Sport Marketing Identifying Key Market

Question: 1. Picking and recognizing the association - Choose Cleveland Cavs as the association and compose a little depiction about the vision, crucial 60-70 words. 2. Expound on the sections not focused by Manchester United. i.e, Demographical, Geographical , Age, Gender and so forth 100-120 3. Focusing of your association should which sections are browsed the subsequent inquiry and which technique is to be applied and with thinking. 150-200 words. 4. Situating of the association is to be clarified in a word. Answer: About Cleveland Cavs and its vision and mission Cleveland Cavs is an American expert basketballteamthat began playing in 1970 and as of now won five Central Division titles, one NBA title and three Eastern Conference titles and expects to win more titles later on (Hoffmann et al., 2016). Their vision is to be a model ball association on the planet that has quality program to encourage new players and perform volunteer competitions for a noble cause. Their main goal is to give chances to youthful applicants with the goal that they can appreciate this game. Portion not focused by Cleveland Cavs Market division is a procedure embraced by an association that includes division of their objective market into subsets dependent on Demographic, Geographic, age, sex or that speaks to a people premium and needs (Cianfrone et al., 2015). Cleveland Cavs significantly target youthful ability from 7 to 9 years of age bunch as they have more opportunity to rehearse and create themselves subsequently not focused on the old residents for their club. Granzin and Olsen (2015) delineate that, similar to some other ball clubs; Cleveland Cavs likewise have a dominant part of male players and thus we can get asses that female players are not a piece of this club. In addition, in regards to geographic division, Cleveland Cavs has their competitions in urban communities and created nations so more individuals can think about them and disregards rustic locales and creating states. Strategies for upgrading their market division As indicated by Cianfrone et al., (2015), each individual should play sports as it keeps up body wellness and improve their games execution. Cleveland Cavs ought to likewise empower older residents with the goal that the notoriety of b-ball can be expanded and they ought to give legitimate preparing to them so they can speak to their club in SeniorOlympics and different titles so they can target new old individuals too which takes after their market improvement. Along these lines, the concerned club not exclusively can advance for sound ways of life forseniors, however they can likewise instruct other matured gatherings about wellness and sports. Notwithstanding that, Lieberman (2016) represents that building up ladies' games alongside its men's partner game could be a fundamental advance taken by a games association or club. Cleveland Cavs can connect with Women's American Basketball Association (WABA) for focusing on more ladies ball player and delineates developmentofofferings to create womens execution. America esteems sports as a piece of their nation's way of life and thus has a national competition and deliberate competitions consistently. In any case, Cleveland Cavs can upgrade their image in creating American urban areas or provincial zone over the world for making more individuals mindful of the b-ball. Situating of Cleveland Cavs Schlegelmilch (2016) expressed that situating connotes the intensity of that association in a specific spot that characterizes the brands goals. In America there are various ball clubs and groups like the United States men's national b-ball groups, Boston Celtics, Oklahoma City Thunder and others; nonetheless, Cleveland Cavs has picked up ubiquity since their foundations as they take activities for presenting another methodology for the advancement of their b-ball club (Fewell et al., 2012). This club has presented ball games for each age bunch like Youth Basketball Tournaments, Women's Basketball Championshipand National Senior Games Association for kids, womens and more established residents in rustic also urban area with the goal that more individuals get pulled in towards b-ball and find out about this game. References List Cianfrone, B.A., Zhang, J., Pitts, B. furthermore, Byon, K.K., 2015. Recognizing key market request factors related with secondary school ball tournaments.Sport Marketing Quarterly,24(2), p.91. Fewell, J.H., Armbruster, D., Ingraham, J., Petersen, A. also, Waters, J.S., 2012. B-ball groups as vital networks.PloS one,7(11), p.e47445. Granzin, K.L. also, Olsen, J.E., 2015. Market Segmentation in the Collegiate Basketball Market. InProceedings of the 1986 Academy of Marketing Science (AMS) Annual Conference(pp. 357-361). Springer International Publishing. Hoffmann, F., Batchelor, R.P. furthermore, Manning, M.J., 2016.Basketball in America: From the Playgrounds to Jordan's Game and Beyond. Routledge. Lieberman, W., 2016. The development of market division in income the executives and dynamic pricing.Journal of Revenue and Pricing Management. Schlegelmilch, B.B., 2016. Sectioning Targeting and Positioning in Global Markets. InGlobal Marketing Strategy(pp. 63-82). Springer International Publishing.

Eulogy for Son :: Eulogies Eulogy

Tribute for Son Today, the most troublesome day in my family’s life, we assemble to express goodbye to our child, sibling, fiancã © and friend.â To those of you here and somewhere else who know Dylan you as of now know about the sort of individual he was and these words you will hear are as of now in your memory.â To the individuals who were not as lucky, these words will give you a feeling of the sort of man he was and as a perfect for which we ought to strive. My child has been regularly depicted as a delicate soul.â He was unadulterated of heart and had extraordinary affectability for the world around him.â He had special insight with individuals that caused them to feel great around him and tainted others to incline toward him.â Dylan oozed thoughtfulness and hauled liberality and philanthropy out from everybody he touched.â He was everybody's best friend.â To state Dylan was affable is an understatement.â Since his initial years, he demonstrated regard and thinking about all around him.â Even through the tormentous encounters of his clinic stays and chemotherapy treatment he not even once neglected to thank a medical caretaker, helper, transport laborer or any other individual as they gave him a dinner, helped him or played out another difficult procedure. He additionally was a man of compassion.â I can recollect when he was six years of age in Seattle.â He was running in a crosscountry race with his companion Tommy when the pack of sprinters vanished behind bushes.â He was around then running close the lead.â As we viewed a couple of moments later, all the sprinters returned and finished the race.â No Dylan nor Tommy in sight.â Finally, following a couple of edgy minutes Dylan and Tommy reappeared.â When asked what happened Dylan said that he and Tommy had halted to enable a few frogs to escape the method of the ru nners. His empathy reached out to his adulthood.â He frequently talked that while he wished to build up his vocation as a paddling mentor and educator of English and History he needed to carry on with a straightforward life where he could apply effect on those less blessed that he.â Many occasions he said an ideal activity would be the place he could instruct and mentor team in a downtown zone and create paddling programs with downtown children that would match the Eastern prep schools. When he was told he was kicking the bucket and had however a couple of days to live he revealed to me he was not worried about biting the dust yet was stressed over his family and Patti.

