Discussion Board Assignment Example | Topics and Well Written Essays - 250 words - 6

Discussion Board - Assignment Example On the other hand, the global money related strategy has nonetheless, launched regulations on genuine cash supply henceforth the standard in exchange relies on upon the true premium rate, ostensible cash supply and value level. There are different approaches cases from the USA, including; The U.s. Economy, 1995–2000, the U.s. Economy, 2007–2008, Effects of the Euro in the Macroeconomic Environment, Euro Macro Environment Effects on Managerial Decisions, Southeast Asia: An Attempt to Maintain Fixed Exchange Rate, and Macro and Managerial Impact of the Chinese Yuan Since 2003. Having took a gander at the outside trade around the globe, I agree that the relationship between a nations fare and import using, may be certain if there is an exchange surplus (fares surpass imports) or negative if there is an exchange shortage (imports surpass sends out). This on the other hand, compels the legislature to execute strict measures the extent that cash trade and its rates is screened to realize consistence in cash dissemination and kill any kind of expansion that stabilizes nations economy in question (Gali, 2008). In the interim, I have experienced different articles with respect to the level of utilization and using of people and understood that the legislature is right and legitimate to present financial strategies which are executed through procurement of arrangements and regulations to supervise utilization rate to both on firms and

Keeping Up Appearances At All Costs Mr. Nilson and The Japanese Quince Essay

Keeping Up Appearances At All Costs Mr. Nilson and The Japanese Quince - Essay Example The bird and the tree were fully alive, truly natural; Mr. Nilson merely existed - going through the motions behind the faade of a wealthy businessman. Appearances had to be maintained, even if this resulted in a lonely life and missed opportunities for friendship. The main problem with Mr. Nilson is his inability to break away from what he saw as the rules and strictures of polite Victorian society and make contact with another human being. He was a rich, London businessman, living in wealthy surroundings, a man who took care of his health and appearance. He was a creature of habit, leading an orderly life, which made him feel secure, even as he suffered some physical discomfort. His neighbour, Mr. Tandram seemed his exact replica, as in "well known in the City" and "of about Mr. Nilson's own height, with firm, well-coloured cheeks, neat brown mustaches, and round, well-opened, clear grey eyes, and he was wearing a black frock coat." (Galsworthy) How he looked to others was important for Nilson. The similarities run right through the story, ending in sadness for two lonely people who could have connected, if only they had not been so conventional, so concerned with how things looked, and with keeping up outside appearances. It was the tree, the blackbird and the beauty of the day that combined to touch their separate emotions and bring them together for a short time, to forget themselves.

Great Expectations Essay Example for Free

Great Expectations Essay Describe the character of Magwitch. What do you think Dickens has to say about crime and punishment in the sections of the novel where he appears? The following essay and the content of it are about the story of Great Expectations, its plot and what Charles Dickens was really trying to say. Great Expectations is the tale about a young man, Phillip Pirrip nicknamed Pip for short, came to build up and have his great expectations dashed. The novel begins with Pip as a young boy out on the marshes and as the novel continues, it follows Pips journey to a gentleman and then later on into a businessman. Throughout the novel, Pip is involved in a few rather dramatic events and with some rather colourful characters alongside him. At the beginning of the story we see the young Pip, an orphan being brought up and looked after by his horrible, hard sister and her husband whose character is defined as being a gentle giant, Joe Gargery, the blacksmith. While upon on the marshes, Pip comes into contact with an escaped convict by the name of Abel Magwitch. As the novel reads on, it proves that Magwitch seems to have a profound effect on Pips life. Pip is influenced also by Miss Havisham, an eccentric and reclusive old woman. It turns out o be that there are two young women in Pips life: the very understanding and kind and gentle Biddy and the proud and perfectly beautiful Estella. It comes about one day that Pip has come into a generous fortune. A benefactor, who to Pip is unknown, wishes for Pip to travel to London to become and succeed as a high class gentleman. This is the answer to all of Pips dreams, its like his Christmases have all come at