Living in the other culture may pose a challenge, but it allows for gaining new experiences and understanding of people. Although trying to accommodate cultural differences opens new individual horizons, it may also lead to misunderstandings. Thus, Briggs emphasizes the cultural backgrounds of people and their importance in shaping interactions.
To observe the cultural tendencies in the interactions between Briggs as a kapluna and the Utku, one can focus on the initial phase of their relationships. First, Briggs was treated as an honored guest and offered only something best, such as the softest seats, milk, and sugar in tea, and so further (Briggs, 1971, p. 226). In turn, she also always offered her food and tried to help their hosts (Briggs, 1971, p. 226-227). Thus, one can suppose that both sides tried to build mutually beneficial relationships. However, power dynamics between the Utku and the kapluna is illustrated by the appearance of exploitative traits, for instance, when Inuttiaq said Briggs to make tea to express her gratefulness (Briggs, 1971, p. 227). This situation suggests that the Utku felt their so-called superiority because they were hosts.
Ilira or fear played a significant role in Briggs relationships with the Utku. It seems that ilira was present at the initial phase of interaction due to Briggs strangeness. On the other hand, kindness in the treatment was an option to hide their irritation (Briggs, 1971, p. 234). Moreover, the Utku expected Briggs to be kind to them in turn (Briggs, 1971, p. 234). Thus, ilira has two opposite aspects that develop relationships from beneficence to dislike.
Finally, one can admit that cultural traits and interactions do not always have a meaning intended by one of the sides. Briggs shows that the good treatment of a stranger may imply feelings far from kindness. Here, one cannot judge the attitudes of the Utku as disrespectful because they have deeply rooted culture-based practices toward the kaplunas.
Reference
Briggs, J. L. (1971). Never in anger: Portrait of an Eskimo family. Harvard University Press.
For any firm to achieve its goals, the firms top management must cultivate a relationship between the firm and the staff members and establish a reward management model, which will assist the firm to meet the dynamic needs of both the staff members and the top management.
The company trains and expects the staff members to work for a long time in the company as they perform their tasks in an efficient way as agreed in their performance contracts. The firm expects the staff members to work with minimum supervision, to innovate and diligently learn necessary skills in the course of their work.
On the other hand, the staff members expect the employer to grant them favorable pay, proper working environment and just treatment at all times as agreed by the two parties and as guided by any regulations or statutes relating to employer-employee relation.
Background Information
Air Arabia started its operations in 2003 following a directive from His Highness Doctor Sheikh Sultan Bin Mohamed Al Qassimi (Air Arabia). The firm later became a company limited by liability through incorporation. Air Arabia has two hubs with one of the hubs in its headquarters in Sharjah International Airport in the United Arab Emirates while the other hub is in Casablanca, Morocco (Air Arabia).
The firm has more than 57 destinations specifically in Middle East, North Africa, Asia and Europe (Air Arabia).
Problem of the Study
The reward management model is a crucial part of any modern companys infrastructure since the company must operate through making maximum use of the employees (Ignited Thrust towards Accelerated Growth). As such, staff satisfaction and the reward model are crucial factors for a company to realize its goals.
The model is a systematic method of gathering and analyzing data concerning jobs with the aim of achieving internal equity (Smith).
Air Arabia has had a very high staff turnover. Such staff turnover is detrimental to the firm since the firm uses resources to train its staff. It affects the smooth running of the firm. Staff turnover disrupts continuity and this translates into financial and reputational losses. As such, the company must do everything possible to avert such high staff turnover.
Research Questions
The study relies on the believe that Air Arabia can avert such staff turnover and boost the morale of its employees by putting in place a proper reward system that will cater for the needs of the employees. The following are the research questions: How does reward model assist to achieve organizational goals and avert high staff turnover? Are rewards within a company able to boost employees performance? Lastly, which is the best reward model for an organization?
Research Methodology
The study will include both qualitative and quantitative approaches to ensure that all the necessary information is in place for thorough analysis to yield informed conclusions. There will be a review of available literature on reward systems backed by the findings of this study. The study will administer questionnaires to acquire quantitative data while face-to-face interviews will yield qualitative data.
Limitations of the Study
It will be hard to approach all Air Arabia employees because of the nature of their work. In addition, the staff members work in numerous countries and this presents a difficulty in reaching them.
Expected Results
The study will provide reasons for the high turnover of staff and recommend to the firm the necessary steps required to avert such staff turnover in the future. The analysis from this study and the available literature will enable the researcher to make objective conclusions and recommendations to the firm.
Conclusion
Reward strategies are a prerequisite to good performance by any firm. As such, the management must fully understand the reward model and the needs of the staff members to retain them for longer in the firm.
Works Cited
Air Arabia. Background . 2013. Web.
Ignited Thrust towards Accelerated Growth. Reward Management Model . 2013. Web.
Smith, Robert II. Models of Reward Management . 2013. Web.
Chinese culture can be seen as a set of specific values and beliefs that honor and prioritize familial ties and authority. Harmony, as the principle governing family connections, continues to hold significance even though Chinese family views are changing in modern Chinese culture as a result of a variety of political, economic, and social issues. Still, one element that remains an integral part of Chinese society is filial piety, which is the honoring of ones ancestors and parents, which is both valuable in itself and a training ground for the reverence due to the emperor and state officials (Strayer and Nelson 102). As a result, relationships, such as parent-child and husband-wife, are sacred in Chinese culture, although there are such faults as strong patriarchy and authoritarian approaches.
Relational harmony continues to be the cultural ideal that young Chinese populations strongly support. Human interactions are governed by balance, which is the cornerstone of Confucianism, Taoism, and other Chinese philosophical traditions (Chang 15). According to Confucianism, family is emphasized as the primary component of society with harmonic ties and connection, which has shaped Chinese family interactions for hundreds of years (Chang 15). Confucianism emphasizes interdependence, peace, and filial devotion, and, according to an old Chinese proverb, if the family is happy, everything else will be successful (Jia he wan shi xing) (Chang 15). In this case, members of the family, such as parents and children, know how to act and fulfill their given roles based on the hierarchy of age, gender, and generation, and notably, the virtue of ancestor worship.
Moreover, aside from harmony that is valued in each family, another merit worth mentioning is that family is valued over everything else. Even under the Peoples Republic of China, family represents safety and comfort for Chinese people, whereas the outside world represents instability and coldness (Chang 16). The outside world is where hostility finds an outlet since Chinese culture forbids any form of aggression inside the family (Chang 16). The Chinese may feel free to express their aggressive behavior straightforwardly when they communicate with unknown people, such as in experiences in a present big city or in a foreign nation when one is certain that the interaction is informal and momentary (Chang 16). However, aggressive behavior cannot be demonstrated directly toward the family.
Still, the parent-child system is not without faults, and the most significant one involves the dual-factor paradigm of filial piety. On the one hand, reciprocal filial piety is about genuine affection toward ones caregiver and a long-standing healthy parent-child connection (Li 1). On the other hand, authoritarian filial piety is about adhering to societal responsibilities to ones parents, frequently by repressing ones own aspirations to comply with the expectations of the parent (Li 1). Therefore, according to Chinese values, one must often sacrifice ones own aspirations for the sake of their parents.
Another valuable system within Chinese culture is the husband-wife relationship. The biggest merit of the given system is that it puts emphasis on monogamy and stresses the important and sacred nature of marriage (Gui 2). Moreover, the Chinese expect not only monogamy but also passion between partners, and it is considered the norm (Gui 2). Still, there are major faults with the husband-wife system, such as expectations and judgments of a partners filial piety that vary by gender and gender role attitudes. Husbands can demand more from spouses and assess womens filial piety conduct as lower than it is (Gui 2). Men often have a more conventional view of gender roles. Therefore, husbands set higher standards for their wives filial obligations, while wives do the opposite (Gui 2). Consequently, this can be identified as the standards of the patriarchal societal structure.