Improve skills Essay Example | Topics and Well Written Essays - 1000 words

Improve aptitudes - Essay Example At last, three unique methods of accomplishing the above aptitudes has been introduced in the undertaking for every one of the abilities. Improvement Area 1 Diversity according to the review intended to assess abilities, assorted variety was the most significant angle which requires to be improved. It is understood that it is generally critical to teach decent variety in the character so as to deftly deal with the impact of outer changes on the character. The best method of enhancing the above expertise is embrace better approaches for speculation for a specific issue. This could be conceivable by teaching the most ideal manners by which individuals act in different circumstances. The most ideal way is assess the various difficulties, different qualities, and interests in a specific circumstance and resolve the equivalent in the best way. This would be compelling in building up a character which would be appropriate for taking care of a wide assortment of circumstances. The various i dea of character would have the option to productively deal with various difficulties and obstacles in various circumstances (Kinicki, 2009). Another method of getting decent variety abilities is work in such gatherings which involves individuals who are diverse in attributes and nature. This would permit the reception of a wide scope of information and abilities which would additionally invigorate disparate reasoning. It would help in figuring out how to oversee clashes, handle negative feelings and upgrade compelling interchanges (Kruglanski and Higgins, 2004, p.168). Tutoring would be another conceivable method of upgrading various and creating different aptitudes. Paring of a lesser worker with a senior one assists with making learning and limited time open doors for individuals. This could likewise incorporate matching people from various social foundations, races, sex, and so forth. This strategy assists with evacuating cliché practices, convictions and mentalities among peop le and widen their insight base (Williams, 2008, p.461). Improvement Area 2 Attitudes The advancement of uplifting perspectives was acknowledged as one of the most significant imperatives of being the board experts as they play to accomplishment much of the time. As a matter of first importance an individual has to realize which ascribes are interesting to him as it were. It is vital to create and improve that ability as it adds to the inspiration for acing the information which is required to arrive at the objectives. It is imperative to effectively embrace obligations, sincerely seek after them and on fruitful finish of the assignment, acknowledge praises from oneself (White, 2005, p.4). An individual could attempt to beat weaknesses as a part of his character. This would remember creating abilities for regions where the individual needs certainty and increase skill in that field. The development of information and aptitudes in an area wherein an individual needs ability creates f earlessness and creates uplifting mentalities in the individual (Verma, 2005, p.11). It is essential to concentrate on difficult work and ponder oneself. The thought is to out the most extreme exertion in what the individual needs to accomplish and not to surrender without any problem. It is additionally essential to make better impact on others which thusly urges them to support him (Rinke, n.d.). Improvement Area 3â Self Concept Self idea depends on self assessment. It is significant that the individual makes his self evaluation accurately so as to create self

Business Of National Grid Essay Example Pdf - Free Essay Example

National Grid plc (National Grid) is an international electric and gas company and also is one of the largest investor owned Energy Company in the world. It is listed on the London Stock Exchange (LSE: NG) and New York Stock Exchange (NYSE:NGG). Primary areas of operations are the ownership and operation of regulated electricity and gas infrastructure network in UK and the US, serving more than 19 million consumers in a direct or indirect way. In UK the company owns the high voltage electricity transmission network, high pressure gas transmission system and also operates in related markets which include electricity interconnectors, metering services, Liquefied Natural Gas (LNG) facilities, LNG storage and transportation and land remediation. The company in US owns over 4,000 MW of contracted electricity generation along with non-regulated gas transmission pipelines. National grid is headquartered in London, UK. The Company have more than 27,500 employees located in the UK and the US. The Business Model is divided into 4 key areas: Transmission Electricity Distribution Generation Gas Distribution Non-regulated Businesses Transmission The transmission of electricity and gas in the UK as owner and operator of high voltage electricity transmission network in England and Wales, the gas national transmission system in Great Britain, the electricity inter connector with France and storage facilities for LNG .Operator of electricity transmission networks in Scotland. Key Facts Over 20,900 kilometres of electrical overhead lines Over 800 kilometres of electrical underground cables 296 Twh of electricity transmitted in the UK Over 7,600 kilometres of gas pipeline 1,158 Twh of gas throughput Electricity Distribution Generation This operation is carried out in US as owner of electricity distribution networks in upstate New York, Massachusetts, New Hampshire and Rhode Island. Key Facts Over 116,700 kilometres of circuit 3.4 million customers 670 substations 57 generation units at 13 locations across Long Island Gas Distribution Owner and distributor of four of Great Britains eight gas distribution networks. Key Facts Around 190,000 kilometres of gas pipe Delivery of 317 and 205 Twh of gas to over 10.8 million consumers in the UK. Non-Regulated Businesses Primarily metering services, Property management, LNG importation terminal on the Isle of Grain, construction and operation of electricity interconnector between Netherlands and the UK. Key Facts Metering and meter reading services for more than 20 million meters in the UK Property portfolio of over 800 sites with more than land of around 1,600 hectares Phase III Grain LNG completion anticipated in 2010 Analysis and evaluation of the annual reports. Table of Absolutes Statistics 2010  £m 2009  £m Variation B/W Revenue 13,988 11,423 -10.47% W Cost Of Sales 10,714 8,534 -17.98% B Operating Profit 3,239 2,964 25.54% B Profit after tax 1,386 947 23.33% B Fixed Assets 38,488 30,830 2.05% B Comparison of Balance Sheet 2010  £m 2009  £m 2010  £m 2009  £m Equity 4,211 3,984 Fixed Assets 38,488 37,712 Debt 32,783 33,457 Stock 407 556 Debtors 2,293 1,569 Others 2,365 4,630 Total C.A. 5,065 6,755 Trade Creditors 2,847 1,653 Borrowings 2,806 3,253 Others 906 2,120 Total C.L. 6,559 7,026 Capital Employed 36,994 37,441 T.A. C.L. 36,994 37,441 Ratio Analysis RATIO 2010 2009 B/W Op. Profit/T.A. less C.L. 3293/36994 8.9% 2,623 / 37,441 7.05% B Operating Profit Margin Op. Profit / Sales 3,293/13988 23.54% 2,623 / 15,624 16.78% W Sales / T.A.