Relationships between Aspects of Employee Satisfaction, Current Motivation, and Reward System in Qatar Petroleum

Relationships between Aspects of Employee Satisfaction, Current Motivation, and Reward System in Qatar Petroleum Introduction Research Purpose In the 21st century, one of the recurring debates in the business field concerns the fundamental role played by employees in enabling organizations to accomplish their set objectives, including maintaining competitive advantage in the marketplace (Hakes, 1991).Advertising We will write a custom research paper sample on Relationships between Aspects of Employee Satisfaction, Current Motivation, and Reward System in Qatar Petroleum specifically for you for only $16.05 $11/page Learn More A rapidly changing economic environment typified by such phenomena as vagrancies of the macroeconomic environment, globalization and deregulation of markets, shifting customer and shareholder demands, and escalating product-market competition, has turned out to be the norm, necessitating organizations to reformulate and restructure their practices and policies to remain relevant (Topolosky, 2000). The stakes are even higher in the oil and gas indu stry, which is inarguably affected by a myriad of events as they unfold on the world map (Stevens, 1998). One of the key priority areas that have been targeted by the oil companies as a matter of urgency is employee satisfaction and motivation, especially after the realization by leaders that people concerns are business concerns, and that success comes through people (Bruce Pepitone, 1999). This study is informed by the need for organizations to develop and implement processes and programs that will ensure employees remain productive and committed to the goals, objectives and aspirations of their respective organizations through embracing strategies, programs, and value propositions that enhance their productivity and commitment to the organization. More importantly, The present study will purpose to critically evaluate employee satisfaction strategies, including current motivation and reward system in Qatar petroleum, with a view to inform human resource policy on the underlying issues related to how employees could be further empowered to push the company’s agenda forward. Background to the Organization This particular study will be focused on critically evaluating employee satisfaction, current motivation, and reward system in Qatar petroleum. This state-owned company, which runs joint ventures with other international oil giants such as Shell and Petrochina, is responsible for all oil and gas exploration, processing, and marketing in Qatar and Abroad (Qatar, Petroleum, 2010).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Siddiqi (2009), â€Å"Qatar, the worlds leading natural gas exporter, is home to the third-largest gas reserves, after Russia and Iran. The offshore North Fields reservoir, covering a small area of 6,000 sq km, boasts more reserves than the combined proved figure for the Americas and Western Europe, as r eported by BP at 756 trillion cubic feet† (p. 49). The accomplishments of the Qatar Petroleum are mind-boggling, with industry players and published financial data portraying a company with proven verification of stellar growth in the past few years despite the volatility in the global economy occasioned by the 2008 financial crisis (Siddiqi, 2009). Presently, the company has managed to enlarge its international investment portfolio through prudent management principles, insightful forward investment planning, and strategic investments in oil and gas projects around the world. Consequently, the company â€Å"remains focused on achieving long-term strategic targets and objectives†¦and now plays an essential role in supplying gas to regional markets as well as those in North America, Asia, and Europe† (Qatar Petroleum Home Page, 2010 para. 2 ). The company’s management takes cognizance of the fact that these set of targets and objectives can only be realized a nd maintained through strategic investment in human capital. Towards the realization of this objective, Qatar Petroleum has invested heavily on strategies and policies aimed at boosting employee satisfaction to enhance their motivation levels. Some of the strategies the company has put in place to enhance employee satisfaction, motivation, and reward system includes visas/residence permits, relief cover, overtime eligibility, guaranteed overtime, unscheduled overtime payment, and standby compensation allowances, among others (Employee Handbook, 2010). Problem Discussion In the modern dynamic and competitive business environment, many managers are contemplating on which methodologies they can possibly employ to offer satisfaction and motivation to their employees. The ramifications of an unmotivated workforce are a huge expense to the performance and productivity of any organization. In terms of tangible organizational gains, employees can contribute fresh and innovative initiatives, put in more time and energy to satisfy a strategic customer, or have exceptional capabilities that no one else possesses. Organizations, therefore, stands