can focus the money on other things that is useful to prevent shortage of equipment’s, tools, medicines, etc. 10 Principles of Good BPM, First context-awareness example the work must be specific just like to orient someday new so that the rules or procedure he will do are clear. Second continuity monitoring of procedure that is up to date or current. Third enablement all the employee must involve of the organization or in participation in committee Fourth holism every ward or department have the same idea or concept about the procedure of what they are doing. Fifth institutionalization the rules and responsibility of the organization must be implement and practice, it can’t make on the spot the procedure unless it was crisis. Sixth involvement sharing of thoughts and ideas of everyone just like brainstorming it can help promoting good teamwork. Seventh joint understanding, language is the universal tool we use to communicate with each other, especially English language because this is the universal language we use globally. Eight purpose, what is the reason why we doing something, something that we can help our clients/patient in their healing process. Ninth simplicity, the service quality must not compromise by the cost of health care. Tenth technology approach, using technology now a days are great it made our task easier to do, for example using IT in our database it help us to find the data of the patient more easier rather than the old one of searching for a papers or stuff.

Comparing Tragedy in Oedipus the King and Antigone :: comparison compare contrast essays

Oedipus the King More Tragic then Antigone   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Sophocles was a master of tragedy, thereÕs no argument there. But which of the 2 plays weÕve studied, Oedipus the King and Antigone, is the more tragic? I believe that Oedipus the King was more intensely tragic and I think that if I were to see a the plays Ã’back to back,Ó Oedipus would be the more likely one to rivet true emotions from me. I think OedipusÕ cathartic value can be seen clearly when you compare the entirety of the results in both plays.    In Antigone, she loses 2 brothers, and then a lover, and finally her life. Oedipus loses his self-confidence, his true father, his true mother, his Ã’adoptiveÓ father, his wife, his integrity, his people, and his sight. When you weigh the two, Oedipus is obviously the more tragic, in this one area at least. Certainly one must see that Oedipus goes through a more cathartic tragedy than Antigone when one looks at the circumstances under which the tragedy falls as well. Antigone knew full well that what she was doing was wrong. She knew that if she buried her brother bad things would happen and she was ready and willing to die. Oedipus on the other hand actually thought he was doing the city some good by searching out the killer of Laius. He thought everything was going to turn out just fine in the end, which makes his downfall that much worse. A point that also must be considered is hybris. Many people donÕt feel like they can relate to Oedipus because of his hybris, whereas Antigone is a very palpable sort of character, very down to earth and a Ã’peopleÕs heroÓ so to speak. She is strong, and willing to die for her cause.

How I Chose my Career of Business Essay -- career, business,

Often times, I can’t help but wonder what my life would be like if I haven’t been exposed to the world of business; a wonderful career that changed my life completely. I have taken interest in business career because I love calculating numbers and interacting with people; But most importantly, my fascination in business came from my grandfather. He taught me many valuable tips on how to be a successful person, and most certainly how to run a business. He was not only a successful businessman, but also a respected individual. One of the businesses that he owned was a company called â€Å"Wu Long Tea Factory†. The main thing that they produce is tea of course, but they also have products such as cakes, candies, and all kinds of stuff. By being the production manager’s assistant of this company, I was able to experience everything that was going on in the factory. Even though that was the background I grew up in, my biggest fascination wasn’t in being a manager in a factory; it was the finance part that got me all excited. Often times I can even see myself sitting in my office and work on clients’ financial profiles and statements. I also took extra math classes and participated in many of the competitions in order to prepare myself to succeed in this particular field. Other things that I also did to get me well prepared are joining school activities, applying internships, and having jobs. I believe that all my hard work will pay off, when I see myself as a successful businessman. I grew up in a low-income family with a father that has rheumatoid arthritis; in other words, my life was full of hardships. Being the oldest child of the two, I had a lot of responsibilities I have to carry upon my shoulder. My father is an individual who is f... ...ed younger kids by tutoring them on certain subjects or just spending time playing with them. The hobbies I do gave me a sense of enjoyment and satisfaction. By attending New York University, since it has one of the finest business programs, I believe I will become even more successful, both academically and socially. I have enthusiasm and ambition, plus having good leadership skills, being a hard worker, and having great social networking skills. After going through a childhood with a rheumatoid arthritis father, and coming to a foreign country where I had knew very little of its language, I would and strive for and participate in any learning opportunities. I know that I am ready for the upcoming challenges and tasks. I strongly believe that no matter what kind of ordeals people will face, as long as they have the heart and will to do it right, they will succeed.