once but all doesnt go as well as Pip would have hoped and he becomes involved in quite a few adventures. Also, when he is handed his fortune, Pip becomes a snob and the money changes him totally and its all for the worse. At the beginning of Chapter 1, we meet Magwitch. While Pip is in the graveyard, where his mother is buried, he meets Magwitch. Magwitch puts a great fear into Pip demanding food, drink and a file as he still has chains around his ankles since he has escaped from prison-You bring me, to-morrow morning early, that file and them wittles, Magwitch, page 8. Before Magwitch demands these sources, he rummages through Pips pockets for food and takes him by his ankles and absurdly shakes Pip upside down. Pip is scared into such a fright by Magwitch firstly telling Pip whether he should live or not-The question being whether youre to be let to live-Magwitch, (page 7. ) Magwitch tells Pip that there is a man a lot worse than him-Theres a young man hid with me, in comparison with which young man I am a Angel, Magwitch, page 8. After this, Pip is determined to go home, gather the things Magwitch needs and return to meet him the next day. An immediate view of the relationship between Magwitch and Pip is one based completely on fear and power, to which Magwitch has the upper hand so Pip cannot compete with him. It seems though that Magwitch and Pip share an unlikely but yet common loneliness. This is such because Pip was alone in the churchyard with the tombstones of his parents, who had passed away many years before and Magwitch has never really had any family around and the very unfair and unjust way Magwitch has been treated and punished, it is like the crime and punishment system in the 1900s was too unjust and was almost like it turned men into beasts and are not treated in an orderly fashion. Magwitch returns in Chapter 39. It is Pips 23rd birthday and he seems to be doing extremely little with his life. He is still on good terms with Mr Pocket, even though Pip is no longer being tutored by him and even though he keeps trying occupations, he isnt sticking to them long enough to develop further in them but he is finding that he is reading a lot. On a stormy night in London, Magwitch comes to Pips home and Pip invites him in and treats him with courteous disdain-Do you wish to come in-Pip, page 289. Pip welcomed him in to talk about Magwitchs business and only then does Pip gradually begin to recognise this visitor as the convict that he had met and given him a file and some food up on the marshes when Pip was just a young boy. It is only then that Magwitch reveals himself as being Pips mysterious benefactor and that he had been living in Australia all these years previous, working as a sheep farmer and the money he was earning from that would go to Pip-I lived rough so you could live smooth, page 313, Magwitch said this to Pip to prove that everything he had done in Australia, was for Pip. As Pip thought Miss Havisham was his benefactor, he had hopes of marrying Estella and the two of them becoming a lady and gentleman couple but his dreams have been shattered-Miss Havishams intentions towards me, all a mere dream, Pip, page 317. Pip is repulsed by Magwitch. He is horrified and appalled but luckily Magwitch didnt notice it and is upset that he should owe so much to such a person. Furthermore, to Pips state of shock, it is only now that he realises it was not Miss Havisham who was his benefactor and that Estella, who Pip adores dearly, had not been intended for him at all. While Pip is in a state of turmoil, we learn of Magwitchs past. The reader learns that because Magwitch didnt dress like a gentleman, his punishment was a lot harsher rather than if you look like a gentleman, the justice system would be a lot more lenient on the more vicious criminal. Even though Magwitch had a minimal choice about whether he could afford to turn to crime or not, he had little choice and could see himself not getting anywhere. Magwitch tells Pip that due to the fact that he committed a crime to save himself and he had no choice, it was because he didnt look or dress like a gentleman that he was given a heavy sentence and shipped to Australia where, only then, he was rehabilitated because he was supposedly no longer a danger to society or anyone around him. As Magwitch has come back and risked his life to see him, as much as he feels ashamed and feels as though all his dreams were just that, Pip feels as though in one sense he should still protect him. Pip does have a sense that he doesnt want Magwitch to risk his life and this shows Pip to still be human by having little conscience by not wanting Magwitch to get caught and hung or taken away, even though Pip is thinking he is the lowest of the low because he is associated with a convict and he feels as though he cant touch Magwitchs money anymore.