To delve deeper into the expectations and roles within marriage, women are traditionally expected to be modest but intelligent. Strayer and Nelson (102) provide the quote of Ban Zhao, a Chinese philosopher, who claims that education has always been essential for young women, not because they were equal to boys, but so that a young woman might be better prepared to serve her husband. Moreover, it is stated in The Book of Rites, or Liji, a compilation of writings about the social structures, that a son should divorce his wife if his family does not accept her (Gui 2). In turn, he must treat her like his wife in every way till the end of her life, even if he does not like her, but his family says, she serves us well (Gui 2). Therefore, a womans role in marriage in Chinese society is to fulfill the expectations of the husband and his family.
Hence, although Chinese culture has strong patriarchal or authoritarian tendencies, some connections, such as parent-child and husband-wife, are sacred. Based on the hierarchy of age, gender, generation, and, most significantly, the virtue of ancestor worship, family members, such as parents and children, know how to act and perform their assigned roles. Moreover, in Chinese culture, the husband-wife connection is a vital institution. The main advantage of the current system is that it emphasizes monogamy and the value and sanctity of marriage. Likewise, in the U.S., there is a glue that holds society as well. Such kinds of glue are multi-nationality and freedom, which not only prioritize respecting others but also bring something new from different nations. These elements intensify with time, allowing shared values to become stronger and unbreakable.
The following paper is a thought experiment, a work in progress that is unfolding as I observe todays dynamic industries struggle to exploit multiple avenues to respond to customer complains. The objective of this study is to evaluate the effects of feedback system as one of the mechanism that supports functional element of organizational climate.
The study methodology uses a trail group consisting of 35 members from the United States, Philadelphia region dispersed across a variety of demographic location and environments to determine how companies A, B and C quickly respond to their complains.
The trial attempted to measure how fast companies A,B, C effectiveness responded to customers complains in relation to their defective devices in service industry perspective, and to evaluate the collective processes and outcomes.
To effectively measure feedback system performance and satisfaction, the study uses variables that included technical-customer support, action orientation, phone-based technical support and information exchange. Changes in subject cognition were assessed using a series of conceptual model to measure reliability of the results obtained.
Results of this study did however demonstrate that companies that engaged in feedback system and actively involved in strategic activities that requires introduction of innovative products and outreach program that mitigate customer problems before they occur reported high returns.
Our conclusive results reveal that all the variables that related to feedback system positively linked to customer satisfaction. This study provides evidence of a relationship between effective feedback system in relation to solving customers complains and customer satisfaction.
Introduction
Feedback system remains to be the most significant factor of organisational climate in resolving customer complains. For example, majority of computer companies in the United States continued to expand their products through implementation of effective and up to date feedback system.
Since many companies are thriving to survive through the competitive markets, many new and efficient products are such as iPod, Mac, iPhone are being introduced to the markets everyday. These products are reported to be widely successful due to the organisations communication system. This requires the organisation to implement effective feedback system with eminent good customer support that quickly responds to customers complains (Kaplan, 2006).
The three companies assessment results present us an investigative framework to examine extend to which service firm utilises customer satisfaction data obtained from formal feedback mechanism. The essay further explores the effectiveness of feedback system using a questionnaire methodology to find out the relationship between overall feedback and customer satisfaction in computer companies in the United States (Fred, 2001): Fox, 2004).
Literature Review
Feedback system
Lately, the three companies have been using feedback system for paying out customers with defective machines. For example, one of the Companys products iMac was widely reported for to be giving clients problems and the company responded by giving 15% refund bonuses to all faulty 27 inch iMac in the UK and was also reported to extend $300 apologies to all its aggrieved customers in the US.
In resolving the issue, the company responded quickly by offering free repairs to all the affected machines and launched a support page where it described how minor problems could be resolved and the resulting warranty extension for each affected machine. The company also reimbursed customers who used their own money to repair the faulty machines and advised them take their drives to official company repair channels (Moore & Knight, 2010; OReilly & Anderson, 1980).
Technical Customer Support
The three service companies in our investigative analysis ranged top in customer satisfaction with phone-based technical support, communication, face-to-face communication, email communication, and information exchange in the American Consumer Satisfaction index (ASCI) in the second quarter of 2009. These companies were credited for offering the best technical customer satisfaction service within the Personal Computers category with a base score of 77 on a 100 point scale and earned 83 points in the second quarter of 2006.
Business analysts have argued that the companies ability to focus on product innovation and customer satisfaction has won the company loyal customers compared to other PC vendors. Quality of customer service is always the determining factor for success of any company and not its products, and the three companies for this case have gained tremendously from such strategy.
Van Amburg, the managing director of the American Customer Satisfaction Index (ACSI) argues that customers from other service providers were very frustrated with companys customer service despite the quality of its PC hence loss of loyal customers and the services continued to deteriorate as years went by (Moore & Knight 2010; Keizer 2009; Szmigin, 2003).
In ensuring quality satisfaction in information collection, the companies launched Consumer Privacy Policy that ensures the collection, use and disclosure of personal information regarding customer issues are kept at optimum security. The company pledges to safeguard personal information collected when visiting the companys website, purchase of products and services and when a customer calls the sales team or support associates.
Personal information collected here is aimed at helping the company deliver higher customer service and provide convenient access to companys products and services (Apple, 2010; Levitan, 2004; Prasaad, 2009).
The companies were reported to collect personal information in various occasions such as
Phone conversations with customer service representative and for this case, customers complains regarding downloading software updates or purchasing products may be collected
When customers interact with a service provider, information such as names, phone number, mailing address may be collected
Personal information may also be collected for market research purposes for example a client may be asked how often their use their computer and where they use it at.
Information regarding faulty devices was also collected on companys website, iTune stores and MobileMe stores. The company then uses the data improve products and determine how best to provide useful information (Apple, 2010; Hewlett-Packard Development Company, 2010).
The companies were said to partner with other service vendors such as MobileMe and iTunes stores to help in collection of information by requiring customers to customers to create an phone company ID before purchase of products. The ID is strategy is designed to help customers have easier access to web services and saves them time since they dont have to give their personal information when requesting for services.
The procedure requires creation of personal profiles by adding the name, phone number, email address or credit card number together with a suitable password that will be used to access the profile. Once the signing up procedure is completed, the customer is allocated personal ID and a password that the system generates automatically.
Therefore next time the customer enters the website to re-purchases products is welcomed by personal greetings by mentioning his name and is able to access up to date information regarding the product purchased which can be used wherever the client goes (Apple, 2010).
Action Orientation
Companies are increasing exposed to intense pressure to deliver and better their feedback system. The intense competition requires companies to employ full array of management skills, ranging from managing people to communication. The end results are then used for analysis to help managers polish their skills.
Here, action orientation packages, strategies and tools and timely guidelines are implemented to help managers and public relation representatives improve on their skills (Harvard Business Review, 2004; Purde, 2008).
Phone-Based Technical Support
The three companies were ranked among the best service providers in customer satisfaction with phone-based technical support hence the reason for using their data for analysis. Telephone conversations have always been regarded as traditional feedback system tools that improve customer loyalty.
Due to the increased competition in service industries, economic pressures continue to squeeze these companies to ensure customer satisfaction has reached peak point.
Since majority of customer service professionals engage most of their time resolving customers issues and problems rather than engaging in proactive customer support, Levitan (2004) proposes the companies to try and reach the customer before they become frustrated and dissatisfied with automated calls.
In addition, companies are required to be more involved in strategic strategies that involve introduction of innovative products and outreach program that mitigate customer problems before they occur (Herington & Jacquot, 2005; Galindo et al, 2009, p.2839; Bettman, 2005).
Information Exchange
Cookies
These companies admit to using cookies on its website as a strategy of keeping statistics on what parts of the websites are most hit and how much time clients spend on the website for purposes of product improvement. Secondly, cookies help in tracking the effectiveness of online advertising and for studying online traffic patterns.