Cat Dissection Lab Report Essay

At the conclusion of the cat dissection, you will be required to submit a formal report. The format for this will differ from that of the osteoporosis lab report because the dissection is used as an opportunity to review structure and function for the major systems rather than to test a hypothesis and draw a conclusion. Please the following information as a guideline for compiling the lab report. Only one lab report per group is required. You do not have to answer the questions listed during the actual dissection, but you should be familiar with what is being asked of you before beginning. The lab must be typed and divided into sections according to systems (Meaning each system will be individually labeled like you would label a section of any other lab (materials, methods etc). You may divide the labor among group members, but the work should be compiled as a single document before being turned in. The front page of the lab report should include the names of all group members as wel l as the date submitted. You do not need a separate title page. Note: If group members are working on sections individually please be consistent with margins (1 inch or less), line spacing (single or 1.5) font size (12pt or less) and font used throughout the document. The document should not look like it was pieced together randomly at the time of submission. Keep in mind that each group member is responsible for knowing all information in the lab report. Please note that you will be writing about and also observing some systems we have not yet covered. This will require you to reference your book or another source for information to complete the lab report. Please include citations for any sources used (this includes information about systems that have been covered in class). You should consider the assignment an opportunity to begin preparing for the final exam. The hard copy of this report is due to me by Friday, April 15th. (It must also be submitted via turnitin.com before 11:59pm on April 15th) Any time you are asked to diagram the system you are working through, you must label the structures in the diagram. For any of the diagrams in the lab report, you may include pictures (using your phone or a camera) of your dissection instead of an act ual drawing. If you  choose to take pictures of the cat, you may label the structures with tags and dissecting pins at the time of dissection if time permits or you may go back and label the pictures after pasting them in your report. The photos may be embedded into the associated sections or attached at the end of the document as an appendix. Hand-drawn diagrams will have to be attached at the end as an appendix. If your diagrams will be in an appendix, they should be referenced in the appropriate section. The lab report should look like this: (It will be longer than three pages!) Essential System Structures to Include : Lymphatic Spleen, bone marrow, lymph nodes, thymus gland, tonsils Digestive Mouth/tongue, pharynx, larynx, Esophagus, stomach, S.I., L.I., rectum, salivary glands, liver, gallbladder, pancreas Cardiovascular Heart, aorta, vena cava, pulmonary arteries, pulmonary veins, coronary arteries, cardiac veins, brachial artery & vein, carotid artery, jugular vein, renal vein, iliac artery & vein, femoral artery & vein, hepatic portal system Urinary Kidneys, ureters, bladder, urethra Respiratory Larynx, Trachea, Bronchi, Lungs (bronchioles & alveoli) SYSTEM REQUIRED INFORMATION YOUR PTS External Features Discuss two interesting observations/discoveries (2) Define: vibrissae, pinnae, tori (3) Skeletal Distinguish between the axial and appendicular skeleton in terms of structure and function (4) Muscular (NOTE: Includes questions about endocrine & lymphatic systems) Describe two interesting observations/discoveries; take note of muscle layers. (2) Define: tendon, origin, insertion and superficial fascia (4) Explain the purpose of both thyroid gland and lymph nodes (4) Describe how the endocrine system works as one of the two major controlling systems in the body. Be sure to discuss its means of communication, length of effect and response time. In addition, outline an example of a feedback mechanism involving the endocrine system. (4) Identify the main structures of the lymphatic system and describe their functions. (3) Digestive (NOTE: Questions may be grouped together and do not need to be answered in the order listed). Describe two interesting observations/discoveries (2) Diagram labeled with major digestive structures/organs (5) Describe the functions of the major digestive organs (6) Describe the diaphragm and identify its function (2) Identify the location & function of the epiglottis. (2) What is peristalsis and what is its function? (2) Explain the function of sphincters and identify some places they are located. (2) What is chyme? How is it produced? (2) Why are the small and large intestines labeled as they are? (2) Where is the gallbladder in relation to the liver? Why? (2) Explain the importance of bile. How and at what point does it enter the digestive system? (2) Respiratory Describe two interesting observations/discoveries. (2) Diagram the Respiratory System. (3) Describe the functions of the structures of the respiratory system (3) Cardiovascular Diagram of the heart (Include chambers, valves & major vessels) (6) Diagram tracing the path of circulation in the adult mammalian heart. You may do a separate flow chart or build this off of your heart diagram. (5) Describe two interesting observations/discoveries. (2) Discuss the structures of the Cardiovascular System (including major veins & arteries serving the body) & describe their functions/locations served. (9) How are blood vessels named? (2) Urogenital Describe two interesting observations/discoveries. This would be an ideal place to discuss reproductive structures. (2) Diagram the urinary system – four structures to include. (2) Describe the function of each urinary structure. As in the labeling, there are four main structures that you need to include in the answer to this question. (2) Nervous Describe how the nervous system works as one of the two major controlling systems in the body. Discuss its means of communication, length of effect, and response time. Outline an example of a feedback mechanism involving the nervous system. (4) Describe the difference between the central and peripheral nervous system in terms of function and structures. Describe the pathway that communication within the nervous system would follow from a receptor to an effector. (4) NOTE: We will not be looking a nervous system structures. If time permits, you may attempt to extract and view the brain. If you choose to do so, please note that opening the skull is often a difficult task, especially avoiding damage to the brain in the process. Please use extreme caution.)