-C.L. 13,988/36,994 0.37 times 15,624 / 37,441 0.41 times B Fixed Asset Turnover Sales / Fixed Assets 13,988/38,488 0.36 times 15,624 / 37,712 0.41 times W Stock Turnover Stock x 365 / Cost Of Sales (407*365)/10,714 13.8 days 556*365 / 13064 15.53 days B Debtor Turnover Debtors x 365 / Sales (2293*365)/13,988 59.8days 1569 * 365 / 15,624 36.65 days W Creditor Turnover Creditors x 365 / Cost Of Sales (2847*365)/10,714 96 days 1653 * 365 / 13,064 46.18 days W Current Ratio C. Assets/ C. Liabilities 5,065/6,559 0.77 times 6,755 / 7,026 0.96 times W Quick Ratio (C. A. Stock) / C. Liabilities (5,065-407)/6,559 0.71 times (6,755 556) / 7,026 0.882 times W Debt to Equity Ratio Debt / Equity 32,783/4,211 7.78% 33,457 / 3,984 8.39% W Gearing Ratio Debt / (Debt + Equity) 32,783/(32,783+4,211) 88.61% 33,457 / (33,457 + 3984) 89.35% W Return on Equity R.O.E. Profit after tax/equity 1,386/4,211 32.91% 947 / 3984 23.7% B Dividend Yield 38.49/594 6.47% 35.64/684 5.21% B Dividend Cover 1,386/688 2.01 times 947/ 838 1.13 times B Earnings Per Share 56.1p 36.9p B Earnings Yield 56.1p/594 9.44% 36.9p/684 5.69% B Price Earnings Ratio P / E 594/56.1p 10.58 times 684/36.9 18.67 times W Market-To-Book 10.58*0.329 3.48 17.7 *0.23 4.07 W Operating Performance Ratio Sales Revenue/Average No of Employees 13,988/28,067 494.83% 15,624 / 28,208 55.38% W Return on Asset ROA 2,193/43,553 5.03% 1394/44,467 3.13% B analysis and evaluation of the development of the organisation during last two years : Operating Profit Margin Ratio Definition The operating profit margin ratio indicates how much profit a company makes after paying for variable costs of production such as wages, raw materials, etc. It is expressed as a percentage of sales and shows the efficiency of a company controlling the costs and expenses associated with business operations. Operating Profit Margin Formula The operating profit margin ratio formula is calculated simply using: [Operating profit margin = Operating income à · Total revenue] Operating Profit Margin Meaning Operating profit margin ratio analysis measures a companys operating efficiency and pricing efficiency with its successful cost controlling. The higher the ratio, the better a company is. A higher operating profit margin means that a company has lower fixed cost and a better gross margin or increasing sales faster than costs, which gives management more flexibility in determining prices. It also provides useful information for investors to determine the quality of a company when looking at the trend in operating margin over time and to compare with industry peers. Usually, it serves more as a general measurement than a concrete value. The objective of margin analysis is to detect consistency or positive/negative trends in a companys earnings. Positive profit margin analysis translates into positive investment quality. To a large degree, it is the quality, and growth, of a companys earnings that drive its stock price. Financial statement in this operating profit margin, in the year of 31 march 2010 was 23.5% and in the year of 2009 it was 16.78%. The total OP of the income statement was 3293 £ in 2010 and 13064 in 2009 so the OP is best in the when comparing with 2009. Fixed Assets Turnover Ratio: Definition: Fixed Asset Turnover ratio is also known as Sales to Fixed Asset Ratio. The fixed asset turnover ratio tends to measure the efficiency and profit earning capacity of the concern. Higher the ratio, greater is the intensive utilization of fixed assets. Lower ratio means under utilization of fixed assets. Formula of Fixed Assets Turnover Ratio: Fixed assets turnover ratio is calculated by the following formula: [Fixed Assets Turnover Ratio = Sales / Fixed Assets] The fixed-asset turnover ratio measures a companys ability to generate net sales from fixed-asset investments -  specifically property, plant and equipment (PPE) net  of depreciation. This ratio is often used as a measure in manufacturing industries, where major purchases are made for PPE to help increase output. When companies make these large purchases, prudent investors watch this ratio in following years to see how effective the investment in the fixed assets was. The fixed assets are worst in 2010. The Fixed ration is 0.3 times and in the 2009 it was 0.41. the measures of the fixed asssets was worst and as per the income statement in 2010  £m 13988 and  £m 15624 in 2009. If the fixed asset turnover ratio is low as compared to the industry or past years of data for the firm, it means that sales are low or the investment in plant and equipment is too much. Inventory Turnover Ratio or Stock Turnover Ratio (ITR): Every Small or Big firm needs to maintain a specific level of inventory of the finished goods which enables them to meet the requirements of carrying out the business. One need to bear in mind that level of inventory should neither be too high nor too low. A higher inventory means that there are higher carrying costs involved and also higher is the risk of stocks becoming obsolete. Also if there is a low inventory than it suggests loss of business opportunities. Thus it is of prime significance to keep sufficient stock in business. Definition: Stock turnover ratio and inventory turnover ratio are the same. This ratio is a relationship between the cost of goods sold during a particular period of time and the cost of average inventory during a particular period. It is expressed in number of times. Stock turnover ratio / Inventory turnover ratio indicates the number of time the stock has been turned over during the period and evaluates the efficiency with which a firm is able to manage its inventory. Formula of Stock Turnover/Inventory Turnover Ratio: The ratio is calculated by using the following formula: [Stock Turnover Ratio: Stock x 365 / Cost of Sales] The inventory turnover ratio in the year 2010 is 13.8 days and the value is 407 and in the year 2009 it was 556 and turnover was 13064. So the result shows that the turnover ratio is best when comparing with year 2009. Significance of ITR: Inventory turnover ratio measures the velocity of conversion of stock into sales. Usually a high inventory turnover/stock velocity indicates efficient management of inventory because more frequently the stocks are sold; the lesser amount of money is required to finance the inventory. A low inventory turnover ratio indicates an inefficient management of inventory. A low inventory turnover implies over-investment in inventories, dull business, poor quality of goods, stock accumulation, accumulation of obsolete and slow moving goods and low profits as compared to total investment. The inventory turnover ratio is also an index of profitability, where a high ratio signifies more profit; a low ratio signifies low profit. Current Ratio: It is a measure of general liquidity and is most widely used to make the analysis for short term financial position or liquidity of a firm. Definition: Current ratio may be defined as the relationship between current assets and current liabilities. This ratio is also known as working capital ratio. Formula: Following formula is used to calculate current ratio: [Current Ratio = Current Assets / Current Liabilities] The current liabilities of this company in the year 2010 is 6559 