Thirdly, when personal details like the IP address is tracked, cookies may be used to customise customers experiences by offering services that can be found within the clients location.
For example, when a customer visits the sales website, support representatives lets the visitor register their name by signing up so that they can be referred by name next time they visit the website and even offered the opportunity to choose the country and language they wish to shop in hence increasing their online experience (Apple, 2010).
Information collected Internet from log flies such as Protocal address is used for market surveys and indirect marketing purposes. Email is also considered as an effective marketing strategy if used appropriately. These companies for this case send emails to clients with click-through URL that links customers to the companys products when clicked through.
When the customer links through various links, cookies enable the company determine particular groups interest and the effectiveness of customers feedback system (Apple, 2010; Dell, 2010).
Pixel Tags
Pixel tags are embedded graphics designed to provide reports on customer activities which help companies improve their services, keep track opened emails to avoid future spamming and keep customers up to date with software downloads and new company products (Apple, 2010).
Publicly displayed information is public
The three companies in our analysis used public information posted in chat rooms and bulletin boards as a feedback mechanism to improve their services, however, it claims to hold no responsibility for any misuse of such information by third parties. In a statement, Apple (2010) states that companies may help us process information, extend credit, fulfil customer orders, deliver products to you, manage and enhance customer data, provide customer service, assess your interest in our products and services, or conduct customer research or satisfaction surveys (online).
The companies are therefore delegated the responsibility of ensuring clients personal information kept in accordance to companys policies of confidentiality (Apple, 2010).
Methodology
This study involved a secondary analysis of an existing data set developed from questionnaires of members in the Philadelphia region. The trail group consisted of 35 members from three computer companies across United States were dispersed across a variety of demographic location and environments to determine how fast companies A, B and C responded to their technical complains in relation their satisfaction.
The trial attempted to measure the effectiveness of feedback system, and to evaluate the collective process and outcomes of customer satisfaction using conceptual model. Consumers participated in the surveys by calling, emailing and information exchange to reach the companys customer support.
Using survey data and call statistics from the three service companies, the customers were required to complete a survey about their support experience and then pass the information to three interviewers. The interviewers were trained to the effective data collection methods of collecting timely and actionable feedback system that will positively impact customer service quality.
The research relied on quantitative methods that focused on ascertaining feedback system tools employed by companies in their every day interactions. The independent variable in this study was feedback intervention as a key strategy to resolving customer complains. Table 1 provides more detailed analysis of participants feedback in relation to services they received from the three service companies.
During the interview, each participant identified six functional deficits that most affected the companies functional performance in resolving their problems. The question was phrased as; To what extent do you agree or disagree with the following statements according to your computer service provider? Participants rescored each problem area during the test administrations as indicated in table 1.
The research uses quantitative tools that involve Statistical Package for Social Sciences in recording actual evidence and records. The quantitative technique used here will confirm the hypothesis and the relationship between the chosen variables. Questionnaires were chosen as our quantitative tool to collect data. It contained six multiple choice questions.
The first questions were chosen on the three companies data based on products and services. The six questionnaire questions were aimed at measuring customers perception regarding their experiences with their service provider companies and the results were recorded using a five-point scale that ranged from 1 for strongly disagree to 5 for strongly agree .
TABLE 1: Frequency of performance deficit from companies A, B and C performance measures (N=35)
Categories derived from deficits identified by Participants
Frequency
Percentages
Strongly Disagree
Disagree
Neither
Agree
Strongly Agree
Do I get through customer representatives by phone
5
25
1
2
3
4
5
Does companies A,B,C follow through the problems
1
5
1
2
3
4
5
Does your company offer repair services for free
3
15
2
2
3
4
5
Does the company performing routine activities of faulty devices
1
5
1
2
3
4
5
Do I feel supported when I have technical problems
5
25
1
2
3
4
5
Does the company remember customer problems and faces
6
30
1
2
3
4
5
Participants
Thirty five customers aged 18 to 55 consisting of both male and female from Philadelphia region were voluntarily recruited for the study. All participants were required to have purchased the companys products and used them for a period of not less than one year.
Participants were unaware of the experimental hypothesis before the experiment. To participate, volunteers needed to have forwarded a technical problem to the customer support department and to have lived in the community for the same period.
Conceptual Framework
The research builds on conceptual framework to focus on in our methodology and data analysis. The results however show a strong relationship between effective feedback system and customer satisfaction in companies. The study proposed three hypotheses which included;
Action orientation is positively related to feedback system.
Technical-customer support is positively related to feedback system.
Information exchange is positively related to feedback system.
Phone-based support is positively related to feedback system.
Data Analysis and Findings
Companies spend huge portions of their earnings to manage their corporate image. And in many cases, the image of how people perceive the company in terms of customer satisfaction is given top priority. Customer service has of lately been considered as industry buzzword and companies that dont give their customers quality services are starting to loose customer every fortnight.
Its actually difficult to measure customer satisfaction if companies are instead hiring public relation representatives to cover up their problems. To measure the feedback system in relations to customer satisfaction, the research sifted through personal surveys and previous studies as well as real life experiences of customers, to come up three best service companies and 10 sample questionnaires for customer service (Inside CRM Editors, 2010, p.1).
Data of this survey were analysed using the Statistical Package for Social Sciences (SPSS) software (version 13). Mean, medium, mode, standard deviation and variance were used to test the hypothesis to determine the relationship between effective feedback system and customer satisfaction and its variables (technical customer support, phone based technical support, action orientation and information exchange) in computer companies.
Feedback System
Technical Customer Support
Phone-based Technical Support
Action orientation
Information Exchange
N Valid
35
35
35
35
35
N Missing
0
0
0
0
0
Mean
24.28
4.83
4.01
6.02
5.76
Median
26.06
3
4
6
4
Mode
31a
5
5
7
5
Std. Deviation
5.401
.796
3.321
4.650
2.092
Variance
45.398
.005
1.181
1.008
1.80
Minimum
3
4
4
4
4
Maximum
36
3
5
5
5
The summary shows that there are 35 valid responses entered in the software (n=35). According to Moore & Knight (2010), customers found it easier to reach agent in 2009 than it was in the previous year. On phone conversations, customers reported satisfaction as there were less connectivity problems with automated calls compared to the previous years.
These company changes positively related to customer satisfaction since there was an increase of 9% with agent services and a 17% improvement in customer satisfaction in automated calls. The rising levels of customer satisfaction in these companies demonstrated the correlation between effective feedback system and service customer satisfaction. When complex consumer electronics become defective, customer often need fast, confident, effective and friendly support (Lumbue, 2008).
Discussion and Recommendation
One of the companies with defective software products was reported to extended its repair period for the affected Macs three years from the date of purchase, which is indeed a very good customer service any company could offer its clients since many extends up to the warrant period. This strategy will instantly regain the trust of iPhone users hence more sales of their products.
The companies should also look into giving away unlimited online storage, this way clients will be able to take advantage of MobileMe services and the cost of providing this support will come down. For instance if the company gave customers free storage amount of 30GB and maybe charge a reasonable fee of $5 a year, in the long run the company would be benefiting from low cost of providing support.
Lastly, the company should open up user feedback and blogging on MobileMe devices so that users could make suggestions for improvements. To improve the quality of telephone conversations, companies should try and reach customers before they become frustrated and dissatisfied with automated calls.
Companies are required to be more involved in strategic strategies that involve introduction of innovative products and outreach program that mitigate customer problems before they occur (Etherington, 2010; Purdue, 2008).
Conclusion
The study proves that companies must understand the importance of feedback system and how to leads to customer satisfaction. Other forms of data collection that includes technical customer support, phone based technical support, action orientation and information exchanges are all effective feedback systems which must be utilized to reach the overall organisational success.