to gain, productively, when employees are fully committed and engaged to the principles and core values set by management (Chen Kocaoglu, 2008; Alford, 2009).Advertising We will write a custom research paper sample on Relationships between Aspects of Employee Satisfaction, Current Motivation, and Reward System in Qatar Petroleum specifically for you for only $16.05 $11/page Learn More According to Harrell Daim (2010), â€Å"managers need to make sure they are in tune with their employees’ motivators†¦Asking employees what motivates them and listening and acting on their responses is very important ( p. 23). Not all employees have the same needs or value the same thing in regard to satisfaction and motivation strategies and reward systems. Organizations stand to gain immeasurable benefits f rom learning and understanding what their employees’ value in regard to satisfaction and motivation strategies and reward systems. It is a well known fact that employees’ needs and goals are constantly changing and human resource strategies that may be in use today to satisfy and motivate an employee may not necessarily offer satisfaction and motivation some six months from now. It is against this backdrop that this particular study will aim to critically evaluate employee satisfaction and current motivation levels and reward system in Qatar Petroleum with a view to inform HR policies and strategies on the industry’s best practice and offer remedies that can be used in these areas to achieve optimal employee performance. Aims of the Study The general objective of the study will be to critically evaluate employee satisfaction and current motivation and reward system in Qatar Petroleum. The following will be the specific objectives: Critically evaluate if the cur rent employee satisfaction and motivation strategies are in line with Qatar Petroleum employees’ needs, aspirations, and goals; Critically evaluate the role of Qatar Petroleum’s leadership in establishing processes and procedures that support employee satisfaction and motivation, including the current reward system; Critically evaluate the relationship between employee satisfaction on one hand and current motivation and reward system on the other in enhancing employee performance and productivity in Qatar Petroleum; Analyze and report on probable alternatives that can be used by management to enhance employee satisfaction and motivation; and Formulate conclusions on the way forward regarding employee satisfaction and current motivation and reward system in Qatar Petroleum. Review of Related Literature Introduction This section aims to look at literature related to employee satisfaction, motivation, and reward systems, including the study’s relationship to previ ous works, Qatar’s Petroleum experience, and formulation of key research questions. Employee Satisfaction The earliest employee satisfaction study took place in the decade of the 1930s (Lavigna, 2010). Since that time, significant progress has been achieved, both in applied perspectives and on theoretical fronts.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More During the 1950s, established corporations were undertaking employee satisfaction research on habitual basis, and by the 1970s, some research analysts had already designed standardized employee satisfaction questionnaire tools for use by organizations (Sandler, 2010). Since then, thousands of research articles on employee satisfaction have been published (Topolosky, 2000). In her 1992 research article evaluating the various facets of employee satisfaction, E. Ostroff argued that â€Å"†¦it has been proposed that satisfaction and the happiness of personnel heighten organizational effectiveness†¦Organizations that alienate workers through their practices will be less effective and efficient† (Topolosky, 2000 p. 15). Other seminal research articles, including those of Drucker (1955) and Davenport (2000), have demonstrated the fact that satisfied employees are creative and productive employees (Allen Willburn, 2002). Yi-Feng (2009) noted that organizational productivit y and performance are achieved, to a large extent, through employee satisfaction initiatives, including focusing attention to employees’ physical and emotional needs. Employee Motivation The seminal studies of â€Å"†¦human motivation started as early as the Greeks, and is still intriguing many researchers today† (Harrell Daim, 2010, p. 23). To date, numerous theories of motivation has been developed, including A. Maslow’s Theory of Human Motivation (1943), McGregor theories of X and Y (1950s), Herzberg’s Motivation –Hygiene Theory (1987), and Adams Theory of Inequality (2002), among others1. The most excruciating problem with employee motivation is that employers don’t discover motivated employees; they offer favourable environments for employees to become motivated. In her book on ways to motivate employees, Podmoroff (2005) wrote that â€Å"†¦even the sharpest and most refined recruitment and hiring strategies are no match for the culprits of employee de-motivation† (p. 9). The key for organizational management, therefore, is to