and 7026 in the year 2009. The current assts was 5065 in the year 2010 and 6755 in the yrear 2009 so the ratio in the year 2010 was 0.77 times which is worst in the year 2010 because in the year 2009 it was 0.96 times. Significance: This ratio is a general and quick measure of liquidity of a firm. It represents the margin of safety or cushion available to the creditors. It is an index of the firms financial stability. It is also an index of technical solvency and an index of the strength of working capital. A relatively high current ratio is an indication that the firm is liquid and has the ability to pay its current obligations in time and when they become due. On the other hand, a relatively low current ratio represents that the liquidity position of the firm is not good and the firm shall not be able to pay its current liabilities in time without facing difficulties. An increase in the current ratio represents improvement in the liquidity position of the firm while a decrease in the current ratio represents that there has been deterioration in the liquidity position of the firm. A ratio equal to or near 2: 1 is considered as a standard or normal or satisfactory. The idea of having double the curren t assets as compared to current liabilities is to provide for the delays and losses in the realization of current assets. Limitations of Current Ratio: This ratio is measure of liquidity and should be used very carefully because it suffers from many limitations. It is, therefore, suggested that it should not be used as the sole index of short term solvency. It is crude ratio because it measures only the quantity and not the quality of the current assets. Even if the ratio is favourable, the firm may be in financial trouble, because of more stock and work in process which is not easily convertible into cash, and, therefore firm may have less cash to pay off current liabilities. Quick Ratio or Acid Test: Definition: Quick Ratio is also termed as Liquidity Ratio or Acid Test Ratio. It is the ratio of liquid assets to current liabilities. The true liquidity refers to the ability of a firm to pay its short term obligations as and when they become due. Formula of Quick Ratio / Acid Test Ratio: [Quick Ratio: (Current Assets Stock) / Current Liabilities] The Quick Ratio is also known as Acid Ratio. The current assets of the National Grid in the year 2010 is 43, 553 and in the year 2009 is 44,467 and the stock is 407 in the year 2010 and 556 in the year 2009 and the current liabilities of both years are 6,559 and 7,026. The Quick Ratio of National Grid in the year 2010 is 0.17 times and 0.88 in the year 2009 as per the balance sheets of the both the companies. Significance: The quick ratio/acid test ratio is very useful in measuring the liquidity position of a firm. It measures the firms capacity to pay off current obligations immediately and is more rigorous test of liquidity than the current ratio. It is used as a complementary ratio to the current ratio. Generally higher liquid ratios are an indication of the liquidity of the firm and its ability to meet the current liabilities on appropriate time. On other hand a low liquidity ratio indicates that the firms liquidity position is not good. As a convention, generally, a quick ratio of one to one (1:1) is considered to be satisfactory Debt to Equity Ratio: Definition: Debt-to-Equity ratio indicates the relationship between the external equities or outsiders funds and the internal equities or shareholders funds. It is determined to ascertain soundness of the long term financial policies of the company. Formula of Debt to Equity Ratio: The formula for Debt to Equity ratio is as follows: [Debt to Equity Ratio: Debt / Equity] The debt to equity ratio in 2010 is 7.78% and 8.39% in the year 2009. Significance of Debt to Equity Ratio: Debt to equity ratio indicates the proportionate claims of owners and the outsiders against the firms assets. The purpose is to get an idea of the cushion available to outsiders on the liquidation of the firm. However, the interpretation of the ratio depends upon the financial and business policy of the company. The owners want to do the business with maximum of outsiders funds in order to take lesser risk of their investment and to increase their earnings (per share) by paying a lower fixed rate of interest to outsiders. The outsider creditors on the other hand, want that shareholders (owners) should invest and risk their share of proportionate investments. A ratio of 1:1 is usually considered to be satisfactory ratio. Theoretically if the owners interests are greater than that of creditors, the financial position is highly solvent. Return on Equity Capital (ROEC) Ratio: In real sense, ordinary shareholders are the real owners of the company. They assume the highest risk in the company. (Preference share holders have a preference over ordinary shareholders in the payment of dividend as well as capital. The range of measures used to analyse the return to equity investors is much greater than that applied to debentures, perhaps because this class of investment carries a greater risk, and ordinary shareholders are the most significant group of investors. Preference share holders get a fixed rate of dividend irrespective of the quantum of profits of the company). The rate of dividends varies with the availability of profits in case of ordinary shares only. Thus ordinary shareholders are more interested in the profitability of a company and the performance of a company should be judged on the basis of return on equity capital of the company. Return on equity capital which is the relationship between profits of a company and its equity. Formula of return on equity capital or common stock: Formula of return on equity capital ratio is: [Return On Equity: Profit after Tax / Equity] This ratio indicates how profitable a company is by comparing its net income to its average shareholders equity. The  return on equity ratio (ROE) measures how much the shareholders earned for their investment in the company. The higher the ratio percentage, the more efficient management is in utilizing its equity base and the better return is to investors. Significance: This ratio is more meaningful to the equity shareholders who are interested to know profits earned by the company and those profits which can be made available to pay dividends to them. Interpretation of the ratio is similar to the interpretation of return on shareholders investments and higher the ratio better is. Price Earnings Ratio (PE Ratio): Definition: Price earnings ratio (P/E ratio) is the ratio between market price per equity share and earnings per share. The ratio is calculated to make an estimate of appreciation in the value of a share of a company and is widely used by investors to decide whether or not to buy shares in a particular company. Formula of Price Earnings Ratio: Following formula is used to calculate price earnings ratio: [Price Earnings Ratio = Market price per equity share / Earnings per share] The financial statement of the national grid company in the year 2010 is 56.1p and in the year 2009 it was 36.9p. The price earnings ratio in this was 10.58 times. In the year 2009 was 18.67 times. The equity share is 594 and 684 in 2009. Significance of Price Earnings Ratio: Price earnings ratio helps the investor in deciding whether to buy or not to buy the shares of a particular company at a particular market price. Generally, higher the price earnings ratio the better it is. If the P/E ratio falls, the management should look into the causes that have resulted into the fall of this ratio. One of the reasons that a companys earnings may be expected to grow is if a large proportion of earnings are retained and effectively invested back into the business. This means that it is usually (but not always) the case that companies which retain earnings rather than paying out high dividends will have higher PE ratios than those with a high dividend payout. undervalued relative to bonds.  