The study demonstrated the ability of simple mechanisms such as effective feedback system affect customer satisfaction contrary to the past scholars concerns on history, ethnography, or ritual studies. Quality of customer service is always the determining factor for success of any company and not its products, and the three companies for this case have gained tremendously from such strategy.
Due to the increased competition in service industries, economic downturns continue to pressure companies to ensure customer satisfaction reaches peak point. Since majority of customer service professionals engage most of their time resolving customers issues and problems rather than engaging in proactive customer support, companies should try and reach customers before they become frustrated and dissatisfied with automated calls.
Bettman. R. (2005). Next deal. Psychology and Marketing.
Dell. (2010). Service Information. Web.
Etherington, D. (2010). Apple admits MacBook hard drives defective, offers free repair program. Web.
Fox, E. (2004). American Marketing Association. Journal of Marketing Research.
Fred, W. (2001). Customer intimacy-pick your partner, shape your culture, win together. New Delhi:Prentice Hall.
Galindo, E. S., Santos, W., Maciel, P., & Galdino, S. (2009). Synthetic workload generation for capacity planning for virtual server environment. IEEE International Conference on Systems, 2837-2842.
Harvard Business Review. (2004). Face-to-Face communication for clarity and impacts: The results-driven managers series. Web.
Herington, D., & Jacquot, B. (2005). The HP virtual server environment: Making the adaptive enterprise vision a reality in your Datacenter. New Jersey: Prentice Hall.
Hewlett-Packard Development Company. (2010). Overcoming the no. 1 challenge in data center transformation. Web.
Inside CRM Editors (2010). The 10 Best (and Worst) Companies for Customer Service. Focus, 1-2.
Kaplan, B. (2006). Delivering customer service in a time of crisis. CRM Today.
OReilly, C. & Anderson, J. (1980). Trust and the Communication of Performance Appraisal Information: The Effect of Feedback on Performance and Satisfaction. Human Communication Research, 6, 290-298.
Prasaad, S. (2009). Establishing successful customer relationships through effective communication: An Indian perspective. Marketing and Management Communication, 64, 1-71.
Purdue, G. (2008). Inside Mobile: How Apple MobileMe can Improve Its data sychronisation and data-sharing service. eWEEK.com.
Szmigin, I. (2003). Understanding the Consumer. New Delhi: Response Books.
In life conflicts is not evitable; conflict can be defined as a disagreement between two or more parties having different views, opinions, and interests; solving a conflict can be a challenging or simile issue depending with the parties involved as the nature of their conflict, conflict resolution contains substantive, procedural, and psychological dimensions of human mind.
There are different types of conflict each calls for its special resolution approach (Jeong, 2009). This paper discusses three main conflicts types and the way they can be solved.
Relationship conflicts
Relationship conflicts occurs when people working, living, staying or in close proximity have some differences; the differences leads to disagreement and either party feels oppressed by the other. A certain level of conflict is healthy as it assists a parties involved to deal with challenging issues and let them solve and air out their differences in life.
In intimate relationships , healthy conflicts are known to lead to more intimacy between the parties; in whichever the relationship, conflicts are not evictable so the best method to live with them is to handle them effectively:
Solving relationship conflicts
To solve effectively relationship conflict, the following is the best style:
Every party get in touch with its feelings
Listen to the other person and let them say what they feel without interacting
Give your views and practice Assertive Communication
Jointly develop a common ground
Seek the solution and stick to it (Fenn & Gameson, 1992).
Task conflict
Task-led/task conflict occurs when people working together have some differences arising from the tasks, roles, responsibilities, and powers they have compared to the other person. It is mostly common in those organizations where there is poor leadership and no clear cut of division of labor.
The best approach in solving task conflicts follows the following process:
Have clear definition of tasks within an organization; every employee should be made aware of his role and responsibilities within the organization
Offer appropriate training to employees on the right approach they should use when conducting their operations
Enact good leadership policies in teams and seek to build orchestrate teams
Embark on effective communication among team members and their leader and ensure that they build relationships that can facilitate effective inter-member conflicts resolutions; when managing conflicts there is need to involve managers and employees (Margerison, 2002).
Process conflict
When operating within an organization, there are times that the internal process and way of operating is affected or confronted by opposing sides; some people may want the process follow one direction while others feel the opposite.
At the end, the general operation of the business is hampered. The conflict is common to those organizations whose manufacturing processes are not well planned and controlled. To solve the conflicts, the following is the main process:
Business processes should be well documented and work schedules drawn for every process
Have process managers who develop and given the role of seeing the procedure process growth
Developing proper leadership and management of processes within an organization
Using program management tools like Gantt charts, work schedule, and process flow charts
To manage effectively conflicts in work places, managers should embark on development of positive organizational culture and good communication strategies. As much as conflicts cannot be evicted, they can be controlled, managed and resolved (Margerison & McCann, 2004).
References
Fenn, P.,& Gameson, R. (1992). Construction Conflict Management and Resolution. New York: Taylor & Francis.
Jeong, H.(2009). Conflict Management and Resolution: An Introduction. New York: Taylor & Francis.
Margerison, C. (2002). Team leadership. London: Cengage Learning EMEA.
Margerison, C., & McCann, D. (2004). Team management: understanding how people work together. London: Business Library.
Management experts have argued that when team work together they have the possibility of achieving more than the sum total achievement of individual team members. To do this a team must have the necessary synergies to optimize collective efforts.
Synergies are realized where effective managers have managed to create the necessary relationships within and without the team. Team relationships are cultivated where effective networks have been created. The need for establishing team relationships has been is because of the changing face of modern management.
The reorganized management structures means that employees are gaining more power over their work place roles. This can be utilized effectively for the benefit of the organization as well as team members. But to realize this various types networks and relationships within the team must be properly enhanced.
There are various types of networks and relationships in effective teams. Social relationships are an important part of networking and socialization as they help team members to increase the level of collaboration, help in sharing work related experiences and the enhancement of trust amongst the team members.
Tacit knowledge is spread effectively through social relationships. Establishing social networks amongst team members is more beneficial in long term teams as member are aware that they will spend most of their working lives in various teams (Stirna & Persson, 2008). Independent task networks are relationships found in teams that are task oriented and where individuals have to complete a task by themselves.
In these types of relationships contact between team members is only guaranteed by the task that each of the members is performing. In this type of relationships, members successfully accomplish their individual roles which make up the overall team task (Dyck & Neubert, 2010). Formal relationships exist in teams in form of identifying the particular job description and job titles.
This type of relationships helps in establishing a sense of authority. It is through these relationships team leaders are able to rally the team to accomplish team task (Stirna and Persson, 2008).
Team managers can only realize effective network and relationships if they are able to rally the best human as well as social capital in behind their teams. Human capital has been described as the reservoir of capabilities, competences, abilities, skills and personalities.
An effective workforce must have a composite of these factors so as to ably perform valuably for the team. Examples of human capital include team leaders, strategists and managers who have gained the necessary human capital through education, professional training and on-the-job experience (Becker, 1993).
Field (2008) argues that it is difficult to explain social capital without touching on human capital. This is because social capital is the economic value attached to people as social beings. Teams must invest in people who have the right relationships within and without the team.
This will help the team access valuable resources out of those networks. A good example of social capital is a team member who is able to use his social influences to acquire a privilege for the team. Team managers have to empower such team members as they form not only part of the teams human capital but also social capital. Thus human and social capital complements each other.
The realization of the right relationships and networks within teams is the key determinant on the level of the team performance. The relationships between human capital and social capital determine how well networks and relationships are formed in teams.
Reference List
Becker, G. (1993). Human capital: a theoretical and empirical analysis, with special reference to education. Chicago: University of Chicago Press.
Dyck, B., & Neubert, M. (2010). Management: current practices and new directions Boston: Houston Mifflin Harcourt Publishing.
Field, J. (2008). Social capital. New York: Rutledge.