The Problem of Security Tools and Advisories Essay -- Internet Securit

The Problem of Security Tools and Advisories Introduction Whether the intent be malicious or merely curiosity, people will always try to circumvent barriers. Physical locks have bread lock picks, and so digital barriers have bread hackers. In the new ethereal world of the wired, this common problem has developed a new dimension. Whereas physical security measures for business, banks, and the like is at a more sophisticated level than for home users, the digital security is similar at just about any level. And, because everyone is connected, and its difficult to know what is behind a given IP address, everyone is a target. Clearly there is a problem, and something needs to be done to make sure the "bad guys" can't get into critical systems. The obvious fix is to write superior software. Unfortunately powerful software is extremely complicated, and even the most valiant efforts to build impenetrable system such as OpenBSD, have fallen short[1], and require post release patches. Given that holes are inevitable, the next line of defense is for the "good guys" to break systems faster than the "bad guys", and alert the proper people to produce and release patches as fast as possible. Unfortunately, if the details of the exploit are made known, it makes it that much easier for less skilled malicious parties to take advantage of unpatched systems, and therein lies the problem with the solution. Personal Inspiration Exploration of this problem is of particular interest to me, as it relates to my current work. The current biggest source of tech support calls at SCU is viruses. Unfortunately, in that group, the largest virus attacks have been though E-Mails that the users must open in order to get infected, which could have ... ...rnegie Mellon University, 2003. <http://www.cert.org/meet_cert/meetcertcc.html> "Online NewsHour: L0pht on Hackers", PBS, 1998. <"http://www.pbs.org/newshour/bb/cyberspace/jan-june98/l0pht_hackers.html> Martin, Kelly, "Delivering the 12kb Bomb", SecurityFocus/The Register, 2004. <http://www.theregister.co.uk/content/55/36345.html> "Limitation on exclusive rights: reverse engineering", U.S. Code : Title 17 : Section 906, 2002. <http://caselaw.lp.findlaw.com/casecode/uscodes/17/chapters/9/sections/section_906.html> "Reverse Engineering" IEEE, June 2003 <http://www.ieeeusa.org/forum/POSITIONS/reverse.html> Mishra, Rohan "Reverse Engineering in Japan and the Global Trend Towards Interoperability", Murdoch University Electronic Journal of Law , 1997. Volume 4, Number 2 <http://www.murdoch.edu.au/elaw/issues/v4n2/mishra42.html#[52]n>

Sample Media Interview Q&a

Sample Media Interview Q&A Internal Question & Answer (Q&A) documents are often developed to prepare media spokespersons for interviews and include tougher questions than FAQs. Internal Q&As also include areas of vulnerability (e. g. who is to blame and could the medical response have been quicker? ) Use the sample Q&As below as a guide to create your own during a crisis event. Q: What happened? (Examples: How many people were injured or killed? How much property damage occurred? ) A: At approximately XX:XX, an incident was reported at (location).The details at this point are unknown, however we are working very closely with local emergency response agencies to ensure that the safety of the surrounding community remains the number one priority. Q: Was this a terrorist incident? A: An investigation is taking place and we will update you with details from that investigation as we receive them. Right now, however, our greatest concern is for the welfare of the victims and their families . Q: When did it happen? A: Early reports indicate that the incident happened at approximately XX:XX. Q: Who is to blame? A: The details at this point are unknown.An investigation is taking place and we will update you with details from that investigation as we receive them. Right now, our main focus is on rescue efforts and on the well-being of the victims and their families. Q: Has this ever happened before? A: I will be happy to research that and get back to you, right now we are focused on the incident at hand, and on making sure that members of the surrounding community are safe. Q: Who was involved? A: In order to protect the privacy of those involved, we are withholding the release of victims’ names pending notification of family members. Q: Why did it happen?What was the cause? A: Those details will be investigated. Right now our primary concern is for the welfare of the victims and their families. Q: Will there be inconvenience to the public? A: That information will become available once the damage is assessed by local emergency response agencies. If we gather future information, we will be sure to pass it along. Q: When will we find out more? A: Our company, along with our local emergency response agencies, will be providing updates throughout the day. We encourage you to check our website at www. xxxxxx. com for up-to-the-minute information.