Market-to-Book Ratio Definition: Market-to-Book Ratio is the ratio of the current share price to the book value per share. It measures the worth of the company at that moment in comparison with the amount of capital invested by current and past shareholders into it. Formula of Market-to-Book Ratio: Following formula is used to calculate market-to-book ratio: [Market-to-Book Ratio: PE Ratio * Return on Equity] The equity return in the year 2010 is 0.32% and 23 % in the year 2009. A ratio used to find  the value of a  company by  comparing the book value of a firm to its market value.  Book value is calculated by looking at the firms  historical  cost, or accounting value. Significance of Market-to-Book Ratio: The book-to-market ratio attempts to identify undervalued  or overvalued  securities by taking the book value and dividing it by market value.  If your business has a low market/book ratio, its considered a good investment opportunity. In basic terms, if the ratio is above 1 then the stock is undervalued; if it is less than 1, the stock is overvalued. Operating Performance Ratio: Sales/Revenue per Employee As a gauge of personnel productivity, this indicator simply measures the amount of dollar sales, or revenue, generated per employee. The higher the dollars figure the better. Here again, labour-intensive businesses (ex. mass market retailers) will be less productive in this metric than a high-tech, high product-value manufacturer. Formula for Sales /Revenue per Employee: Following formula is used to calculate Sales / Revenue: [Sales /Revenue per Employee: Sales Revenue /Average Number of Employees] The operating performance ratio is beneath sales and revenue on employee. In the year 2009 the company has reduce 200 employees from 28,208 which is total number of the employees. In the year of 2010 the total number of the employee was 13988 instead of 15624. Which is 49% in the year of 2010? Significance of Sales /Revenue per Employee: The Higher the ratio better it is for the company. This ratio is a measure of how efficiently the company is making profit by using the total assets of the company. Companies want this ratio to be higher as this ratio is directly dependent on profit. National Grid was able to achieve a higher ratio for the year 2009 than 2008 which would be of significant consideration for everybody to understand that company is strongly footed even in tough economic period. Management is highly efficient and so are the policies of the company. Return on Assets This ratio indicates the profitability of a company relative to its total assets. The return on assets (ROA) ratio illustrates how efficiently the management is employing the total assets of company to make the profit. More higher the return, the more efficient management is in utilizing the asset base. The ROA ratio is calculated by comparing net income to average total assets, and is expressed in percentage. Formula of Return on Assets Ratio: Following formula is used to calculate Return on Asset Ratio: [Return on Asset: Net Income / Average Total Assets] The net income of the company in the 2010 is 2,193 and in the year 2009 is 1,394 and the average total assets 43,553 in the year 2010 and 44,464 in the year 2009. The Return on Assets of national grid in the year 2010 is 5.03% and 3.31% in the year 2009. Significance of Return to Asset Ratio: The need for investment in current and non-current assets varies greatly among companies. Capital-intensive businesses (with a large investment in fixed assets) are going to be more asset heavy than technology or service businesses. Return on assets measures how effectively a company has used the total assets at its disposal to generate earnings. Because the ROA formula reflects total revenue, total cost, and assets deployed, the ratio itself reflects a managements ability to generate income during the course of a given period, usually a year. The possible financial performance A climbing return on assets usually indicates a climbing stock price, because it tells investors that a management is skilled at generating profits from the resources that a business owns The business activities carried out by National Grids power and distribution network are nearly 95% regulated, their revenues and cash flow are almost predictable and the group henceforth do not find themselves into troubled water of fluctuating prices. Henceforth the financing position is only the most likely cause of its weakness. For the year 2008-09 the net debt rose by 29% to almost  £23bn, which reflects large currency movements which follows the acquisition of US business Keyspan in 2007 for  £3.8 bn. There is also a twist in the tale as the appreciation of dollar may have increased the sterling value of National Grids net debt by  £4bn, but in return it has also increased the sterling value of US assets by  £4.5 bn. To add more, National Grids business model is very rob ust and thus it can support such high amount of debts. The annual investment of  £3bn is typically funded half by cash and half by debt, resulting that debts are always increasing constantly, but then the asset base also grows at the same time. National Grids US subsidiaries have requested to their own regulators requesting for higher authorised returns. If it would be allowed, than it would improve earnings and cash flow in the future. The Grid is very confident in sticking to its policy of increasing the dividend by 8 percent every year till 2012.But there are two small caveats first of all the share buyback programme has been suspended to save costs, and secondly, investors are being offered the option of taking payment as scrip dividend. Conclusion: In the year 2008 the company earnings per share was 122.3p and in the year 2009 it was 38.5p in the year 2009 the share the company earnings per share value is get down to 47% of share value this was due to recession. In the year 2010 the company earnings per share is 56.1p. so on the average of the value is 21.5% has increased. The cost of sales in the year 2009 was 8,534 and in the year 2010 it was 10,714 so the profit after the taxation the company profit was 1,386 in 2010 and 947 in 2009. The National Grid is clearly on the right path after looking at the ratios calculated. These ratios are not the actual mirror to the performance of the company but it shows the trend where it might head into the future taking into considerations the competitive market and fluctuating market conditions.