Stirna, J., & Persson, A. (2008).The practice of enterprise modeling: first IFIP WG 8.1 working conference. Stockholm: Springer
Counting the Losses or& Learning to Keep Ones Temper: Boss and the Corporation
Because of the inability to handle his own temper, Steve has created rather strained atmosphere in his own enterprise, which is likely to drive to the most deplorable results.
Unfortunately, the style of management that Steve has chosen, commonly known as the exploratory one, led him to failure. Indeed, each his manner is the evidence to his aptitude to exploitation of the employees.
Since Steve has chosen the exploitative manner of managing the company and the work of the employees, it can be suggested that, together with the strain within the company, the conflict within reach worker in the office is constantly growing.
Because of the ability to shape peoples vision of themselves, a boss can either efficiently raise the level of efficiency in the enterprise, or make it drop sufficiently due to the improper way of communicating with the employees.
According to the way Scott Jackson (2009) defines the authoritative organizations and the atmosphere within these places, Organizations may be either authoritarian or permissive. Authoritarian organizations prohibit any action without specific permission (35). Therefore, the first and the foremost danger that the company faces is the drop of the efficiency of the employees performance.
It is obvious that the office workers are not being motivated anyhow on the contrary, they shape the most unfavorable image of their working place as the place where they can possibly lose their faces and be humiliated in front of the crowd.
Therefore, the drops in the performance, as well as the number of people quitting, will influence the company income sufficiently There is no doubt that the decrease of the company revenue will follow inevitably. Caught in exclusive circle, the enterprise is likely to lose gradually the staff and the income, which will eventually lead to a complete collapse, financial and economical.
One of the crucial issues in the given situation is whether the company can probably start anew, and whether the trustful relationships within the company can be restored.
Tit seems that Steve is merely trying to show who is the boss here, which means that, once solving his own psychological problems, Steve will be able to change his management tactics, instead of dealing with his subjectivity, which is the necessary part of management, as Torrington (2008) explained (95).
As Wilson (2007) says, While it is not easy, leaders can become more mindful through self-awareness, self-understanding and self-management (24).
It is clear that, unless Steve recognizes the problem and does anything to solve it, he is bound to face huge losses. Only comprising the corporate aims, competitive opportunity and consumer context (Mouncey 2009), that is, both respecting employees and building strong relationships within the company (Sears 2007, 45), he will be able to improve the situation.
Contributing to the Solution of the Problem: A Response
Despite the obvious change in the business relationships over the past few decades, corporate bullying remains just as complicated a problem as it used to. There is no doubt that workplace bullying can take various shapes. However, in the given essay the author prefers to consider bullying as a form of intimidation.
Referring to Martin and Stone in his/her essay, the author of the response sound quite reasonable, claiming that in the give case, the workplace bullying can be defined as a form of intimidation.
Indeed, the reasons provided by the author of the essay are quite clear. There is no doubt that workplace bullying is the scourge of the modern society, despite the evident progress.
Indeed, according to what Waldron and Kassing (2010) say, the accidents of workplace bullying range from overt acts such as outright intimidation and shouting to more covert behaviors such as withholding information and manipulating the workload of the target (68).
Therefore, it can be considered that in the given situation, Steve Lambert resorts to intimidation of the employees to gain more self-confidence and increase his self-esteem. Therefore, the author of the article under consideration refers to Steve Lambert as a clear-cut specimen of a brute who asserts himself at the account of his intimidated employees.
In the paper under consideration, the situation is viewed both from the objective position, as the author considers the reasons and the outcomes of Steve Lamberts policy, and the viewpoint of Amy, for the author of the essay describes clearly what (s)he would do if (s)he were Amy.
Therefore, it can be considered that in the given essay, the author has managed to outline the objective reasons for Steve Lambert to act the brutal and abusing way he did, and at the same time provide the personal, subjective reaction to the situation in which Amy appeared.
It is also worth mentioning that the author of the analyzed essay provides the most reasonable course of actions for Amy, based on the recent researches. With help of careful analysis of the situation, the author of the essay manages to draw the optimal plan for Amy, which allows to keep her dignity and at the same time handle the workplace hardships.
In addition, it was rather wise of the author of the essay to consider applying to the human resource department. Indeed, sometimes handling such situations alone can be quite problematic.
Moreover, according to Einlarsen (2010), human resource department has impressive experience in tackling such issues and is in fact designed for this (460). Therefore, the author of the essay has outlined the problem and the possible ways of its solution in the most precise and objective way.
Reference List
Einlarsen, S, Cooper, CL, Hoel, H, & Zapf, D, 2010, Bullying and emotional abuse in the workplace: international perspectives in research and practice, 2nd ed., CRC Press, New York City, NY.
Jackson, S, 2009, Architecting resilient system: accident avoidance and survival and recovery from disruptions, New York, NY, John Wiley and Sons.
Mouncey, P, 2009, Market research best practice, John Wiley and Sons, New York City, NY.
Sears, WH, & Sears, 2007, The front line guide to creating a winning management style, Human Resource Development, Bozeman, MN.
Torrington, D, 2008, Fundamentals of human resource management: managing people at work, Pearson Education, Upper Saddle River, NJ.
Waldron, VR, & Kassing, JW, 2010, Managing risk in communication encounters: strategies for the workplace, SAGE, Thousand Oaks, CA.
Wilson, C, 2007, The cornerstones of engaging leadership, Leesburg Pike, AT.
There are several leadership theories that various organizations adapt depending on its structure. This paper will be focusing on two leadership theories, namely participative and relationship theories. The participative leadership theory is a style that is adapted by an organization whereby the input of the employees is put into account by the management (Northouse, 2009).
Through the application of this leadership theory, the management team encourages other employees to participate and contribute towards various factors in the organization.
When an organization is making use of this leadership theory, the employees feel more relevant and part of the organizations decision-making process. When the employees are given the chance to express their ideas concerning the improvement of the organization, there is a high probability of the relationship between the employees and the management to be improved (Northouse, 2009).
Through the process of exchanging the ideas, the management and the employees interact freely which a positive move towards the achievement of the organizations objectives. The inputs of others assist greatly to define the areas that have problems and various ideas of overcoming the challenges are introduced.
The other type of leadership theory is management theory, which is also referred to as transactional theory. This theory mainly concentrates on the areas of supervision, organization, and the overall performance (Northouse, 2009).
The policies that require to be implemented in this theory are about the rewards and punishments that are associated with it. In most of the organizations, these policies are applied whereby the successful employees are recognized and rewarded in front of the other employees.
On the other hand, when an employee does something wrong against the rules and regulations of the organization, they are punished.
In case they are not punished, these employees are reprimanded to ensure that such a behavior is never repeated in the organization. The culture of rewarding and punishing is very important as it makes everyone to take full responsibilities of his or her actions (Northouse, 2009).
When employees are responsible and taking their work seriously, there is likelihood of improving their relationship with the management team to ensure the goals of the organizations are realized at the end of the specified period. As a result, good results in the productivity of the employees are managed by the organization hence improving the whole productivity of the organization.
Reference
Northouse, P. (2009). Leadership: Theory and Practice. New York: SAGE.
Work is basic to the individual condition. It establishes what we accomplish during much of our active lives. It encourages human interaction and it enables people to establish their sense of uniqueness.
It enables people to fulfill their material needs and to benefit from modern inventions and achievements of civilization. Our views towards work and its management have undergone significant changes over the past couple of decades, with much of it being the product of national contexts being increasingly subject to global economic influences (Abbott 2006, p. 187).
As a result, Administrators should try to devise better organizational strategies that can enable them to deal with workers efficiently. This paper examines causes of conflict in employment relationship with specific reference to Wal-Mart Company.