show their appreciation for employees’ efforts at the workplace, not only through monetary remuneration2, but also through other benefits such as awards, training opportunities (Caligiuri Lazarova, 2005). Individuals are motivated by divergent value prepositions, needs, and aspirations (Irving Montes, 2009). However, a positive motivation philosophy in an organizational setting is always welcome since it assists employees to improve productivity, commitment, quality, and service. A 2002 Gallup study reported by Corporate Leadership Council (2003) revealed that highly motivated employees often demonstrate above average levels of the following attributes: Customer loyalty (56%); productivity (50%); employee retention (50%); safety records (50%); and profitability (33%). There is, therefore, compelling evidence for organizations to enhance strategies and processes tha t will facilitate employee motivation. Reward System Many organizational theorists are of the opinion that an effective and balanced reward system plays a fundamental role for the organization. In most cases, the reward system is used by organizations to, among other things, pay employees for their performance, generate and maintain positive behavioural change, act as incentives for employees, and lifts employee performance, thereby lifting the overall productivity and profitability of the organization (Wilson, 1994). An effective reward strategy should focus attention on facilitating positive reinforcement among employees because it motivates them to take actions in return of tangible or intangible benefits for performing their roles (Belcher, 1996). An effective reward system, according to Belcher (1996), should work on the basis of rewarding the energy and time commitments offered by employees as opposed to compensating them for their efforts. The Qatar Petroleum Experience Qatar Petroleum is undoubtedly a market leader in oil and gas industry in the Middle East and indeed in many other parts of the world (Al-Harthy, 2008). Such an outstanding feat can only be achieved through efficient management of the company’s strategic resources, including outstanding management of its systems and processes. In the company’s revised employee handbook (2010), an assiduous and conscientious industry analyst cannot help noticing the rich aura of systems and processes put in place to safeguard the interests of employees, including coherent recruitment procedures, working schedules and overtime, salary administration, employee benefits and allowances, provisions for annual leave and official holidays, absenteeism, employee relations, training and development, and provisions for terminal benefits, among others. The above provisions offer fertile ground for enhanced employee satisfaction and motivation. In particular, the social allowance, insurance schemes, hou sing allowance, furnishing allowance, location allowance, shift allowance, basic transport allowance, car loan, performance bonus, and social and recreational facilities (Employee Handbook, 2010), offers immeasurable morale and satisfaction for employees to perform and stay longer with an organization (Yi-Feng, 2009). Yet, employee needs, goals, and aspirations keep shifting by the day, hence the need to conduct such a study to inform policy and identify possible gaps in enhancing employee satisfaction, motivation, and reward system in Qatar Petroleum. Key Research Questions This study will be guided by the following research questions Does the existing reward system in Qatar Petroleum in line with industry trends, and is the system doing enough to facilitate employee satisfaction and motivation? What are the employees’ projections and expectations regarding ideal employee satisfaction and motivation strategies that could be used by the management of Qatar Petroleum to push the organization’s agenda forward? What is the role of Qatar Petroleum’s management in helping design, formulate, and implement policies that enhance employee satisfaction and motivation, including revising existing schedules to align them with industry trends and adopting new innovative procedures in the company’s reward system to facilitate employee satisfaction and motivation? What is the role of employees in ensuring long-term growth and sustainability of Qatar Petroleum? Methodology Introduction This segment purposes to discuss the research design, population and sample size, instrumentation, and data collection tools that will be used in this particular study. The segment will also discuss how data will be analyzed and relevant ethical issues relating to the study. Research Design The study will employ both quantitative and qualitative research designs to critically evaluate employee satisfaction and current motivation and reward system in Qatar Petroleum , with a view to inform the company’s human resource practice and policy on how it could be designed to alleviate possible gaps, thereby enhancing employee productivity. Hopkins (2000) notes that most quantitative research designs are concerned with evaluating the correlation between variables, and are either descriptive or experimental. It