Samsung vs. Apple: New Foundation and Platform

This paper is based on the article titled ‘Samsung vs Apple, The Battle for Design Dominance’ written by Haydn Shaughnessy and retrieved from www. forbes. com. The article is about Samsung vs Apple executing a new foundation and platform for business strategy. This is a key change in the business strategy of the software organization. This material is very important and relevant to the course content of business strategy because of the following reasons: ? It talks about business strategy of one of the leading cell phone organization in the country and how it is changing its business strategy to adapt to the changing environment. It helps us understand the importance of change in business strategy with changing times. ?It talks about computation and new business strategy which includes Social strategy, platform strategy and radical adjacencies. This helps us understand the change a new business strategy brings in any organization. There are also many practical managerial implications of this material: It talks about the social media strategy of Samsung battle with Apple and how their new design studio has the ability to bring software and hardware together in a new way.It gives us an idea about how important it is to get the demographics write on the social media and adapt or strategy accordingly. Secondly the article also helps us understand the importance of Samsung and platform in a banking organization further emphasizing on good quality software. Thirdly, it stresses on the importance of radical changes in operations to adapt to the changing markets, which can be the only survival strategy. ARTICLE RETRIVED FROM http://www. forbes. com/sites/haydnshaughnessy/2013/03/17/samsung-vs-apple-when-design-thinking-came-to-town/2/ /

MotEffects of Employees’ Motivation on Organizational Performance Essay

Abstract Many theories came along to show the importance of motivation. Motivators are the things that drive the employees to achieve; de-motivators are the opposite and would lead to deterioration on the job-level. Performance is directly affected by motivation, thus, a performance appraisal should be done where the manager measures the performance of an employee and acts accordingly. Motivation is the key to success in any given task or job. If not met, failure will most probably be the result. The purpose of this paper is to discuss the demotivators, the motivators of employees at work and the effect of these factors on employees’ performance thus organizational performance and the positive correlation between both latter concepts. Introduction Abraham Maslow once said, â€Å"If I were dropped out of a plane into the ocean and told the nearest land was a thousand miles away, I’d still swim. And I’d despise the one who gave up.† The drive for him to reach the land is a combination of ability, willingness, and motivation. Likewise in any organization, there is always a drive for employees to achieve. The heart of this drive that leads to positive organizational performance and thus success is motivation; it is this desire to achieve. Motivating employees is when the employer gets them to â€Å"want† to do what he/she knows should be done. It is also the third key performance indicator of Human Resources. The main assets of an organization are the employees; if not satisfied and motivated then progress and success are close to impossible. Thus, it is a conductive synergy; if dissatisfaction occurs employees would dock, procrastinate, sabotage the company, increase absenteeism, or even petition. Motivation could be of two kinds: extrinsic and intrinsic. Extrinsic motivation is based on the desire for external rewards, such as gaining approval of others, earning money, winning prizes†¦ etc. Usually extrinsic motivation tends to be more commonly needed among people who have low or poor self-confidence or those who lack internal goals. The internal  goals or the inner desire to do something or gain knowledge in something is what intrinsic motivation is based on. People who are led by intrinsic motivation are those who know what their goals are and are aligned with what they value most. Read more:  Which Factors Affect the Motivation of Employees Working Due to the highly competitive era that we live in, managers need to consider behavioral management theories to increase employees’ retention and increase organizational effectiveness. After the classical school of management came the behavioral school to speak out on the name of employees’ satisfaction and stated that they are driven by motivation and one could not possibly give them the job and ask them to yield good performance. According to Hawthorne’s theory, a study was conducted on employees’ performance in dim and bright light. Results were the same because in both cases they were given recognition and attention. According to McGregor, a manager should follow his â€Å"Theory Y† which states that people are good by nature and that they are ambitious and self-motivated. A theory Y manager believes that people will do well at work if they were given the right conditions. They are the managers that usually create the climate of trust that will l ead to the development of the human resource aspect in an organization. Following that came Maslow’s hierarchy of needs that divided the human needs into five categories: physiological, safety, social, self-esteem, and self-actualization. The first three are the lower level needs and the latter two are the higher level needs. Physiological needs are first and the most important; they are the basic requirements for the survival and function of humans and are met by having a hygienic environment at work. Safety needs are those concerning the security of the employment, resources, body, family†¦ etc. These needs are satisfied by having a sealed contract at work. Humans constantly need to feel a sense of belonging and acceptance among their social groups. Thus Maslow proposed the third level of needs: the social needs. The self-esteem needs as the name suggests, it is the need for confidence, achievement, and respect by and to others. Self-actualization which is the utmost level is met after mastering all prior needs one after another. It is portrayed as Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can be. Another theory is the expectancy theory which st ates  that motivation is a function of expectancy, instrumentality, and value. The employee should know that the job or the task is not a â€Å"mission impossible†; moreover, he/she should also know that there is a means to achieving it and if so will be awarded in a valuable way. After the managers apply those behavioral theories into the workplace, the organization tends to become more productive. Performance therefore needs to be measured in a process called performance appraisal. It is one of the periodic HR’s duties in which the employee is examined and evaluated, objectively and constructively. Based on the results, which the employee should know by giving him/her feedback, key areas of improvement or praise are shed light on. Therefore, the manager will know who to promote, demote, train or even fire. There are three major steps in the performance appraisal process: identification, measurement, and management. With identification, the behaviors necessary for successful performance are determined. Measurement involves choosing the appropriate instrument for appraisal and assessing performance. Management, which is the ultimate goal, is the reinforcing of good performance and the correction of poor performance. What are the motivators and de-motivators? How do they affect performance and how they are measured? The answers will be further discussed in the literature review. Demotivators at Work What does really motivate employees? How can we boost employee’s morale? What can we do to increase the performance and the productivity of our employees? How can we know if the way our employees are doing things is right and doing the right things? †¦..  