One of the evident challenges in many organizations and companies is the occurrence of disagreements among employees and their managers. Workers can settle disputes that strain their relationships through various mechanisms. Generally, most squabbles in organizations often revolve around issues related to wage demands, terms of service, administrative strategies, and company goals (Dunlop 2008, p. 276).
In broad terms, employment relationship is concerned with the theory and practice associated with the management and regulation of the employment relationship (Dundon 2007, p. 234). Specifically, it deals with social and sometimes political aspects of the workers association and the sharing of authority between the administration and workers. It is also concerned with the occurrence and expression of disputes and the legal and social regulatory structure in which workers relationships exist.
Employment relationship is a modern expression that defines industrial relations. Industrial relations generally refer to the upholding of the association that exists between labor organizations and administration, and related processes that encompass collective bargaining, dialogue and discussion and industrial dispute (Daniels 2006, p. 24).
The application of the expression employment relations, instead of industrial relations indicates the socio-economic and legal progress made in the employment relationship that have been witnessed over the past few decades (Stone 2005, p. 124). Disputes usually arise in employment relationship due to the absence of consultation by administrators with their laborers.
For example, workers can frustrate the restructuring plans of a company if they are not involved in making such decisions. Since participation is often concerned with negotiation, conflict may occur between employees and management, particularly, where employees participate in higher-level decisions and differing interests are most likely to be visible (Stone 2005, p. 127).
Wal-Mart is a leading retail chain in the United States of America. Founded in 1962, the company has since doubled its fortunes to become the dominant player in North Americas retail industry. Wal-Mart has since opened 3,800 stores in America and 2,800 stores across the globe.
In 2010, the company hosted over 2.1 million workers in America and other parts of the world. Notwithstanding its financial fortunes, Wal-Mart has faced serious challenges in managing its multicultural and large labor force. It has not been able to provide a work environment that meets the expectation of its workers and the public.
Wal-Marts failure to manage its human resources appropriately has had negative effects on its reputation and financial performance. Thus, there is a need to make changes in the companys human resources management system.
Application of Theories in Analyzing Workplace Relationship
A number of theories can aid the analysis of the causes of conflict in employment relationship. The Unitarism theory begins from a number of suppositions and values which states that employment dispute is a preventable feature of interactions between administrators and workers.
Disputes in the work environment may occasionally occur between these two parties, and they are an irregularity in a relationship, which is intrinsically likely to be helpful. Those holding this perspective perceive managers and employees as having a common interest in the survival of their organizations, such that when conflicts occur it is unlikely to manifest itself to a point that will render the firm insolvent (Fox 2006, p. 56).
Personality challenges, unsuitable staffing, and promotion activities, usually cause separations and lack of unity in an organization. A rational administrative team should eliminate potential causes of disputes that may interfere with the normal operations of an organization.
In other words, the management team should execute impartially and equitably staffing and promotion activities. Administrators should establish proper communication channels and alert workers about the core interests of the organization. Human relations theory that is guided by unitarism will form the basis of analyzing the employment conflict at Wal-Mart.
Human relations theory states that minimizing workplace disputes depends on the capacity of workers to gain self-satisfaction in the organization. In this case, employees are a distinct entity from other materials applied in the production (Legge 1995, p. 345).
Thus, if workers are denied autonomy on the job, or are reduced to acting as mere extensions of the machinery they operate, it is argued that they will invariably find ways to subvert the methods of control that enforce these conditions (Gennard 2002, p. 202). The most important job of administrators is to influence industrial relations to make workers feel comfortable in serving in an organization.
In addition, workers should contribute on matters related to the management of the organization (Beardwell & Holden 1994, p. 456). The management should also enhance the workers skills so that they can have a better capacity to dispense their services to the organization. In whatever form, the aim of this managerial approach to employee relations is one that seeks to reduce internal tensions by developing the sense of workplace satisfaction (Gardner 1997, p. 94).
The amount of wage compensation is one of the possible causes of strained relationships between workers and their managers. Wage disagreements often arise when workers increasingly find it hard to convince their managers to improve their salaries (Blyton & Turnball 1998, p.156). For instance, the global financial crisis has pervaded many labor markets and the wage earners have been one of the key victims of its pernicious effects.
In response to this crisis, many wage earners have tried to ameliorate their financial status by prodding for better wages from their employers. However, many employers often respond harshly to their employees demands for better wages. The endless bickering of Wal-Mart employees over meager wages exemplifies this problem. The Wal-Mart wage earners not only complain about skimpy remuneration, but they also lament about income discrepancy in the company.
There is a huge difference between the salaries of the top management employees and the junior employees. Besides, junior employees wages are below the average industry rates. Thus, the management of this company needs to change the compensation structure in order to improve employee satisfaction and productivity.
Poor terms of service can spark-off conflicts, which can impede cordial employment relationship (Lewis & Thornhill, p. 25). Disputes concerning terms of service revolve around work schedules, retirement funds, promotion, and safety in the work environment. Employers need to monitor physical working conditions and provide adequate protective clothing and equipment, first aid facilities, quality working equipment and amenities such as lunch rooms, change rooms and toilet facilities (Salomon 2001, p. 57).
At Wal-Mart, the level of employee dissatisfaction is also very high. Employees are not happy with the terms and conditions of their work. The workers have since accused Wal-Mart of providing inadequate medical cover, and refusing to pay for extra work hours. Therefore, it is necessary for Wal-Mart management to change the terms and conditions of employees contracts.
Finally, Wal-Mart is experiencing a very high turnover, especially, among the junior employees because they find the terms of service at the company intolerable. Wal-Mart should reorganize and improve its retention program immediately to motivate the workers.
Labor organizations, Christian associations, and the nongovernmental organizations have often made serious protests in response to the poor terms of service that employees at various outlets of Wal-Mart are facing. Notably, trade unions are against the anti-union policy that the company uses to wall-off its workers from accessing the benefits of unionization.
The management of this company has put many obstacles that bar employees from seeking union membership. For instance, Wal-Mart rejected the Employee Free Choice Act (EFCA), that would make it easier for workers to unionize by removing the employers ability to demand a secret ballot in union elections, and which would require mandatory arbitration of labor disputes (Zimmerman, A & Maher, K 2008). Wal-Mart imposed serious penalties on its employees seeking unionization.
For example, Wal-Mart more often than not penalizes its employees that report violation of their labor prerogatives. Wal-Mart managers either dismiss antagonistic workers unethically or relegate them to secondary roles in the company so that their experiences can dissuade others from demanding for better terms. Wal-Mart managers also use such penalties to muzzle the workers; hence, they cannot share their work related problems with the media.
In 2005, Wal-Mart faced two serious protests by consumer associations in the USA, which expressed their great disappointment due to the failure of the company to sort out its labor disputes amicably. In addition, the Norwegians government barred Wal-Mart in 2006 from participating in their savings scheme of the Retirement Fund since a social audit that was conducted to evaluate its labor practices revealed that it was violating the stipulated labor codes in many counties in which it operates.
Some time ago, Wal-Mart was subjecting its workers to long-night shifts without giving them commensurate compensation. Some workers also complained that they locked inside their workstations at night so that they could do more work.
The high levels of investment returns that Wal-Mart has registered over the past few years, shows that it is engaging in industrial relations malpractices. In 2007, Wal-Marts female workers sought legal action to end the prevalence of gender discrimination that meted against them, especially, on payment and promotion matters.
Since the retail industry is labor intensive, the employees play a critical role in achieving the goals and objectives of retail companies. The implication of this fact is that Wal-Marts failure to implement the above changes is likely to result into the following consequences. First, high levels of employee dissatisfaction will result into low productivity due lack of motivation. Second, Wal-Mart is likely to lose its talented employees due to high turnover (Andreeva 2006, pp. 141-150).
Employees who are aware of their worth are likely to move to other firms if their expectations cannot be met at Wal-Mart. As Wal-Mart loses its talented employees to competitors, its competitiveness will also reduce. Wal-Mart is currently facing dozens of lawsuits for failing to provide acceptable work environment.