The New York - 987 Words

Moral reform movements were prevalent from the 1830s to the 1860s (Digital History 2016). Female Moral Reform Societies upset the bedrock of antebellum society. These reform societies paved the way for women to break out of the traditional roles that had been established for them from almost the beginning of time. Women became more involved in their communities and politics. There are three prominent areas where female reformist made improvements in their local communities and the nation at large. These areas are prostitution, education, and temperance. Prostitution was a growing problem in the 1800s. At the time, New York was the most populated state in the United Stated. The population was quickly raising and by 1850, there were 6,000 prostitutes in New York alone (Severson 2014). The Five Points district, in Lower Manhattan, was the epicenter of crime and prostitution. Subsequently, that is exactly where Moral Reform Societies established their offices. Sexually transmitted diseases, such as gonorrhea and syphilis, were also on the rise. These diseases were identified as social problems rather than public health problems, as a result, the most common treatment facility was the New York Penitentiary Hospital (The Encyclopedia Of New York State 2016). In order to combat prostitution and minimize the effects that prostitution had on society, female reformists created Magdalen Houses. These facilities were used to rehabilitate former prostitutes through Bible studyShow MoreRelatedNew York And York City864 Words   |  4 PagesNew Yo rk, New York. With the exception of Ted Cruz, everyone loves New York. Among its wonders, New York state contains New York City, the most populous city in the U.S. New York is also known for its beautiful lakes and mountains, a great wine growing region, and lots of farms. 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The Employee Relation leads to performance - Free Essay Example

Sample details Pages: 16 Words: 4656 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Did you like this example? This research is based on the assumption that it is the good relation with staff factor that leads to increase staff performance in the service department of hotel industry. Both the variables are very important in hotel industry. Staff performance is key to success for the hospitality organizations because hospitality organization is labor intensive industry so it becomes very important to focus on those factors that motivate employees for the work and to deliver their best to the organization. There are many factors that influence employee and work of employees. Relation with employee is one of them. Employee motivation may relate with money, position in the organization, future perspective, but relation with the peer group and boss is foremost factor that have direct impact on employee performance. Good employee relation means creation of congenial environment that retain the motivation of employees and keep motivating them for their commitments towards the organization. Don’t waste time! Our writers will create an original "The Employee Relation leads to performance" essay for you Create order 1.2 AIM AND OBJECTIVES / RESEARCH QUESTIONS / HYPOTHESIS: 1.2.1 Aim of this research: aim of this research is to find out the influence of good employee relation on work performance of an employees, with special reference to restaurant service staff of hotel industry. 1.2.2 Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? 1.3 RATIONAL: Author believes that employee relation is very important as an motivating factor, and employee performance is also very important for the development of an organization and in achieving organizational goal. This philosophy is very much important in the hospitality industry because hospitality industry is guest based business and employees are the only factor that brings guest satisfaction. So keep employee happy should be the right slogan for human resource department of the hotel and concerned functional department too. This is the thinking behind choice of this topic. 1.4 STRUCTURE OF THE DISSERTATION: This research work is having many sections. Author is giving brief introduction and the sequence of the chapters. Chapter two is based on secondary research and placed just after this chapter, after that third chapter is on methodology and fourth is on depth analysis of the questions of the questionnaire and after that fifth chapter is containing conclusion of the research. After conclusion there is list of references followed by appendix section. Chapter2 Literature Review 2.1 What is employee relations? Employee relation or industrial relation is basically relation between employees and employer collectively. In this research author has established aim and objective which basically focus on impact of good employee relation on employee performance. Author is presenting this section as secondary research which is conducted through many books and websites. There are many variables of this research topic such as employee relation and its basis, employee performance and its basis, so all the related areas are also explored in this section of the research so that a valid conclusion can be drawn at the end of this section which would be conclusion based on secondary research. 