And the list continues.  We could really spend a day just talking about the concerns of organizations when it comes to securing its continuity in this ever-growing competitive environment. The key to success is definitely in the way we run our employees in such a manner to boost their morale and keep them motivated to excel in their jobs for it has as major positive impact on increasing productivity. When we talk motivation, we need first to align what  demotivates the employees. Demotivators are those nagging, daily occurrences that frustrate employees and cause them to reduce, either consciously or unconsciously, the amount of productive energy they use in their jobs. Demotivators are draining the life out of employees everywhere, undermining morale and wasting the most valuable resource we have – human talent and creativity. Demotivators can be a single factor or a group of factors that affect that employee’s morale and cause him to underperform. Not only do demotivators trigger negative emotions, but they also elicit negative behaviors – such as withholding effort, absenteeism, tardiness, extended breaks, criticizing management, theft, conflict, and even violence, vandalism and sabotage. First, we are going to consider â€Å"Micromanagement† as a demotivator: Employees have different needs, different expectations, and different ambitions. Following Maslow’s hierarchy of needs, the physiological, safety and belongingness are the most important needs that must be secured first to any employee. Only after his basic needs are met, will he focus on realizing his self esteem and his self actualization, thus he will go the extra mile to perform effectively in order to achieve now his growing needs for achievement and for power. Micromanagement limits the employee’s motivation and his potential growth, and also affects his morale eventually. He will feel that he‘s not getting recognition and room to grow professionally. Some managers apply the theory X type of management, being autocratic, never trusting their employees, nor delegating them: hands on, central and formal management are some examples. Any employee under these conditions will not sense a feeling of belonging to the organization, nor will he feel responsible to work effectively or to improve his performance. At the end of the day, he doesn’t see any potential to grow out of his current position, or that his efforts will be appreciated as the credit would go to his managers. â€Å"Hazy Job Profiles† is another demotivator that is very frequent in many organizations: Absence of a clear job description, absence of a realistic reachable goal, absence of a clear target, absence of performance appraisal and a regular evaluation telling an employee where he stands and what areas he needs to improve, are all classic reasons that define the hazy a nd unclear job profile that negatively affects the employee’s behavior. An employee needs to know what is expected from him, what his responsibilities are, what areas he is accountable for, his  reporting authority and who reports to him. All these are important for him to know how he will be judged and on what basis he will be evaluated and assessed. Even though some organizations do not spend enough time on setting the job profile, it is an essential part to be well prepared by the HRM to give the employee the kick he needs to evaluate and advance in his career. â€Å"Unclear expectations† represent another demotivator that must be taken into consideration. In fact, without realizing it, management often communicates wrong messages, or fails to communicate clearly what’s required of the employees. They ask them to maximize production, emphasize on quality, customer satisfaction, limit the interaction time with customers, work faster, then work safer, etc†¦ All these messages can be misleading to employees and they fail to target what is really important or to prioritize their tasks. Thus, communication is the game in everything. The result is that they lose time and energy on wrong or unneeded tasks, and they accomplish wrong results that would lead them consequently to frustration, demotivation and disinterest in the job. Let’s consider now the â€Å"Work Environment† as a demotivator: In any organization, it is highly important to check the internal environment, the external environment and the global environment. If the subject company has a poor working conditions and a not so pleasant environment, this wou ld kill the natural abilities of people to perform. Will they feel relaxed to perform? The answer is no because they will be too busy securing basic needs, again physiological and safety needs. The absence of team work means that employees will be looking to establish their own interests over those of the company. It is important to generate a healthy environment, and a positive competition among employees, the sort that would push for team work, creativity and new ideas, not job docking or demotivation. Politics causes a suffocating environment that kills the natural abilities of the people to perform. It is difficult to fight at every step and do things which you know is must for the growth of the company. A company will cease to exist when its employees favor their own interests to those of the company. Managers here are bound to integrate the employees in the discussions, and involve them to a certain extent in the decision making. Moving to the â€Å"Absence of Recognition†, we all look to achieve, we all look for power and we all want to fit in and belong whether socially or professionally. We do it in order to feel secured, satisfied  and self content. We also do it because we look forward to enhance our self-esteem and realize our self-actualization. We also do it because we expect to be rewarded for our efforts afterwards. Every employee expects something in return when he achieves outstanding results. The reward can either be monetary, a reward system, or anything positive. Not receiving any recognition for something that we really