is important to note that this study will utilize a descriptive strategy since the participants will only be measured once (Sekaran, 2006). A survey approach using internet protocols will be utilized to collect quantitative data among selected employees of Qatar Petroleum. Qualitative data will be collected by means of telephone interviews, and will target selected managers of the company. Maxwell (2005) postulates that qualitative research approaches are predominantly ideal when the researcher is interested in assessing human behaviour, values, attitudes, preferences, and perceptions. Qualitative research designs can employ either the cas e study strategy or survey design to collect the necessary data (Maxwell, 2005). The researcher will utilize the survey design using telephone interviews. An elaborate review of literature will also be undertaken; including a critical analysis of documents and reports found on the internet or availed by the company’s HR department. Target Population and Sample Size The population for this study will comprise of managers or supervisors and employees working for Qatar Petroleum. The sample will comprise of 50 managers or supervisors heading different departments and 100 employees, also working in different departments of the company. The managers or their supervisors will be sampled, online, through purposive sampling approach while the employees will be sampled using convenience sampling procedure. Sekaran (2006) notes that participants in a purposive sample are selected based on their understanding of the topic under study, while a convenient sample comprise of participants i n the research framework by virtue of being in the right position or environment at the right time. Data Gathering Instruments Quantitative data will be collected using self-administered questionnaires while qualitative data will be collected using telephone interviews. Self-administered questionnaires are cost effective and can be administered with much ease, not mentioning the fact that they are effective when the researcher wants to collect confidential data from study participants (Sekaran, 2006). According to Maxwell (2005), interviews are advantageous in that not only does the method enable the researcher to create rapport with the subjects, hence achieving their cooperation, but it also permits the researcher an opportunity to explore and probe further for more information. Reliability and Validity Reliability Reliability can be described as the consistency of measurement. In research studies, reliability can be described as the degree to which a data gathering tool is able t o measure the variables or phenomena consistently when is used under comparable conditions (Handley, 2005). Internal consistency of questionnaire and interview items will be employed to ensure adequate uniformity in responses given out by the two sets of participants. Items measuring similar concepts will be grouped together to ensure reliability. In addition, elaborate guidelines on how to complete the questionnaires will be issued to the subjects to abridge data collector’s error, which, if unchecked, leads to unreliable results. Validity Validity is a term that is used to describe a measure or instrument that correctly reflects the phenomena it is intended to measure, thereby strengthening the conclusions, deductions, or propositions made from the study findings (Handley, 2005). Internal validity, which refers to the soundness of an investigation, will be achieved through employing appropriate sampling procedures and using a validated and reliable questionnaire schedule an d interview guideline for purposes of data collection. The same procedures will be used coupled with the involvement of an adequate sample size to achieve external validity, thereby ensuring that the project findings could be generalized to other settings. Ethical Considerations Saunders et al (2007) posits that â€Å"†¦ethics refers to the appropriateness of your behaviour in relation to the rights of those who become the subject of your work, or are affected by it† (p. 178). In addition to requesting for permission from the human resources manager in Qatar Petroleum to conduct the survey and interviews, the researcher will also take time to explain to the participants the nature and purpose of the study, not mentioning the fact that the researcher will keep the participants in the know about their rights, especially the right to informed consent and the right to privacy. Data Analysis Quantitative data will be analyzed using SPSS, with the analysis encompassing data co ding, entry, cleaning, actual analysis, and interpretation of data. The software package will then be used to run univariate analyses purposed to generate frequency distributions. The data resulting from the distributions will be further harnessed, interpreted and presented using statistical procedures such as pie-charts, bar-graphs, and normal text. Qualitative data will be analyzed using content analysis procedure, whereby data will be reduced, presented, and finally, conclusion drawing and verification made (Sekaran, 2006). Stevens (2003) posits