Work Motivation And Performance Of The Employees Business Essay - Free Essay Example

Sample details Pages: 26 Words: 7838 Downloads: 10 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? Johnson (2010) argued the classification of the variables that could be reported differences in creativity topic as research study and the literature on this topic has been much flourished. The researches on creativity have been conducted in many different sub areas of psychology, social psychology, industrial psychology, clinical psychology, personality and cognitive psychology and developmental areas (Feist, 2006). The connection with the generating novel ideas, solving the intermingled problems and drive to implementation for development by the creative person who can be differentiated from the others persons due to these creative attributes (Harrington and Barron, 1981). Don’t waste time! Our writers will create an original "Work Motivation And Performance Of The Employees Business Essay" essay for you Create order Helson (1999) viewed that various studies have elaborated the characteristics of personality of creative person and distinguished that the creative persons wiling to generate new and novel ideas, unconventional, ambitions, and experiences, driven, impulsive, self confident and dominant. Currently most of the studies are conducting for effectively management of employees performance by improving their satisfaction level, motivation level, commitment level, attitude, behavior, skills and abilities, knowledge, well being and occupational health, and career management in the field of human resource management and development. The numerous studies are also doing in this field for examine over all organizational performance by managing organizational justices fairly, affective leadership style, organizational citizenship behavior, organizational politics, impact of organizational culture forces and drivers as well as for sustaining the development and growth of organization by establish ing the organizational creativity climate, knowledge sharing environment, employees perceived innovation positively, designing and implementation for change or interventions, innovative technologies, and training for improving performance and skills of employees. 1.2. Problem Statement In this study I try to examine the relationships between work motivation and performance of the employees and their perception about innovation through establishing organizational creativity climate in the telecommunication organizations. There is very high competition among the telecommunication organizations because these organizations are growing rapidly all over the world by establishing creative climate among employees, in which organizational members are generating new and novel ideas for development and gain competitive advantage in telecommunication market. Various studies have been conducting to examine relationships of organizational climates and employee performance through bringing change in the telecommunication organizations which have ultimately purpose to develop the organizations works, human processes, technologies, structures, strategies, and human resources. But it is too difficult to implementation successfully of any intervention in the telecommunication organ izations without diagnosing the problem because most of the employees dont want to any change. These people are strongly satisfied with current work and they dont accept any change due to lack of education, knowledge, skills, training programs, and negative attitude and also their motivation level is very low. So these types of people firstly require increasing their motivation level and capabilities for understanding the new phenomena of creativity climate and the managers should do fully cooperate with the people for increasing their motivation level and capabilities. 1.3. Contribution in the study Previous studies have been conducted on organizational creativity climate and examined its impact on different variables like perceived innovation, work motivation, job satisfaction, and organizational commitment. Very recently (Lin and Liu, 2012) distinguished the positive relationships between organizational creativity climate and perceived innovation and determined mediation role of work motivation between their relationships and they also recommended in this study for future research that the evidence for the relationships between climate and performance is reasonably convincing (Anderson and West, 1998), but to understand the relationship in depth will require consideration of the subtle dynamics among antecedents, mediating process, and contextual contingencies. In this study we want to examine the relationships between organizational creativity climate and perceived innovation and also work performance of the employees and mediation role of work motivation. The employees wor k performance would also include in the model because it may possible currently employees performance would be high but perception about innovation will be low and it also may possible their perception will be high but performance will be low as well as also possible perception will be high and performance also high. So I want to examine the impact of creativity climate on work performance and perceived innovation of the employees through work motivation level. 1.4. Research Questions There are three research questions are following under: Will creativity climate increase the employees motivation, perceived innovation and employees performance? Will employees motivation increase the perceived innovation and employees performance? Will employees work motivation play mediation role? 1.5. Significances and Implications of the Study This study will help the leaders and managers of the telecommunication organizations by establishing flexible and creative climate for increasing the motivation level and perception about innovation and performance of the employees. The managers should conduct training programs in which improve the employees skills, knowledge and attitudes that way they will be motivate to adopt change and intervention for sustainable development of the telecommunication organizations. It will help managers and practitioners to diagnose the problems of employees who dont want to accept change in the telecommunication organization then to motivate them for taking participation in innovatively change management. 1.6. Objectives of the study There area following objectives of this study; Examine the relationship between organizational creativity climate and work motivation. Determine the relationship between organizational creativity climate and perceived innovation. Examine the relationship between organizational creativity climate and work performance. Examine the relationship between work motivation and perceived innovation. Examine the relationship between work motivation and work performance. Examine the mediation relationship of work motivation between creativity climate and perceived innovation and employee performance 1.7. Definitions of Key Interest Variables There are four variables which have used in this study first independent variable is organizational creativity climate (mean to establish a creative climate in which people develop new and novel ideas and bring innovative change in the organization for the sustainable development of the organization), second mediation variable is work motivation (mean to increase the intrinsic motivation of the employees by establishing flexible and creative climate in the organizations), and third dependent variables are perceived innovation (the perception about innovation would be positive of the employees when organizations establish creative climate inside the organizations then it leads for sustainable development of the organizations) and employees work performance (employees work performance would also increase by establishing the organizational creativity climate, increasing their work motivation level and when their perceptions about innovation being also positive). 