worked hard on can be, and will be frustrating. Sometimes, an employee would appreciate a â€Å"thank you† or â€Å"well done† or â€Å"good job† from his superiors in front of a group of a few people. This will mean a lot to him and will boost his morale and entice him to maintain his performance or push it a little further. Some companies just fail to realize that this is cheapest and most efficient form to keep the employees happy and motivated. â€Å"Workload† can also be considered to be a demotivator: Most companies are nowadays applying the downsizing policies to be able to reduce their costs and maintain their position in the market. It is off course a hard decision on any organization to decide to lay off some of its employees. Such a decision will not only have its toll on the employee himself, but it will also affect his health, his family, his colleagues and the company itself. As a matter of fact, the company will then have to redistribute the work on one or two other employees who will handle the relative tasks in addition to their current tasks. The result is too much work to complete with so little time, which leaves no possibility for the employee to explore his natural abilities, or to learn new skills. He will no longer be motivated to work, nor will he focus on achieving high results or performing effectively, as all he will care about now is how to finish the workload on time, and how he will cope with the extra work. Now, how can the â€Å"Salary† be a demotivator? A job should provide the minimum expected income to lead a normal life and be able to answer the important needs of a human being to live in dignity and live decently. This is the most prevalent reason but sometimes it seems that no one is happy with what they get. If the employee’s salary levels within and outside the company is not at par and good performance is not adequately compensated, the employee will first not be motivated to work, no more then he will be motivated to perform his tasks correctly and effectively. Thus, overall performa nce is affected. â€Å"Organizational Culture† may also demotivate employees. Employees look to fit the organizational culture and to be in harmony with their  supervisors. Being friendly with workers, offering assistance and help, how managers treat their teams, existence of healthy competition, type of language people use, the way of doing things, etc†¦ These are some of many factors that can reflect the company’s culture and environment. If the environment is not pleasant, the employee will be demotivated. He will not be in the mood to work, nor will he communicate with his colleagues to get the job done if it requires assistance. He will not look to achieve if his relation with his supervisors is not so great, for he thinks they will get the credit, whereas he will not advance in his career. If an employee is not happy he cannot work hard, and if he dreads to go to work every day, his productivity will soon or later on drop dramatically. â€Å"Organizational Policies† represent a major issue when talking about demotivators. Each company has its own policies but sometimes they are too many for the employee to grasp. The company also has to abide by the local environment policies that include those enforced by the government. Example of policies may include but they are not restricted by: Policies for women, Special si tuations, Conduct, Etc†¦ These policies impact the life of employees and their working atmosphere, and can prove to be demotivating once they don’t take into consideration the humanitarian view. You may not weigh it much, but people who have to travel a lot or cover a big of distance to their office know the importance of this factor in their lives. Therefore, â€Å"Distance† is another demotivator. The balance of life between home and office seem to evaporate in thin air. All travel and no time for themselves demotivates them to the core. Some â€Å"Meetings† can be unproductive and can be time consuming and exhausting for employees, with no results to be seen. They see it as a waste of time and energy, and it leaves them demotivated. Moreover, â€Å"Hypocrisy† usually involves superior comments or promises, followed by contradictory behavior. Many organizations say one thing and do another – leaving employees feeling angry, frustrated and betrayed. â€Å"Change† may also pose a challenge and is an important factor to maintain as well as to achieve organizational success. Companies need to unfreeze the status quo, run changes then refreeze the situation again, and that’s a very important cycle to be respected because constant change is extremely disruptive. Sometimes it can unplanned, b adly communicated and poorly envisioned. Employees have already a lot on their back to worry still about  unnecessary and unproductive changes. Many changes leave the employees feeling down, as they have to abide by what the management decides is right for now. â€Å"Hiding Information† from employees is demotivating. It can be interpreted as mistrust or a threat when the data is not communicated, leading sometimes to incoherent and incompatible efforts that are not aligned with the management vision and plan. When we don’t involve employees in what’s happening or why a certain decision has been taken, they will not be motivated to work nor will they feel responsible or accountable for achieving the required tasks. Let’s treat the issue from the â€Å"Low Quality Standards† perspective: Poor-quality work does not only include the cost of replacement, scrap and dissatisfied customers. It also includes the terribly demotivating impact on employees. Most employees look forward to achieve a work of high quality. It makes them feel good and satisfied on a personal level. However, due to growing competition and time and costs constraints some companies are prioritizing short production goals, thus lowering the quality standards. The result is that either the customers are left dissatisfied or the employees are left demotivated because they are involved in goal setting and process improvement. Both have devastating repercussions on the company. Why not to speak a little bit about â€Å"Favoritism†? Actually, Favoring one employee over another is very common in organizations due to stereotyping or the look like me effect when managers and supervisors usually falls in. When the least favored employee gets good results, the recognition is almost absent, but if he makes the smallest mistake the punishment is tough. The opposite happens with the favored employee, and his mistakes go sometimes unnoticed and unpunished. The rest of the employees will notice and feel discrepancies, which will lead them to demotivation. slide 5 of 13 From another point of view, â€Å"The Absence of a Benefit Package† or the existence of a weak one can be demotivating for employees when they compare themselves to what other employees are being offered in different companies.slide 6 of 13 1111111slide 8 of 13 Finally, â€Å"Violence and Harassment† can demotivate employees