2.2 Employee relation: à ¢Ã¢â€š ¬Ã…“Employee relations can be seen primarily as a skill-set or a philosophy, rather than as a management function or well-defined area of activity. Despite well-publicised instances of industrial action, the emphasis of employee relations continues to shift from collective institutions, such as trade unions and collective bargaining, to the relationship with individual employees. The ideas of employee voice and the psychological contract have been accepted by employers and reflected in their employee relations policies and aspirations. Employee relations skills and competencies are still seen by employers as critical to achieving performance benefits through a focus on employee involvement, commitment and engagement. Employee relations is seen as strategic in terms of managing business risk: both the downside risk of non-compliance with an expanded body of employment law, and the upside risk of failing to deliver maximum business performanceà ¢Ã¢â€š ¬?. https://www.cipd. co.uk/subjects/empreltns/general/emprelsovr.htm 2.3 Job Satisfaction and Job performance: To understand the nature of job satisfaction and its effects on work performance is not easy. For at least 50 years industrial/organizational psychologists have been wrestling with the question of the relationship between job satisfaction and job performance. Researchers have put a considerable amount of effort into attempts to demonstrate that the two are positively related in a particular fashion: a happy worker is a good worker. Although this sounds like a very appealing idea, the results of empirical literature are too mixed to support the hypothesis that job satisfaction leads to better performance or even that there is a reliable positive correlation between these two variables. On the other hand some researchers argue that the results are equally inconclusive with respect to the hypothesis that there is no such relationship. As a result of this ambiguity, this relationship continues to stimulate research and re-examination of previous attempts. This paper strives to describe t he relation of job satisfaction and performance, keeping in mind the value this relation has for organizations. https://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm Job satisfaction is a complex and multifaceted concept, which can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative. In recent years attention to job satisfaction has become more closely associated with broader approaches to improved job design and work organization, and the quality of working life movement. The relationship between job satisfaction and performance is an issue of continuing debate and controversy. One view, associated with the early human relations approach, is that satisfaction leads to performance. An alternative view is that performance leads to satisfaction. However, a variety of studies suggest that research has found only a limited relationship between satisf action and work output and offer scant comfort to those seeking to confirm that a satisfied worker is also a productive one. Labor turnover and absenteeism are commonly associated with dissatisfaction, but although there may be some correlation, there are many other possible factors. No universal generalizations about worker dissatisfaction exist, to offer easy management solutions to problems of turnover and absenteeism. The study suggests that it is primarily in the realm of job design, where opportunity resides for a constructive improvement of the workers satisfaction level. Individual performance is generally determined by three factors. Motivation, the desire to do the job, ability, the capability to do the job, and the work environment, the tools, materials, and information needed to do the job. If an employee lacks ability, the manager can provide training or replace the worker. If there is an environmental problem, the manager can also usually make adjustments to promote hi gher performance. But if motivation is the problem, the managers task is more challenging. Individual behavior is a complex phenomenon, and the manager may not be able to figure out why the employee is not motivated and how to change the behavior. Thus, also motivation plays a vital role since it might influence negatively performance and because of its intangible nature.https://www.articlesbase.com/careers-articles/job-performance-and-satisfaction-53672.htm 2.4 The elements of a job that create job satisfaction Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to put his or her signature on the finished product Opportunities to use ones talents and to be creative Opportunities to take responsibility and direct ones own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion https://www.answers.com/topic/job-satisfaction 2.5 Workers Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques. https://www.answers.com/topic/job-satisfaction Employee engagement:   Ãƒ ¢Ã¢â€š ¬Ã…“The achievement of business goals and financial returns is increasingly dependent on delivery by front-line employees. à ¢Ã¢â€š ¬Ã‹Å"Engagementà ¢Ã¢â€š ¬Ã¢â€ž ¢ has been described as a combination of commitment and organisational citizenship. There is no shortage of evidence about people management policies and practices that contribute to building employee engagement. They include: Employee voice: Managers are much more convinced than they were a decade ago that involvement produces business benefits. This is confirmed by the range of methods for direct communication and recognising individual employee contribution that HR departments now implement and operate. Teamworking: à ¢Ã¢â€š ¬Ã…“Training, teamworking, supervisors trained in employee relation matters and problem-solving groups are all associated with one another. In combination, this group of practices might be construed as a model of direct employee participation in decision-making. Work-life ba lance: Policies on work-life balance are being used by employers to underpin positive workplace behaviours. Our various surveys of employee attitudes, for example Guest and Conway5, have underlined the link between work-life balance, commitment and performance, and there is strong support by employers for the current legislation giving employees the right to request flexible workingà ¢Ã¢â€š ¬?. https://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm HR and employee relation: à ¢Ã¢â€š ¬Ã…“Communication is the glue that makes policies real and without which they are ineffective. The fact that communication is necessarily a two-way process, involving dialogue rather than simply instruction, is well established. Yet many organisations perform badly in this area, failing to give communication the priority it deserves. Getting communication right involves both professionalism and persistence. The qualities required include focusing on positive behaviours and outcomes, taking a positive, problem-solving approach, anticipating problems, recommending solutions and being able to offer sound advice to senior managers about implementation. Negotiating skills are still useful but