Such lawsuits are associated with compensations, which will cost the firm millions of dollars. Finally, cases of fraud will increase due to poor employee compensations. Studies reveal that employees tend to embezzle funds if their wages are insufficient. Wal-Mart can circumvent these consequences by implementing changes in the compensation structure, retention program, and work conditions.
In 2011, Wal-Mart sub-contractors, Impact Logistics and Premiere Warehousing Ventures, which were employed through Schneider Logistics warehouses in Mira Loma, California, were fined by the California State Labor Department for disregarding federal and state wage laws (California Department of Labor Relations, 2011).
Wal-Marts management should first plan for its human resources and then attract or recruit the right employees. Human resources planning refer to a process of identifying current and future human resources needs for an organization to achieve its goals (Stefanescu 2011, pp. 104-107).
This process involves identifying the optimal number of employees, the needed competencies, and the timeline in acquiring the needed human resources. Effective human resource planning will enable Wal-Mart to employ only the number of workers that it can afford to compensate at the prevailing industry wage rate. Hence, the problem of dissatisfaction attributed to poor pay will reduce.
Wal-Mart should focus on both internal and external recruitment strategies. Internal recruitment involves giving existing employees an opportunity to fill existing vacancies. On the other hand, external recruitment involves hiring workers from outside the company. Internal recruitment will help in reducing employee dissatisfaction in the following ways.
First, it will give the employees an opportunity to develop their careers through promotion (Abe 2007, pp. 567-570). Second, promoting employees is a way of recognizing their capabilities. Employees are likely to be highly motivated if their efforts are recognized and rewarded accordingly. External recruiting gives the company an opportunity to hire people with fresh ideas, which will be instrumental in implementing acceptable labor practices in the future.
Developing a Quality Workforce
Employee development is a mutual and continuous process in which the employee and the managers work together to improve the employees knowledge, skills, as well as, ability. It helps in improving employee satisfaction by enhancing high motivation levels. High levels of satisfaction will result into financial gains through high productivity.
Thus, Wal-Mart will have enough funds to offer attractive compensation packages. Employee development will also help in reducing turnover by enabling employees to improve their skills through training. Introducing appropriate on-the-job training programs will help Wal-Mart to improve the knowledge, skills, and abilities of its employees.
An effective performance appraisal procedure will be required to aid employee development. Performance appraisal involves the analysis of the successes and failures of an employee. This process helps in determining the training needs of individual employees, and the criteria for rewarding top performers.
A fair performance appraisal system is, therefore, an essential tool for enhancing satisfaction among employees and reducing turnover. Employee orientation is also important in retaining employees. In this regard, Wal-Mart should provide its newly hired employees with information about its policies, goals, procedures, and organizational culture. Turnover is likely to reduce if employees are fully aware of the goals of the organization, as well as, the terms and conditions of their contracts.
Maintaining a Quality Workforce
Wal-Mart can retain its valued employees through the following strategies. First, it should rework its compensation and benefit structure. Employees salaries should reflect their efforts, and be comparable to the prevailing industry salaries. Performance and competence is one the feasible mechanisms for setting wages that this company can adopt. The company must provide incentives such as medical cover, compensation for overtime hours, and retirement benefits.
The company must adhere to the labor laws when giving such incentives. Wal-Mart can realize employee retention and turnover reduction by engaging the employees in making decisions. Workers will be more committed if they are allowed to contribute ideas and suggestions that inform management decisions.
This gives employees a sense of belonging, and reduces their chances of leaving the company. Introducing reward programs and reinforcing appropriate behavior will also help in retaining the employees. Employees have a basic need to feel appreciated. Thus, recognizing their efforts and rewarding them through incentive programs such as bonuses make them more satisfied with their jobs.
Finally, Wal-Mart can implement the intended changes through labor-management relations. Labor-management relation is concerned with recognizing the rights of all parties in an organization or an employment contract. In this context, Wal-Mart should recognize and respect employees right to fair compensation, acceptable work conditions, and career development (Sparrow 2000, pp. 213-218).
Conclusion
The inevitability of disputes in an organization is a view that is widely held by pluralists. It can assist in making recommendations that can be used to end the strained industrial relations experienced at Wal-Mart. By recognizing the inevitability of workplace conflict, those holding this perspective tend to regard conflict as necessary for the health of an enterprise as it serves to bring grievances held by workers to the surface (Leat 2006, p. 68).
Therefore, managers should take the occurrence of disputes at Wal-Mart positively, and they should use it as an opportunity to search for innovative mechanisms for dealing with it in a manner that will provide the best outcomes. Recognition of the existence of various sources of power, especially, from shop stewards can enable Wal-Mart to handle industrial relations disagreements collectively.
In this regard, it will not only minimize the level of workplace conflict, but it will also encourage fairer outcomes by enabling employees to organize and counter-balance the power of managers when negotiating workplace contracts (Rose 2008, p. 87). It is against this background that Wal-Mart should recognize the lawful prerogative of workers to negotiate jointly and labor organizations to serve at this level on their behalf.
Addressing these challenges necessitates changes in the companys compensation and benefits structure, employee retention programs, and work conditions (Guest, Peccei & Thomas 1993, p. 194). Failure to implement these changes will lead to adverse effects on the competitiveness of the firm. Wal-Mart should formulate and implement these changes through appropriate methods of attracting, developing, and retaining employees.
Reference List
Abbott, K 2006, A Review of Employment Relations Theories and Their Application, Problems and Perspectives in Management, vol. 3 no. 4, p.187.
Abe, M 2007, Corporate Finance and Human Resources Management, Journal of Urban Economics, vol. 56 no.11, pp. 567-570.
Andreeva, T 2006, Human Resources Management During Organizational Change in Russian Companies, Russian Management Journal, vol. 3 no. 2, pp.141-150.
Beardwell, I & Holden, L 1994, Human Resource Management: A Contemporary Perspective, Pitman: London.
Blyton, P & Turnbull, P 1998, The Dynamics of Employee Relations, Macmillan: London.
California Department of Labor Relations, 2011, California Labor Commissioner Issues Additional $616,250 Citation in Riverside County Warehouse. Web.
Daniels, K 2006, Employee Relations in an Organizational Context, CIPD: New York.
Dundon, T 2007, Understanding Employment Relations, McGraw Hill: Maidenhead.
Guest, D, Peccei, R & Thomas, A 1993, The impact of employee involvement on organisational commitment and them and us attitudes, Industrial Relations Journal, vol. 2 no.14, pp.191-200.
Leat, M 2006, Exploring Employee Relations: An International Approach, Butterworth Heinemann: Oxford.
Legge, K 1995, Human Resource Management: Rhetorics and Realities, Macmillan: London.
Lewis, P & Thornhill, A 2003, Employee Relations: understanding the employment relationship, Prentice Hall: New York.
Rose, E 2008, Employment Relations, Prentice Hall: New York.
Salamon, M 2000, Industrial Relations: theory and practice, Prentice Hall: New York.
Sparrow, P 2000, New employee behaviours, work designs and forms of work organisation: what is in store for the future of work?, Journal of Manegerial Psychology, vol. 4 no.1, pp. 202-218.
Stefanescu, F 2011, The Human Resource Management in the Context of Economic Crisis, Romanian Economic Bussiness Review, vol. 6 no.1, pp.104-117.
Stone, R 2005, Human Resource Management, Wiley & Son: Milton.
Global strategy is one of the main tools being used by multinational organizations. Information technology is essential in ensuring that organizations operate and enjoy competitive advantage.
Most organizations are ignoring essence of information technology due to complexity associated with it. Airline industry has a global strategy that is integrated and articulated with information technology. The paper will discuss the process of developing a global strategy in relation to airline industry.