at work. There are different types of harassments at the workplace: sexual, racial,  personal, bullying, age harassment and disabled harassment. Issues like these can threaten the safe working environment that companies strive to insure. When employees don’t feel safe, they will not perform and they will start absenting, docking the job, etc†¦ which will affect the overall organizational performance. Adding to that the fact that such issues can lead the organization to court shall any of the employees decide to file a lawsuit case? What a bad toll that would have on the organization’s reputation and rank in the society and marketplace? Motivators at Work Employee motivation is a continuing challenge at work. It doesn’t only guarantee that work is done in time but it also ensures that quality of work is not compromised. Employees want to earn reasonable salary to support themselves and their families. Money is the only inducement as for nobody works for free; no other incentive or motivational technique comes even close to it with respect to its influential value (Sara et al, 2004). It has been known as a chief source of satisfying people’s needs. It has the power to attract and retain individuals. However, it doesn’t motivate; it only activates employees to do the minimum that is required in their job descriptions. Frederick Herzberg, the Behavioral theorist who conducted studies on worker motivation in the 1950’s and developed the Motivation-Hygiene theory of worker satisfaction and dissatisfaction, concluded that hygiene factors such as salary or pay can prevent dissatisfaction, but they do not motivate employees. According to Herzberg, hygiene factors work primarily as demotivators if they are not sufficient. As for the motivators, he believed that responsibility, recognition, achievement and advancement increase satisfaction and motivate people towards a greater effort and performance. Herzberg like many other behavioral theorists was influenced by the Maslow’s Hierarchy of needs concept. The theory of Herzberg has shed the light on the importance of the intrinsic aspects of a job and their ability to motivate employees. It also generated the concept of job enrichment. He believed that removing some of the control over employees, giving them additional authority, increasing their personal responsibility and freedom in their own work and encouraging  them to take on new and more difficult tasks would enrich their job and positively motivate them. In addition, studies have shown that giving employees more responsibility and letting them feel a greater ownership in the business make th em more motivated to work harder and make the business succeed. Non-monetary incentives such as recognition can be as successful, and sometimes more successful, than monetary based plans. According to Maurer (2001) recognition is an essential factor in enhancing employee job satisfaction and work motivation which is directly associated to organizational achievement (Jun et al., 2006). This type of incentive works well with people who are intrinsically motivated. It can be achieved by simply asking employees for their opinions on specific issues or ideas. Such a criterion makes them feel that their opinion matters and is valued thus giving them an important role within the company. Recognition also includes acknowledging employees performance which in fact is really high on the list of employee needs for motivation. Managers should associate recognition in return with monetary gifts. Although employees would prefer money, but sometimes they might also appreciate praise, a verbal or a written â€Å"Thank you†. Appreciation is another form of non-monetary incentive. Even though its effectiveness isn’t stressed enough however it has a significant impact on e mployees. Employees would appreciate being involved directly with their immediate supervisors. The daily interaction builds good relationships. Discussing and sharing different points of view and ideas assist employees in getting involved thus motivated. And in return involved employees will start working beyond what is required from them in their job description and go the extra mile for the business. Furthermore the quality time spent with employees can be a huge enabler for understanding their current motivators. This relationship is the only and the most important factor in employees’ retention. Recent surveys have also found that flexible work arrangements improve employees’ motivation and retain them. In addition, having a clear staffing structure in the business with a scope for career development can expand both engagement and motivation. Likewise having a bonus or commission structure and creating a â€Å"Familial† atmosphere, in which everybody is treated fairly, can also maximize employees’ motivation and productivity. Similarly, as the p roverb says â€Å"With great power comes more responsibility†, empowering employees to take responsibility for their own  job and distributing leadership across all the levels in an organization can encourage, motivate and engage them with their tasks, especially if they can be left to work autonomously. David McClelland, like Maslow, also believed that people develop various needs throughout their life experiences. However, the only difference between McClelland’s theory and Maslow’s is that it assumed that different people have different patterns of needs. McClelland’s theory focused on the need for achievement which is the desire to do something better than it has been done before, the need for power which is the desire to control, influence, or be responsible for other people and the need for affiliation, which is the desire to maintain close and friendly personal relationships. According to McClelland, employees have all these needs to some extent but with different intensities. The relative strength of each need affects what will motivate each person. Managers through their daily interaction with employees can understand their behavior and the kind of motivation that best works. For example, employees with a strong need for achievement are more motivated by success than by money while employees with a strong need for power seek out advancement and responsibility whereas employees with a strong need for affiliation give ambition a back seat in exchange for approval and acceptance. Similarly, Vroom’s â€Å"Expectancyâ €“Valence† theory suggested that people are most motivated to seek achievable and worthy results. Meaning that, the strength of motivation is a function of the perceived value of the outcome and the perceived probability that the behavior will result in the outcome. Moreover studies have shown that making work more interesting to employees will make them give it their full attention and enthusiasm. This can be achieved by job rotation, enlargement, and enrichment. Job rotation gives employees more variety by moving from job to job and giving them the opportunity to learn new skills through cross-training. Job enlargement also assumes job variety