that, â€Å"†¦content analysis is the systematic description of behaviour asking who, what, where, why, and how questions within formulated systematic rules to limit the effects of analyst bias†¦It is the preferred technique for analysing semi-structured interviews† as is the case in this study (p. 143). Plan of Work The chart below shows all planned activities towards the successful completion of the research project. Planned Activity Begin End Actual Formulate and agree dissertation proposal May 29, 2010 July 21 Literature Review May15 Aug. 20 Develop and Refine Research Methodology July 21 Aug 14 Conduct Interviews Aug 18 Sept 18 Transcribe Interview Data Sept 18 Oct 18 Design, Issue, and Collect Questionnaires Sept 1 Oct 31 Contingency Period Nov 1 Nov 14 Data Analysis and Discussion of Results Nov 14 Dec 14 Write First Draft Dec 15 Jan 15 Proofread and Corrections Jan 16 Jan 31 Binding and Final Submission Jan 31 Jan 31 Resources Required Apart from the resource of time, which is fundamentally important in any research undertaking, financial resources will be needed to cover costs associated with conducting interviews and designing, issuing, and collecting the questionnaire schedules. List of References Alford, J (2009). Engaging Public Sector Clients: From Service-Delivery to Co-Production. Hampshire: Palgrave Macmillan. Al-Harthy, M.H (2008). Motivation: A Challenge for Oil and Gas Companies – An Omani Case Study. Web. Allen, D.R., Wilburn, M (2002). Linking customer and employee satisfaction to the bottom line. Milwaukee, Wisconsin: American society for Quality. Belcher, J.G (1996). How to Design and Implement a Results-Oriented Variable Pay System. New York: Amacom. Bruce, A., Pepitone, J.S (1999). Motivating Employees. New York, NY: McGraw-Hill Books. Caligiuri, P., Lazarova, M (2005). Work-Life Balance and the Effective Management of Global Assignees. In: S.A.Y. Poelmans (Eds) Work and Family: An International Research Perspective. Malwah, New Jersey: Lawrence Erlbaum Associates, Inc. Chen, H., Kocaoglu, D.F (2008). A Sensitivity Analysis Algorithm for Hierarchical Decision Models. European Journal of Operational Research, Vol. 185: 1, p. 266-288. Corporate Leadership Council (2003). Linking Employee Satisfaction with Productivity, Performance, and Customer Satisfaction. Web. Davenport, T.O (2000). Workers as Assets: A Good Start But†¦Employment Relations Today Vol. 31, Issue 2. Drucker, P.F (1955). Integration of People and Planning. Harvard Business Review, Vol. 33, Issue 6, p. 35-40. Employee Handbook (2010).Qatar Petroleum Human Resource Department. Hakes, C (1991). Total Quality Management: The Key to Business Improvements. London: Chapman Hall. Handley, C (2005). Validity and Reliability in Research. Web. Harrell, G., Daim, T.U (2010). HDM Modelling as a Tool to Assist Management with Employee Motivation: The Case of Silicon Forest. Engineering Management Journal, Vol. 22, Issue 1, p. 23-33. Hill, N., Roche, G., Allen, R (2007). Customer Satisfaction: The Customer Satisfaction through the Customers eyes. London: Cogent Publishing. Hopkins, W.G (2000). Quantitative Research Design. Web. Irvin, P.G., Montes, S.D (2009). Met Expectations: The Effects of Expected and Delivered Inducements on Employee Satisfaction. Journal of Occupational Organizational Psychology, Vol. 82, Issue 2, p. 431-451. [Academic Source Premier Database]. Lavigna, B (2010). Driving Performance by Building Employee Satisfaction and Engagement. Government Finance Review, Vol. 26, Issue 1, p. 51-53. Podmoroff, D (2005). 365 Ways to Motivate and Reward your Employee Everyday – with Little or no Money. Ocala, Florida: Atlantic Publishing Group, Inc. Qatar Petroleum Home Page (2010). Web. Sandler, S.F (2010). Employee Satisfaction: Key to Recovery Success? HR Focus, Vol. 87, No. 4, p. 10-15. Sekaran, U (2006). Research Methods for Business: A Skill Building Approach, 4th Ed. Wiley-India. Siddiqi, M (2009). Qatar Stands Firm in the Face of Global Financial Storm. Middle East, Issue 402, p 45-49. Stevens, P. (1998). Introduction – Strategic Positioning in the Oil Industry: Trends and Options. In: P. Stevens (Eds) Strategic Positioning in the Oil Industry: Trends and Options. Abu Dhabi: The Emirates Centre for Strategic Studies and Research. Stevens, M (2003). Selected Qualitative Methods. In: M.M. Stevens (Eds) Interactive Textbook on Clinical Symptoms Research. Cambridge: Cambridge University Press. Topolosky, P.S (2000). Linking Employee Satisfaction to Business Results. New York, NY: Garland Publishing Inc. Wilson, T.B (1994). Innovative Reward Systems for the Changing Workplace. London: McGraw-Hill Companies. Yi-Feng, Y (2009). An Investigation of Group Interaction functioning Stimulated by Transformational Leadership on Employee Intrinsic and Extrinsic Job Satisfaction: An Extension of Resource-Based Theory Perspective. Social Behaviour Personality: An International Journal, Vol. 37, Issue 9, p. 1259-1277. Footnotes 1 See: Harrell, G., Daim, T.U (2010). HDM Modeling as a Tool to Assist Management with Employee Motivation: The Case of Silicon Forest. Engineering Management Journal, Vol. 22, Issue 1, p. 23-33. 2 â€Å"Money was never a big motivation for me, except as a way to keep score. The real excitement is playing the game† (Donald Trump).