The information will be useful to all industries as it will identify existing gaps in globalization. Qantas airline will be cited as an example of a company in airline industry. Policy formulators will find the information relevant as recommendations will involve political interventions.
Introduction
Globalization is integrated and comprehensive as evidenced by its numerous aspects that have been reviewed and researched on so far. Its evolution remains a mystery as some scholars argue that technology has contributed to the spread while others argue that technology is a product of globalization.
The world of business is wholly submerged by this development as the strategies that are meant to realize the prioritized goal of every corporation are dynamic. Competitiveness of firms is now measured by it coverage globally that acts as a pace setter.
Global business strategy entails plans, objectives and activities that are put in place by the multinational organizations so as to increase competitive advantage. This paper will discuss the process of that is involved in setting global strategy and the essence of global integrated information technology in its implementation process.
Integrated global information technology strategy
Many studies postulate that an integrated information technology must be well established globally so that global business strategy can be implemented effectively. Most organizations acknowledge the essence of integrated global information technology strategy but are reluctant due to high expenses that are involved in the purchase and the maintenance.
As a result, information technology strategy precedence is disregarded by most organizations and in event majority of the multinational industries are not truly global. It is only after integration of a global information technology that the industry is regarded as multinational.
The process of developing an integrated global information technology strategy is to ensure that airline industry operations are monitored globally and a new approach is implemented as opposed to simple expansion of the already existing strategy in the domestic level.
Qantas airline must be able to match the pace of technology so as to enjoy the advantages and be competitive in the global market.1
Industry globalization is one of the issues that contribute towards development of integrated global information strategy. Since globalization is on escalation all over the world, inclination towards information technology is more pronounced.
More activities including those by airline industry will rely on information technology and therefore reluctance towards its adoption will mean reduced competition advantage for Qantas airline. The national competition level would also influence adoption of the global information technology.
For the development of integrated global information technology to be successful airline industry must overcome the negative issues that are aligned in it. Qantas airline should understand that investments at global level are associated with high profitability as opposed to the domestic level.
However the performance should match the technology differentiation speed and expect better long term impacts and not short term. Airline industry should proceed towards the chronological process that should start with the required support.
This involves prioritization and specification on the areas that require the services of information technology. Further integration of information technology would specify on the level in relation to different geographical sites.
When developing the global integration of information technology the desired impact should be well considered based on the differences in geographic and cultural perspectives among the countries2.
Competitive advantage
Information technology that is globally integrated will offer many advantages to airline industry in three main ways. The entire performance will be increased leading to increase in the profitability at both domestic and global level.
Effective communication system which is a product of integrated global information technology, would simplify monitoring and management process for Qantas airline. As a result processes that would have taken longer and inconvenienced the airline industry are simplified and enhanced through the action of information technology.
Decision making and the control exercise is influenced greatly by the existence of information technology. The management of Qantas airline is entrusted with this crucial role that requires utter finesse.
As a result the decision making process is faced with many obstacles like time wastage as well as tendency to make improper decisions. Information technology hinders this by disseminating important information regarding the decision making therefore acting as a guide for the managers.
Strategic value endorsement is the overall positive influence that information technology has concerning the Qantas airline design of the E- business.
This involves the knowledge management, the existing relationship between the consumers and the suppliers as well as relationship between the existing enterprises that Qantas airline will be able to establish. For example Qantas will be able to monitor the market progress in different states it operates in3.
Information technology further influences the relationships between the consumers by strengthening the external coordination like the modification of the supply chain to meet the needs of the consumers.
This can be further articulated by the constant gear towards consumer relationship management that incorporates all the necessary activities. It promotes interactions between the consumers and suppliers often by establishment of networking tools like blogs.
Information systems
The Human resource information system functioning can only be comprehended by careful scrutiny of all the undertakings by different users and implementation process.
It should however be noted that there are different levels of usage among the different users in an organization just like the variance between different industries. Airline industry will use the discussed information system to integrate its global business strategy.
Oracle application will be used in the airline industry because it ensures confidentiality as well as integrity because entire information is controlled in a central point. The duties and all activities of Qantas airline as well as data access will only be manipulated by the authorized person thereby reducing chances of external or internal sabotage.
The application is well established as it has been differentiated consecutively so as to encompass diverse interests of the users. On the other hand the oracle system is very complicated and most users especially from the self service department find it difficult to use it.
This means that the application will be mostly used by the experts in airline industry thereby limiting the coverage rate. This means that the application is highly exclusive as compared to others that are much simpler and should be preserved for the executives of airline industry4.
The ADP application will also be used in airline industry. The application is very efficient in the modification of the set query language in to the comprehensible one rendering. It will be useful to most of the common users in Qantas airline.
Since the application can modify such setting of information there will be no need of purchasing other hardware thereby saving on time and money. On the other hand high technicality is required in modification of the set query language that is only done by an expert as opposed to other applications like MDB that can be wholly ran by the common users.
I would recommend the ERP application as it is simple to operate especially in consideration that the common users are the majority. The application is also well differentiated and contains many in built processors as compared to other applications and would save on cost.
There is also a centralized management that intensifies on the confidentiality and availability of the information in Qantas airline globally. For example customers will be able to purchase tickets and access relevant information via internet.
The software as a service application is very effective and contains many services that reduce cost and saves time. The service costs are reduced because the application supports some services that would be paid for separately by the organization.
The inbuilt services also mean that Qantas airline will not spend money purchasing hardware. There are also high chances of security that come along with the onetime service like the pay to use in most software.
On the other hand the MS access application is highly insecure due to easy manipulation from either external or internal forces. The application is highly unprofessional and is highly characterized by collapse or corrupt files. The MS application is less standardized and has inferior system as compared to other applications5.
Reorganization process
Multiple combinations into a single vendor can only function if only the applications involved communicate or are able to interpret the message. The system may not function in case of disagreement of terms between the applications that are set at the international level.
In addition the combined applications may be irrelevant to other users and could only be accumulating space that could lead to slow processing of information. Ill management of the HR system would lead to high insecurity as the information could be manipulated internally or externally in airline industry.
There is also likely to be under performance of the workers as transformation leadership would not be practical. This would lead to total failure of the projects and the goals of Qantas airline would not be met.
The present system of the HRIS which is dynamic can accommodate additional applications and can be distributed throughout the world. The use of the HRIS can only be effective if well planned and is used in articulation of other applications like EPR or BOB due to the extra services like HTML.
Conclusion
It is evident that airline is a backbone of many other activities in the world. Collapse of airline industries dictates fall of the related businesses both directly and indirectly. Concern and support should therefore be given by the relevant stakeholders to ensure ultimate success globally.
The government being the prime contributor to the financial aid that would boost this industry should be the first to intervene. The emerging inter organization relationship that is strongly influenced by information technology ensures maximum interaction and communication as electronic devises are highly involved.
References List
Allen, T & MS Morton, Information Technology and the Corporation, Oxford University Press, New York, 2004.
Cahney, W, The consumer electronics and related industries. Oxford University press, New York, 1999.
Stone, DL, KM Lukaszewski & LC Isenhour, E-Recruiting: Online strategies for attracting talent, Jossey-Bass publishers, San Francisco, 2005.
Walker, AJ, Best practices in HR technology, McGraw-Hill press, New York, 2004.
Zampetti, R & L Adamson, Web-based employee self-service, McGraw-Hill Press, New York, 2001.
Footnotes
T Allen & MS Morton, Information Technology and the Corporation, Oxford University Press, New York, 2004.
DL Stone, KM Lukaszewski & LC Isenhour, E-Recruiting: Online strategies for attracting talent, Jossey-Bass publishers, San Francisco, 2005.
AJ Walker, Best practices in HR technology, McGraw-Hill press, New York, 2004.
W Cahney, The consumer electronics and related industries. Oxford press, Oxford, 1999, p.33
R Zampetti & L Adamson, Web-based employee self-service, McGraw-Hill Press, New York, 2001.