by adding more duties to the job which in return makes it more satisfying and motivating. Job enrichment as explained by Herzberg gives employees more responsibility to make decisions and more recognition for good performance. Most of these motivation theories have one thing in common: Managers must consider individual differences while designing rewards. They should always keep in mind that what motivates one person may not motivate anot her. So they need to offer a variety of rewards and fairly distribute them to avoid  discrimination. Linking Motivation to Performance In order for us to study the implications of employees’ motivation on the organizational performance, it would be essential for us to start by defining the organizational performance and effectiveness terminology. Researchers do not agree on a specific definition for organizational performance. In fact, they look to it from different perspectives and they might adopt divergent views in defining it. Moreover, some of them have already created business models in an effort from them to explain and highlight this broad pillar concept in today’s business World. However, the grounds for defining the organizational performance and effectiveness are common among the majority of researchers. According to Mary et al, (1996), organizational performance is the ability of a company to attain its goals and objectives by the use of its resources. It is the maximum utility and efforts of the essential constituents of an organization in achieving the organizational goals and it reflects these constituents’ satisfaction in the input-output transformation process, as seen by Matthew et al, (2005). Finally, organizational performance is deemed to be â€Å"the process of locating targets and attaining them proficiently in spirited and energetic surroundings† (Constant.D, 2001). But, the breakneck challenge remains in creating such â€Å"energetic† surroundings in nowadays business environment in an attempt to reach the highest levels of motivation. Several studies conducted around the World and in different organizations assert that a positive relationship exists between the organizational performance and employees’ motivation. Thus, it becomes incontestable that when an organization tries to increase its employees’ satisfaction by motivating them, it will be increasing their performance and their effectiveness in achieving the organizational objectives set by the corporate level of management. And this is again verified by Matthew.J. et al, (2009), who consider the maximization of profits to be the fruit of a higher level of effectiveness and efficie ncy among workers in the business set, generated by satisfaction, delight and internal motivation. Many organizations, even unintentionally, found themselves enjoying a higher performance and effectiveness by increasing their employees’ degree of motivation. Many  researches were conducted in an attempt to explain the nature of the relationship between the Human Resources Management (HRM) practices and the organizational performance. In a study realized by Paul, A.K., & Anantharaman, R.N. (2003) and titled â€Å"Impact of people management practices on organizational performance†, the authors see that it is crucial for employees to be motivated, satisfied and committed in order for them to bring value and significantly contribute in the success of their organizations. Therefore, this reflects the indirect link between HRM policies and organizational performance through HRM output. On the other hand, controls (size, capital intensity, union intensity) which are all subtitles under the HRM policies section, may influence directly the organizational performance according to another study conducted by Huselid (1995). Thus, taking into consideration these studies, it is now clear that the HRM policies enjoy a duplicate relationship w ith the organizational performance (direct and indirect relationship), as they include motivation. And here, we should not forget to underline the importance of employees’ retention, one of the major Key Performance Indicators (KPIs) in the HR of every organization, in establishing the coherence of this relationship. If a company is unable to retain its internal customers (employees), then it will encounter difficulties in capitalizing on its human asset. Thus, it is important to set employees’ retention as an indispensable condition to be satisfied before discussing the implications of motivation on performance. In addition to that, it is important to shed light on the fact that organizational performance is a function of a multitude of variables that must be taken into consideration when measuring overall performance. A. Katou (2008) suggests that the performance is the big framework under which concepts such as effectiveness, efficiency, development, satisfaction, innovation and quality fall. And since these concepts are the basic components of organizational performance, thus it becomes steady that each one of them is directly related to performance. Therefore, anything that might positively affect any of these concepts might also be positively reflected on performance itself. Thus, when measuring the increase in organizational performance due to motivation, it becomes vital to take in consideration positive implication of motivation on each of these concepts. A high organizational performance might result due to a higher level of  effectiveness achieved in top management positions when setting the appropriate goals and objectives and communicating these objectives to all levels and departments within the organization. And motivation, once found among top managers, it will play a major role in increasing the effectiveness of these managers in setting the appropriate goals to reach. A motivated manager will put the interest of the whole organization as a priority and will work hard with his subordinates to achieve them. In a similar context, the Behavioral School of Management suggests that employees are more likely to express a high sense of motivation when they work with a motivated manager (Hawthorne studies). Staying within Katou’s study (2008) frame, motivation is directly related to efficiency, which constitutes the ability of firm to meet its objectives using the least amount of resources. Motivated employees are more likely to consider the costs that their organization incurs to achieve the expected goals and objectives. So, they think about squeezing the costs as a way to increase their revenues and profits, leading to a maximum efficiency and performance. Moving to the development, it is essential to say that an organization must always conduct a SWOT analysis, watching both its internal and external environment. Consequently, it must analyze any opportunity looming and try its best to make out of it the most profit it could. Thus, motivation here is essential key to performance since it leads to a proactive workforce that constantly analyzes the external environment for any opportunity, and that permanently