Aluminum or Aluminium Element Facts

Aluminum or Aluminium Element Facts Aluminum Basic Facts: Symbol: AlAtomic Number: 13Atomic Weight: 26.981539Element Classification: Basic MetalCAS Number: 7429-90-5 Aluminum Periodic Table Location Group: 13Period: 3Block: p Aluminum Electron Configuration Short Form: [Ne]3s23p1Long Form: 1s22s22p63s23p1Shell Structure: 2 8 3 Aluminum Discovery History: Alum (potassium aluminum sulfate- KAl(SO4)2) has been used since ancient times. It was used in tanning, dyeing, and as an aid to stop minor bleeding and even as an ingredient in baking powder. In 1750, German chemist Andreas Marggraf found a technique to produce a new form of alum without the sulfur. This substance was called alumina, which is known as aluminum oxide (Al2O3) today. Most contemporary chemists of the time believed alumina was an earth of a previously unknown metal. Aluminum metal was finally isolated in 1825 by Danish chemist Hans Christian Ørsted (Oersted). German chemist Friedrich Wà ¶hler attempted unsuccessfully to reproduce Ørsteds technique and found an alternate method that also produced metallic aluminum two years later. Historians differ on who should receive credit for the discovery.Name: Aluminum derives its name from alum. The Latin name for alum is alumen meaning bitter salt.Note on Naming: Sir Humphry Davy proposed the name aluminum for th e element, however, the name aluminium was adopted to conform with the ium ending of most elements. This spelling is in use in most countries. Aluminium was also the spelling in the U.S. until 1925 when the American Chemical Society officially decided to use the name aluminum instead. Aluminum Physical Data State at room temperature (300 K): SolidAppearance: soft, light, silvery white metalDensity: 2.6989 g/ccDensity at Melting Point: 2.375 g/ccSpecific Gravity: 7.874 (20  °C)Melting Point: 933.47 K, 660.32  °C, 1220.58  °FBoiling Point: 2792 K, 2519  °C, 4566  °FCritical Point: 8550 KHeat of Fusion: 10.67 kJ/molHeat of Vaporization: 293.72 kJ/molMolar Heat Capacity: 25.1 J/mol ·KSpecific Heat: 24.200 J/g ·K (at 20  °C) Aluminum Atomic Data Oxidation States (Bold most common): 3, 2, 1Electronegativity: 1.610Electron Affinity: 41.747 kJ/molAtomic Radius: 1.43 Ã…Atomic Volume: 10.0 cc/molIonic Radius: 51 (3e)Covalent Radius: 1.24 Ã…First Ionization Energy: 577.539 kJ/molSecond Ionization Energy: 1816.667 kJ/molThird Ionization Energy: 2744.779 kJ/mol Aluminum Nuclear Data Number of isotopes: Aluminum has 23 known isotopes ranging from 21Al to 43Al. Only two occur naturally. 27Al is the most common, accounting for nearly 100% of all natural aluminum. 26Al is nearly stable with a half-life of 7.2 x 105 years and is only found in trace amounts naturally. Aluminum Crystal Data Lattice Structure: Face-Centered CubicLattice Constant: 4.050 Ã…Debye Temperature: 394.00 K Aluminum Uses Ancient Greeks and Romans used alum as an astringent, for medicinal purposes, and as a mordant in dyeing. It is used in kitchen utensils, exterior decorations, and thousands of industrial applications. Although the electrical conductivity of aluminum is only about 60% that of copper per area of cross section, aluminum is used in electrical transmission lines because of its light weight. The alloys of aluminum are used in the construction of aircraft and rockets. Reflective aluminum coatings are used for telescope mirrors, making decorative paper, packaging, and many other uses. Alumina is used in glassmaking and refractories. Synthetic ruby and sapphire have applications in producing coherent light for lasers. Miscellaneous Aluminum Facts Aluminum is the 3rd most abundant element in the Earths crust.Aluminum was once called the Metal of Kings because pure aluminum was more expensive to produce than gold until the Hall-Heroult process was discovered.Aluminum is the most widely used metal after iron.The primary source of aluminum is the ore bauxite.Aluminum is paramagnetic.The top three countries that mine aluminum ore are Guinea, Australia and Vietnam. Australia, China and Brazil lead the world in aluminum production.The IUPAC adopted the name aluminium in 1990 and in 1993 recognized aluminum as an acceptable option for the elements name.Aluminum requires a lot of energy to separate from its ore. Recycling aluminum only requires only 5% of that energy to produce the same amount.Aluminum can be rusted or oxidized by mercury.Rubies are aluminum oxide crystals where some aluminum atoms have been replaced by chromium atoms.A piece of jewelry in the tomb of the 3rd Century Chinese general Chou-Chu has been found to contain 85% aluminum. Historians do not know how the ornament was produced. Aluminum is used in fireworks to make produce sparks and white flames. Aluminum is a common component of sparklers. References: CRC Handbook of Chemistry Physics (89th Ed.), National Institute of Standards and Technology, History of the Origin of the Chemical Elements and Their Discoverers, Norman E. Holden 2001.