needed less often. A much wider area of knowledge is now required, along with the skills to apply it, including surveying and interpreting employee attitudes, communications and conflict management. Most important is the ability to à ¢Ã¢â€š ¬Ã‹Å"fità ¢Ã¢â€š ¬Ã¢â€ž ¢ policies and practices to suit the organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s goals and the character of its workforce. https://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Value of employee relation: à ¢Ã¢â€š ¬Ã…“To a considerable extent, it is only in the public sector that trade unions retain a measure of their former strength and influence in the workplace. This is partly through the existence of institutions of collective consultation, reinforced by continued reliance in many cases on industry-level bargaining and the public policy emphasis on à ¢Ã¢â€š ¬Ã‹Å"partnershipà ¢Ã¢â€š ¬Ã¢â€ž ¢. Union influence in the private sector, on the other hand, continues to decline. The main areas of the private sector where industrial disputes are still experienced from time to time, for example, public transport, are those where thereà ¢Ã¢â€š ¬Ã¢â€ž ¢s a clear public or political interest and/or the Government is seen as the ultimate à ¢Ã¢â€š ¬Ã‹Å"bankerà ¢Ã¢â€š ¬Ã¢â€ž ¢. à ¢Ã¢â€š ¬Ã‹Å"Employee relationsà ¢Ã¢â€š ¬Ã¢â€ž ¢ as a term remains ambiguous, with no clear boundaries. Most HR people donà ¢Ã¢â€š ¬Ã¢â€ž ¢t use the term on an everyday basis. It is not calculated to help manage rs focus on what they need to know and do to increase performance à ¢Ã¢â€š ¬Ã¢â‚¬Å" the language has echoes of a historical era that offers few insights into contemporary practice. The traditional academic models of industrial relations have only limited relevance to what managers do today. Employers are in charge and the role of à ¢Ã¢â€š ¬Ã‹Å"joint controlà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"rule-makingà ¢Ã¢â€š ¬Ã¢â€ž ¢ by employers and trade unions has been substantially replaced by employment regulation and organisational values. Employee relations can nevertheless point to an underlying philosophy and attitudes and skills that are still needed by HR practitioners. The current à ¢Ã¢â€š ¬Ã‹Å"business partnerà ¢Ã¢â€š ¬Ã¢â€ž ¢ model is helpful in identifying an à ¢Ã¢â€š ¬Ã‹Å"added valueà ¢Ã¢â€š ¬Ã¢â€ž ¢ framework within which HR practitioners need to operate, but an unreflecting business focus may lead to a neglect of the softer skills, which are essential to managing the em ployment relationship, and of employee interests and influence. Employers also need HR managers with a positive, à ¢Ã¢â€š ¬Ã‹Å"can doà ¢Ã¢â€š ¬Ã¢â€ž ¢ attitude who will resist the temptation to adopt a defensive or compliance-led HR culture. Commitment and engagement are crucial to performance but they are not consistently high enough in the hierarchy of line management à ¢Ã¢â€š ¬Ã¢â‚¬Å" or, often, HR à ¢Ã¢â€š ¬Ã¢â‚¬Å" priorities. The Employee Information and Consultation Regulations may be helpful in raising the profile of employee voice and involvement, but the WERS 20042 findings give little basis for optimism that this will happen. More effort needs to be put into training and supporting line managers in, for example, teamworking and change management as the basis for establishing and maintaining motivation and commitment, which is a critical role for employee relations managers. Issues about à ¢Ã¢â€š ¬Ã‹Å"alignmentà ¢Ã¢â€š ¬Ã¢â€ž ¢ of HR and business strategies have mostl y to be resolved within this area. There is too much focus within organisations on strategy formulation and planning, and not enough on implementation and delivery. Managing the employment relationship rests heavily on the shoulders of line managers, but their competence in this area is, in general, seriously neglected. The concept of engagement is helpful in promoting wider interest in the measurement of HR outputs, including through the widespread use of employee attitudes surveys and in performance management/appraisalsystemsà ¢Ã¢â€š ¬?. à ¢Ã¢â€š ¬Ã…“ https://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm Maintaining employee relation: Good employee relations means you create an environment which delivers what people want today. They want to feel good about who they are, what they do and where they work. Although there is probably an endless list of opinions as to what employees want today, here are 10 that are important as you consider building an employee relations program for your business: Employees want to be comfortable with what their employer stands for. Social psychology research indicates the chances of success are much greater for your organization if you have a clearly defined vision that all your people can follow. In some organizations, this is also referred to as a mission statement. Does your organization, department or division have one? Use it as a part of your employee relations strategy to ensure that your employees are comfortable with what your business is about. Employees want to identify with corporate principles. Today employees are very opinionated about the moral and ethical issues in business today. They care about such things as employee privacy and employee rights. By having a set of guiding principles, and following these principles, your organization creates a framework within which to develop principle-centered policies and procedures or make principle-centered decisions regarding difficult employment related issues. Employees want to know their employer cares about their opinions and concerns. If youre going to create a good employee relations program, you need to have a mechanism for finding out what your employees care about, what they are concerned about, what they think of you as an employer. Conduct employee opinion surveys. https://austin.bizjournals.com/austin/stories/1998/03/30/focus4.html Chapter: 3 RESEARCH METHODOLOGY 3.1 RESEARCH METHODS Research methods can be qualitative, quantitative or both (Schiffman and Kanuk, 2000). The selection of the particular research method depends on the kind of information required. Qualitative method collects, analyzes, and interprets data that cannot be meaningfully quantified, that is, summarized in the form of numbers. For