1.7.1. Organizational creativity climate Creativity can also defined as the capabilities to generate new and novel but appropriate ideas which can be adaptable for tasks constraints (Sternberg Lubart, 1999). According to Amabile (1996) founded eight factors which used for the measurement of organization creativity climate. First six factors (organizational encouragement, supervisory encouragement, working group support, freedom, sufficient resources and challenging work) are considered environmental stimulants and last two factors (organization impediments and workload pressure) are considered as obstacles to creativity. 1.7.1.1. Organizational encouragement The organizational encouragement described to establish organizational culture and climate which encourage the creativity by fair productive judgment of ideas, device of developing new ideas, compensation and recognition for creative and innovative work, actively sharing the ideas, and shared the purpose and vision that where the organization want reach (Amabile et al., 1996). 1.7.1.2. Supervisory encouragement The supervisor plays role as a good work model, sets appropriate goals, supports the effective teamwork in the different groups, values the each members contribution and participation, and shows the confidence in the work group (Amabile et al., 1996). 1.7.1.3. Working group supports The diverse people are working in the groups which are doing work according to their specific skills, communicating well with each other, opening new ideas, constructing challenges of each other works, helping, trusting and cooperating with each other, and feeling commitment with the work (Amabile et al., 1996). 1.7.1.4. Freedom Empowering the freedom and autonomy to the people of the group in which they do manage their own current works effectively and efficiently by developing new innovative and creative ideas as well as mean they have full control all over their works (Amabile et al. 1996). 1.7.1.5. Sufficient resources The access of appropriate resources including information, money and funds, facilities, materials, and other instruments and equipments for completing works in the different groups of the organizations (Amabile et al., 1996). 1.7.1.6. Challenging work The challenges and to do work hard by the people for accomplish difficult tasks and projects of the organizations in a specific time limit (Amabile et al., 1996). 1.7.1.7. Organization impediments The culture of the organization that create obstacles for establishing the creativity climate in the organization through harsh criticism of new ideas, internal politics problems, destructive internal competition, over emphasizes on status quo, and an avoidance of risk (Amabile et al., 1996). 1.7.1.8. Workload pressure The pressure of over loading work can also create obstacles for creativity environment in which includes extreme time pressure, distractions for creative work, and unrealistic expectations for productivity (Amabile et al., 1996). 1.7.2. Work Motivation Work motivation defined as the employees exert high level of effort by motivating themselves for achievement of tasks effectively and efficiently related their jobs in the organization (Ambrose and Kulik, 1999). 1.7.3. Perceived Innovation Van de Ven (1986) defined the perceived innovation as a positively thinking about the innovation that generating, designing, developing and implementing the new knowledge, ideas, changes or interventions successfully in the organization for current problem solving and sustainable development or growth of the organizations. 1.7.4. Employee Performance Work performance means the outcomes of the employees about their work and objectives align with the organizations goals and objectives that are achieved by the employees to work effectively, efficiently and motivation and work performance of the employees measuring using different techniques of performance appraisal system. CHAPTER 02 LITERATURE REVIEW 2.1. Organizational Creativity Climate 2.1.1. Definitions Creativity can be defined as the invention of new and novel ideas that contributes to innovation, means the transformation of these ideas into practical and valuable new products, the creativity is normally supposed to occur as a role dealing with the persons and the circumstances (Scott Bruce, 1994; Amabile, 1996). Creativity can also defined as the capabilities to generate new and novel but appropriate ideas which can be adaptable for tasks constraints (Sternberg Lubart, 1999). Van de Ven and Angel (1989) defined the term innovation is about procedure for designing, developing and implementing of a new and novel ideas. The climate can be defined as the observed and chronic pattern action, perceptions, feelings, and believes which exemplify life in the organization (Ekvall, 1999). Pattersen et al., (2004) defined the climate as a function of mutual views and points with respect to individuals believes and perceptions about the policies, laws, practices and procedures in the o rganization. Mclean (2005) argued that the culture and climate are interchangeable or interlinked with each other in the organizations. The differences needed to highlight which are essential when conducting the researches in the perspective of organizational creativity climate and innovation (Amabile, Coon, Conti and Lazenby, 1996). McLean (2005) argued that organizational culture is concerning intensely held meanings, beliefs and assumptions whereas organizational climates are feelings or perceptions, feelings of, experiences in, the instantaneous environment of work. It is becoming progressive more essential for the organizations employees to analyze and understand the both internal and external climates for them. In these unstable and particular era of knowledge able economy in which the organizations need to increase the productivity on the employees and also essential for increasing the creativity of the employees (Borghini, 2005). Organizational creativity climate defined to establish creative working environment in which identify the organizational works that facilitate the creative thinking and innovative novel ideas in the organization (Amabile et al., 1996). The technological challenging environment in which there are increasing the globalization and competition with speedily and organizations require solving the current problems related products, services and procedures by generating and implementing the new novel ideas (Atwater and Carmeli, 2009). So, the main purpose of today has been becoming that to increasing the creativity and innovation of the employees in the organizations which is major requirement for the organizations success in future. 