Human Resource Management Essay Example | Topics and Well Written Essays - 3000 words - 16

Human Resource Management - Essay Example Implementation of organization policies, employee activities, and decision made by HR managers affect outcomes. The outcome is thus determined by the ability of the human resource management to make appropriate decisions. This paper focuses on steps in the strategic human resource management process. The paper will use TESCO as an example to illustrate and discuss three theoretical perspectives on the nature of HR strategy and demonstrate how the contribution of people to the organization might be understood and enhanced. In the late 1980’s, organizations realized the crucial role of employees as a capital asset in achieving the organizational goal. This led to identification of human resource management practices such as recruitment, training, and career development as significant in enabling an organization to compete effectively. In the contemporary world, organizations are increasingly acknowledging the significance of strategic human resource management. Organizations are taking human resource management practices more seriously due to the realization of the importance of humans in organization success. Strategic human resource management entails creating an appropriate work environment to ensure that employees perform their best toward achieving the organizational goals. Strategic human Resource Management is part of HRM that focuses on issues that affect people working within an organization. Strategic human resource management is beneficial to an organization since it leads to increase in skills possessed by employees by equipping them with the knowledge to deal with problems that arise within and outside the organization but affect the organization. Moreover, it leads to increased competitiveness of an organization. Additionally, strategic HRM encourages organization to develop dynamic organization structures and create more complex business environment to continue competing

How does buy a cup of coffee from starbucks affect to the environment Dissertation - 1

How does buy a cup of coffee from starbucks affect to the environment - Dissertation Example â€Å"Of all problems associated with continued rapid population growth , garbage and waste disposal may be among the most visible Poston,2010pg .372) .Only element which reduced expenditure for management on Municipal Solid Waste is food expenditure which only customer had control on. The main aim of this study was to recognize the challenging factors that contributed to the increase in the waste disposed across the cities of US. However a precise outcome was unavailable because of vague and ambiguous information acquired. As a conclusion it can be mentioned that, the solution to waste reduction rest solely with the customers and government, as their awareness only can truly influence Starbucks in becoming an eco -friendly coffee chain in future. Work Cited Poston, D.L. (2010). Population and society: an introduction to demography. Cambridge University Press

The First Industrial Revolution Essay Example for Free

The First Industrial Revolution Essay The two most significant social consequences of the First Industrial Revolution were the emergence of the Bourgeoisie and the rise of factories. As a result of new developments in machinery and the formation of factories, the division of the labor force drastically changed. No longer were people born into their crafts; however, they were able to choose factory work as their profession, and wealthy land owners were no longer able to count on the possession of large tracts of land as a form of wealth. The land owners either transitioned into becoming factory owners, or they faced bankruptcy due to lack of production which resulted from people born on their land leaving when they came of age to seek better paying positions in factories. The specialized craftsman were being forced out of existence by factories which could not only produce better goods, but they were able to, in some cases, triple the production of products previously produced by the specialized craftsman. Many people were choosing to become machine operators because the work was easier in the sense that they were able to work in all day long instead on only daylight to dawn, and this increased production led to the formation of the Bourgeoisie. The Bourgeoisie was the newly created middle class that was all but non-existent before the First Industrial Revolution. These positions came into existence due to the increased production of products that needed to be sold to the public. The Bourgeoisie was primarily shop owners, and their ability to market products to the public resulted in their dramatic increase in wealth and status within their local communities. These shop owners basically became the intermediary between the factory owners and the local populace, and their importance resulted in a new power struggle with the Factory and land owners. The Bourgeoisie caused the explosion of Capitalism in Europe and the rest of the world. The shop owners were able to rise above poverty by being able to supply everyone with goods that were previously only available to the wealthy. Being able to provide these items as a result of factories increased the wealth and influence of the Middle class businessmen, and Capitalism was born. Industrial Revolution and Capitalism In a nut shell, Price claimed the Industrial Revolution created the division of labor (2004). The Division of Labor is perfectly encapsulated by the Henry Ford model of the assembly line (Price, 2004). Each worker on the assembly line only needs to know how to attach or inspect the operation of their assigned part on to the object as a whole, and not how to assemble the entire product. This allows for any unskilled person to be taught how to attach their doodad onto the doohickey without knowing what the doohickey does or operates. This is capitalism in the basic form of the ideal. Capitalism desires economic efficiency, thus the assembly line is a perfect example of the rise of unskilled factory workers and the decline of skilled craftsmen during the industrial revolution and the rise of capitalism. The rise of Capitalism assisted in increasing the chasm which already existed between the wealthy and the poor. The newly created middle class also rapidly becoming wealthy as a result of the new commerce, and were able to spend more time perusing the leisure activities before only enjoyed by the rich. Capitalism naturally had it opposition from all sides, the wealthy, the middle class, and the increasingly poor. This opposition was able to take root within the poor and lower middle class as they were the ones who were not able to benefit from the huge profits caused by