this reason, qualitative method is sometimes referred to as soft research method. Any research using non-structured questioning or observation techniques can be labeled qualitative research. Qualitative method typically studies relatively few respondents or units. In other words, a research of a large, representative sample would normally not be called qualitative research method even if it used some non-structured questions or observations. The non-structured and small-sample features of qualitative research techniques have an important implication. They are intended to provide initial insights, ideas, or understanding about a problem, not to recommend a final c ourse of action. Therefore, qualitative research techniques are most appropriate in situations calling for exploratory research. Quantitative research method, in contrast, is characterized by more structure and larger, more representative respondent samples. Consequently, the logical place for quantitative research techniques (usually in the form of large-scale questionnaire surveys or structured observations) is in conclusive studies. A primary role of qualitative research method is to generate hunches or hypotheses. In contrast, each of the situations under quantitative research calls for very specific data, capable of suggesting a final course of action (Parasuraman, et al. 2004). The above description suggests us that qualitative research method is a soft approach in which collected and identified data or information cannot be meaningfully quantified and more importantly in this approach non-structured research is conducted; but so far as quantitative research method is concerned, in this approach structured research is conducted with approaching larger respondents and the collected data can be meaningfully quantified. This research is qualitative based so required qualitative data to achieve the aims and objectives of the research, therefore qualitative research approach has been applied to conduct this research. 3.2 DATA COLLECTION Research data can be collected either in the form of secondary or primary or both (Clark et al, 2003). In this research both primary and secondary data were collected considering the aims and objectives of the research. 3.2.1 SECONDARY DATA: Secondary Data usually factual information can be obtained through secondary data, that have already been collected from other sources and are readily available from those sources (Parasuraman, et al. 2004). The definition and characteristics of secondary data presented above suggest us that secondary data are data that have already been collected for purpose other than the problem in hand. Before detailing as how and what secondary data were collected in this research, in would be worth to examine the advantages and disadvantages of such data. Secondary data are easily accessible, relatively inexpensive, and quickly obtained. Some secondary data, are available on topics where it would not be feasible for a firm to collect primary data. Although it is rare for secondary data to provide all the answers to a non-routine research problem, such data can be useful in a variety of ways (Kotabe, 2002). Secondary data can help: Identify the problem, better define the problem, develop an approach to the problem, formulate an appropriate research design (for example, by identifying the key variables), answer certain research questions and test some hypotheses and interpret primary data more insightfully. Because secondary data have been collected for purposes other than the problem at hand, their usefulness to the current problem may be limited in several important ways, including relevance and accuracy. The objectives, nature, and methods used to collect the secondary data may not be appropriate to the present situation. Also, secon dary data may be lacking in accuracy, or they may not be completely current or dependable. Before using secondary data, it is important to evaluate them on these factors (Malhotra, 2004). Although so many disadvantages are associated with the secondary data, but such data were found useful in this research as identifying and defining the problem, and developing research objectives. The secondary data in the this research is in the form of literature review. The various sources of secondary data in this research were: books, journals, periodicals, newspapers and magazines and websites. 3.2.2 PRIMARY DATA COLLECTION Primary data is collected for the specific purpose of addressing the problem at hand. The collection of primary data involves various steps. Thus obtaining primary data can be expensive and time consuming (Malhotra, 2004). These suggest that primary data are those data that are collected for the particular purpose of research in hand. The disadvantage of collecting primary data is that it is lengthy and resource and time consuming process (in comparison of secondary data), but the advantage of primary data is that they are first hand information and comparatively more reliable (than secondary data). Primary data can be collected from various sources and methods that are case studies, observation, questionnaire survey and interview (Clark et al, 2003). In this research questionnaire survey method was applied in order to collect primary data. Designing questionnaires may appear to be simple, especially to those who have not designed one before. After all, you may think, once you have a clear notion of the information desired, it should be easy to formulate appropriate questions and arrange them in the form of an instrument (Parasuraman, 2004). Primary data collection approach adopted in this research: Sampling technique: Author has followed convenient sampling technique and chosen sample hotel based on the same technique. This technique involves choice of hotel which easily accessible by the author. Sample: samples were based on Delhi based 5 star hotels. Sample size: Tools used in primary data collection: Author followed questionnaire technique to collect the data from the samples, in some cases author went to the sample hotel and met with the person concerned for this research but in many cases author referred telephonic talk and get the questionnaire filled over the phone. 