trying to predict the future. Hence, motivation turned out to be res ponsible of the subsequent future of an organization in addition to its ulterior prosperity. Finally, adhering to Katou’s research (2008), motivation is at the root of every step forward in the innovation concept. Definitely, a demotivated workforce will soon suffer from the routine of the daily work and will never think of finding new ways in achieving the organizational objectives or manufacturing a product and so on and so forth. Thus, a huge role is attributed to motivation in this direction. And once motivation and innovation meet, a positive synergy is created among workers at all levels of management, driving the whole organization to realize and achieve high quality and standards in serving its customers, either by providing high quality products or offering high quality services in the business environment. This would definitely drive us to talk about the competitive  advantage that high quality and innovation would both create within the organization itself, leading to outperforming competitors and to the generation of core competencies that provide the organization with the power to overcome any threat imposed by the presence of any competitor. Thus, the outcome is a higher performance due essentially to motivation. In a recent study by Nicu Ioana Elena (2011), a motivated workforce will also ensure, in addition to all of the previous consequences discussed above, a better assumption of responsibilities in the organization leading to higher levels of performance. She also affirms in her study that organizations in which employees are motivated are more likely to witness small absenteeism rates, very low personnel fluctuations, a negligible Procrastination rate (Fatigue, Stress), and frivolous percentages of Sabotage and Docking among its employees, all of them associated with burnout that leads to modest levels of organizational performance. Finally, motivating employees might show to be of a certain intrinsic value to the organization itself. In fact, when an organization takes care of its employees, constantly trains and develops them and motivates them to work harder and achieve organizational goals in the most effective and efficient way, they would feel that they are treated as valuable assets in the company and they would feel the importance accorded to them by their supervisors. Thus, they will adopt a positive attitude towards the organization they work at, and this will be reflected by a better organizational reputation which may in a way or another have its own indirect implications on the organizational performance and on the way the organization is seen by competitors or other factors or players in the business environment. This point should be definitely treated in the light of the close working relationships that might unite employees from different organizations. A final point we would like to consider is the equity v/s inequity perception among employees. Usually, in the business framework, employees tend permanently to compare themselves to other employees in the same organization (Internal Equity), or in other organizations (External Equity). An employee who intuits a perception of inequity compared to one of his colleagues might face the situation with a fight, fright or flight reaction. And these reactions may increase the employees’ turn over rate, hence reducing the organizational performance. However, motivation is the only remedy in this case, reducing inequity perceptions (Internal &  External) among employees, contributing in employees’ retention and therefore increasing the overall organizational performance. Conclusion and Recommendations After we have discussed all of the factors affecting the employees’ performance in the work environment, either positively or negatively, and after having already examined the positive correlation between employees’ motivation and employee’s performance at work by showing the positive results and outcomes that may procure a motivated workforce to the organization, it becomes inarguable that focusing on employees’ motivation as a way to increase organizational behavior is vital in insuring the organization success and continuity. In fact, a lot of organizations nowadays consider enhancing the HR practices and orienting all of their HR efforts towards achieving a higher level of motivation among employees as important as any other financial or strategic business planning. Actually, employees represent the internal customers of the organizations and their importance to the organization is as equal as the importance of normal customers. Thus, they should be ta ken care of and they should be treated the same way an organization treats its customers. This issue has become a very hot topic in recent business and research studies as a considerable number of companies went out of business because of lack of motivation among employees in certain industries where motivation does really count. In addition to that, business planning has noticed a new trend, including a major consideration of employees’ motivation as a key factor leading to success. For instance, entrepreneurs are becoming more and more aware of employees’ motivation and they are including in their plans effective steps to implement in order to increase the level of motivation, even before starting the business. And this shows the relevance of such an issue in nowadays business world. Moreover, since reaching a high level of  performance in the organization is the common primary goal of the different functional departments, starting with the finance department and not ending with the marketing and sales departments, it becomes wiser to think of centering all the efforts towards increasing motivation as a way to achieve a higher level of performance, or even making it the common primary goal to reach among all of these functional departments. However, many questions can be addressed in this regard as motivation is relative to each employee and is a function of a multitude of cultural and societal variables. Therefore, it is not easy to achieve motivation among every individual element of the workforce and it is also not easy to reach perfection in realizing that task. Eventhough high motivational levels among employees might be reachable, it is almost impossible for executives in an organization to reach a level at which they can say: â€Å"Thank God our organization is blessed with a perfectly motivated workforce†. This may be witnessed due to the different human, psychological, social and cultural backgrounds of employees. Finally, another factor that may pose a challenge is the ability of the HR personnel to manage the issue between theoretical and practical discrepancies regarding motivation as nothing can be perfectly applied, and everything is subject to change due to an infinite number of reasons that deserv e further research and study. References Ali, R., & Ahmad, M. S., (2009). 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