inflation increasing faster than wages. The new theory of communism was developed from the combination of feudalism and Asia produced items. The Link between Communism and Capitalism and the Development of Communistic Theory The disparity between the classes, the rich and the poor, was increasing by leaps and bounds every day. The demand of the rich factory owners to increase production thus increasing profits without any concern for the actual workers and their working conditions could be linked to Karl marks theory of communism (Price, 2004). The development of Communist theory naturally grew out of the ill-treatment of workers participating in Capitalism (Gates, 2011). Factory workers were dehumanized, dishonored, and treated as possessions by the factory owners (Gates, 2011). The consequences of the deplorable conditions of the employees created fertile beds for the theory of communism to take root and germinate (Steven, 2009) In Capitalism, individuals can earn wealth, own their own property, and production abilities, and everyone has the right to produce products. In Communism, the wealth, property, and production all belong to the state and are communal property. Communism vacuums up all the land, assigns someone to manage the production, and dictates what will be produced, for example: corn, wheat, or beans. At harvest time, the crops are harvested, processed, and shipped out to the central distribution warehouses to be doled out at the leisure of the state and not necessarily as needs demand. The people who grew and harvested the crops do not get to keep any for their personal use. In Capitalism, each individual or corporation owns the land, decides what is to be grown, and who ever can afford to purchase the harvested product can purchase it, and some or all is kept for the use of the owners. Communism does not encourage free thought of the individuals as they might realize that there could be profit to be made. Capitalism encourages individuals to think for themselves. This freedom of thought allows for each person to have the ability to encounter a problem, and creatively generate a solution that might benefit others for the right price. These two differences are what have allowed Capitalism to flourish over the past several centuries, and doomed Communism for failure almost before it was allowed to germinate as a viable way of life. References Gates, L. (2011, March 11). capitalism/communism History Discussion. Study Guides, Lesson Plans, Homework Help, Answers More enotes.com. Retrieved January 5, 2013, from http://www.enotes.com/history/discuss/capitalism-communism-93289 Price, R. G. (2004, January 29). Division of Labor, Assembly Line Thought The Paradox of Democratic Capitalism. rationalrevolution.net Making sense of history, economics, politics, philosophy, and war. Retrieved January 5, 2013, from http://rationalrevolution.net/articles/division_of_labor.htm Steven (2009, December 14). Capitalism and communism Gilles Dauv | libcom.org. libcom.org. Retrieved January 5, 2013, from http://libcom.org/library/capitalism-communism-gilles-dauve

Short Summary of Vietnam :: Vietnam War Essays

Short Summary of Vietnam Vietnam was a struggle which, in all honesty, the United States should never have been involved in. North Vietnam was battling for ownership of South Vietnam, so that they would be a unified communist nation. To prevent the domino effect and the further spread of communism, the U.S. held on to the Truman Doctrine and stood behind the South Vietnamese leader, Diem. Kennedy and Diem were both killed in 1963 and 1964. Johnson took control of the situation by increasing the amount of money and manpower put into Vietnam. Congress passed the Gulf of Tonkin Resolution, giving the president full military power. After Johnson dramatically escalated the amount of soldiers in Vietnam, The North Vietnamese mounted a surprise attack during the Vietnamese new year, and this strike was called the Tet Offensive. It made America more aware of what they were up against, that the communists were capable of fierce, guerrilla warfare, unlike anything Americans had ever fought before. Images of the terror and disarray reached back home, and the U.S. began to wonder how effective their involvement in Vietnam really was. As we got further and further into the Vietnam War, few lives were untouched by grief, anger and fear. The Vietnamese suffered the worst hardship; children lay dead in the street, villages remained nothing but charred ashes, and bombs destroyed thousands of innocent civilians. Soldiers were scarred emotionally as well as physically, as The paranoia and fear of death never left them. The My Lai Massacre occurred in 1968, when the village of My Lai was completely destroyed, although it did not contain a single enemy troop. Over a hundred villagers were slaughtered. It became clearer to Americans how soldiers were losing control, and how there was no easy way to win this war. The draft took more and more people in as the years went on, and in1968 it peaked to over 500,000 soldiers involved in Vietnam. The government was so desperate for troops that even men with poor eyesight fought, and no education was needed. The people began to strike out and a revolution took place to restore peace to the nation. Some key ways to get the movement attention included student activism and anti-war messages present in songs and literature.

Flannery o conners writings

Writings For readers why are not familiar with Flannels O' Connors writings, they tend give the reader emotional devastation because If all the gothic elements such as the violence and the messed up religious elements. The short stories that she creates give off an uncongenial feeling and possesses the readers feelings towards the stories. Many of these stones have both violence and religious aspects to them.Fate plays a big role In the stories climaxes. Either the mall character or the antagonists encounter what seems to be fate and start off violent but end up as If they saw the errors of their ways or felt as of a higher power has accepted them. In the end of AGAINST the characters encounter the misogynist right after they crash. They meet him by fate. Fate is not always a good thing. Later on the violence in the story happens when the whole family is murdered by them.The antagonist in this story understands that what he did is not right and he can act as a Christ figure because h e brought the thoughts of people out of them as if they were confessing something to him. In The Circle in the Fire the antagonists violently burn down everything around the barn, and then danced around it as if they felt like they needed to do and if a higher power has accepted them. The impact her endings give off are disastrous and thought provoking leaving the reader in awe.