3.3 DATA ANALYSIS Before analyzing a data set using sophisticated techniques, a researcher should get a feeling for what the data are like. The purpose of preliminary data analysis is to reveal features of the basic composition of the data collected. It can also provide useful insights pertaining to the research objectives and suggest meaningful approaches for further analysis of the data. Preliminary data analysis examines the central tendency(mean) and the dispersion of the data on each variable in the data set. The measurement level of a variable that is, whether the variable is nominal, ordinal, interval, or ratio has a bearing on which measures of central tendency and dispersion will be appropriate for it (Parasuraman, 2004). In accordance with the above prescription of data analysis, firstly all the collected data were coded and arranged in a systematic manner and then analysed in accordance with the objectives of the research to reach the conclusions after comparing secondary and primary data. Author has followed tabulation of data and use of percentage technique to find out average of the response and based on the same conclusion has been drawn. 3.4 LIMITATIONS Due to limited time and resources, the author had to downsize his plan on various fronts. Firstly, getting an appointment with the respondents was not easy as in some cases because they had tight schedule in their professional activities, whereas some were found unwilling to response. Secondly, due to provided limited time, the author could not get filled the questionnaire face-to-face or personally from the respondents, and thus in many cases the author had to satisfy with telephonic conversation for filling the questionnaire. Chapetr 4 FINDING AND ANALYSIS Question no-1-Do you feel that employee relation has importance in hotel industry? Answer no-1- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE YES 10 100 NO 0 In the above response collected, it is visible that 100% of the employees said that good employee relation has significance in hotel Industry. Question no-2-Good employee relation leads to employee motivation. Answer no-2- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 10 100 FALSE 0 Above tabulation shows that all the 10 respondents said that good employee relation is motivating factor for the restaurant staff and leads to employee performance. Question no-3-Employees can compensated with other motivating factor with good relation? Answer no-3- ( ) AGREE ( ) DIS AGREE à ¢Ã¢â€š ¬Ã‹Å" OPTIONS RESPONSE PERCENTAGE AGREE 9 90 DIS AGREE 1 10 90% of the staff working in the hotel restaurant agree that employee motivation can be compensated with good employee relation due to the good relationship of the staff with the employer helps this help motivating employees. Due to good relation employee may be happy with differed financial benefits. Question no-4- Do you feel that Employees always want to be appreciated for job done? Answer no-4- ( ) TRUE ( ) FALSE OPTIONS RESPONSE PERCENTAGE TRUE 7 70 FALSE 3 30 70% of them have said that the above statement is true as, employees want to be appreciated and recognized for a job done, and rest of them (30%) have said that this statement is false. Question no-5- Do you think reward based work promotes the team spirit among employees? Answer no-5- ( ) AGREE ( ) DISAGREE OPTIONS RESPONSE PERCENTAGE AGREE 4 40 DIS AGREE 6 60 above table shows that reward does not lead to team spirit among the employees. Here author would like to say that it is very much clear that individual performance may go up by introduction of reward but integration of efforts can not be achieved with reward. So author would like to highlight that it is the relation among peer and employer that promote employee satisfaction and so overall there will be enhancement in the performance of entire employee as a team. Question no-6- Do you think gap between organizational objective and individual due to communication may lead to employee dissatisfaction and hence lower performance? Answer no-6- ( ) YES ( ) NO OPTIONS RESPONSE PERCENTAGE AGREE 100 100 DIS AGREE 00 00 Here this response reveals that there should not be communication gap between employee and employer because this is also a reason of employee dissatisfaction. Employee actually want to know the overall direction of the organization failing which there is rise in reluctance and less performance. So this communication gap is part of good relation if there is gap means there is no good relation between employer and employee so again it is proved that good relation leading to positive impact. Question no-7-what you feel about relation between communication gap between employer and employee leads to low performance and motivation of employees? Answer no-7- ( ) TRUE ( ) FALSE Above table shows that 90% of the staff of the hotels are agree and having the same belief that communication gap increases employee de-motivation hence lower performance of employees. Chapter 5 CONCLUSION In order to conclude the topic author would like to mention the aim and objectives of this research which author had established at the starting of this research. Objectives: To explore the ingredients of good employee relation To explore the ingredients of employee performance To explore good relation of employee as an factor of motivation. To find out the impact of good employee relation on employee performance 1.2.3 Research Questions: R.Q.1 What are the basis of good relation? R.Q.2 What are the basis of employee performance? R.Q.3 How good relation of employee have positive impact on employee performance? Based on the research conducted by author now at this stage author have been comparing what was to achieved and what have been achieved then author found there is no variance in the research objectives and all the steps of research till conclusion. All the aspects have been recognized and evaluated. Based on the primary research conducted by the author it is very much clear that it is the good relation between employer and employee or peer group that leads to feeling of team work and overall performance of employees goes up that help organizations to achieve the organizational objectives effectively.