2.1.2. Outcomes of Organizational Creativity Climate Amabile (1988) proposed a theoretical model of creativity climate and innovation in the organizations in which he explained the two main factors of different elements that assimilate the componential model of individual creativity into the organizational climate. He elaborated the first elements is organizational components (management practices, resources and organizational motivation) of model that estimated the overall innovation within the organizations and these components affect the work climate of individuals within the organizations. Where as second elements are individual components (expertise, task motivation and creativity skills) of model which affected by above organizational components that predicted the overall creativity with in the organizations. Amabile (1993) examined the relationships between work climate and personality and intrinsic motivation. He discussed that personality and organizational climate influenced significantly on intrinsic motivation of the empl oyees. There have been founded the significant relationships of these dimensions; Organization encouragement, supervisory encouragement, work group support, challenging work and organizational impediments with the organizational creativity climate but also have identified the non significant relationships of these factors freedom, sufficient resources and work load pressure with the organizational creativity climate (Amabile, Conti, Coon, Lazenby and Herron 1996). Andersen and West (1996) have developed the four factor model in which measuring the climate for work group innovation. The have taken collected data form 155 individual of 27 hospital management teams and concluded these four dimensions (vision, participative safety, task orientation and support for innovation) significantly related with the organizational climate for the innovative development of the work group or teams. Baer and Frese (2003) have collected data from 47 German mid sized companies and founded positive and significant relationships between climate for initiative and goal achievement and return on assets and also founded significant relationships between climate for psychological safety and goal achievement and return on assets. They have also examined the significant moderation affect of process innovation between climate for initiative and goal achievement and return on assets and also identified the moderation affect of process innovation between climate for psychological safety and goal achievement but they have founded non significant its moderation affect between climate for psychological and return on assets. The high quality LMX in the organization climate and it also motivate the organizational employees; for increasing their creative and innovative capabilities (Carmeli and Atwater, 2009). A research has been determined that the leaders created momentum at workplace in the organization for promoting the creativity of the employees by progression of behavior supporting the high quality interpersonal relationship with their employees and motivate them to do innovative work for the development of organization in future (Carmeli and Atwater, 2009). They founded the perception of employees about supportive and high quality relationships among them and their leaders also as well require synergy for their effective management that way they can adopt the innovative and creative work in the organization. A study investigated the significant relationships between psychological climate and job involvement and effort and performance, and effort and job involvement significantly related with job performance as well as effort played full mediation role between job involvement and job performance (Brown and Leigh, 1996). Another study propped a theoretical framework which influenced the organizational creativity and innovation she explained this model on the basis of theories and past studies literatures. She elaborated that when well recognized mediating st ructures that affect creativity are deliberately renewed then the creativity of any firm is achieved (Borghini, 2005). Choi (2005) identified the individual and contextual predictors of creative performance and also examined the mediation affect of psychological processes. He collected data from 28 instructors who were teaching the 450 students and founded direct and significant positive relationships between psychological processes (creative self efficacy and creative intention) and creative performance. He has been also originated psychological processes played significant full mediation role in the relationships of individual characteristics (intrinsic motivation, extrinsic motivation, creative personality, cautious personality and creative ability) and contextual factors (supportive leadership and open group climate) on creative performance. The study investigated the significant relationships between organizational realities and organizational outcomes and organizational cli mate and its determinants (structures, policies, tasks, goals, strategies, leaderships, resources, work load, technologies and staff characteristics) have played mediation role in the relationships of organizational realities and organizational outcomes (Ekvall and Ryhammar, 1999). Griffin (2000) has conducted study to examine the link of safety climate with safety performance, knowledge and motivation and he has conducted two studies on this topic. In first study data has been collected from 1403 employees of seven Australian manufacturer and mining organizations and founded the significant positive relationships between safety climate (management values, safety inspections, personal training and safety communication) and components of safety performance (safety compliance and safety participation) and also examined the significant partial mediation of safety knowledge in the relationships of safety climate and safety compliance (first component of safety performance) but not si gnificant mediation affect between climate and safety participation (second component of safety performance). In second studies he did analyze the mediation affect of compliance motivation, safety knowledge and participation motivation and data collected from 381 employees of Australian manufacturer organizations. He has concluded the significant positive relationships between safety climate (management values, safety practices, safety training, safety equipment and safety communication) and components of safety performance (safety compliance and safety participation) and also examined the significant partial mediation of compliance motivation, safety knowledge and participation motivation in the relationships of safety climate and components of safety performance (safety compliance and safety participation) but significant negative affect of compliance motivation between climate and safety participation (second component of safety performance). Ismail (2005) has examined the relati onships of organizational learning, organizational creativity climate on innovation. She collected data from 259 employees who were working in 18 private sector organizations (small, medium and large size organizations) and founded significant relationships between learning organizations and organizational innovation and also determined the significant relationships between creativity climate of organizations and its innovation. 2.1.3. Dimensions of Organizational Creativity Climate The previous studies and literature shows broad range of organizational innovations dimensions including both internal and external (Amabile, Coon, Conti, Herron and Lezenby, 1996). The combination of both employees personal creativity and climate factors of the organizations which are essential for developing a creative and innovative attitude, perception, believe and behavior at workplace of the employees within the organizations (Einarsen and Matheisen, 2004). The previous studies have examined the many different individual differences in creative persons like openness to experience (Helson, 1999), cognitive style (Kaufmann, 1991), intrinsic motivation (Amabile, 1996) and this is only possible when organization will try to set up a creative and innovative climate. According to organizational creativity climate several dimensions have analyzed in the literature, for instance dimensions introduced by Amabile in 1996 and MacLean in 2005. 14 different dimensions for measuring the or ganization creativity climate revealed by the authors after review of 42 research papers in which dimensions are includes; positive supervisor relations, challenges, resources, positive peer group, mission clarity, positive interpersonal exchange, top management support, autonomy, intellectual stimulation, flexible and risk taking, participation, reward orientation, organizational integration and product emphasizes (Bedell, Hunter, and Mumford, 2007). The behavior measured by different dimensions, like planning and setting goals appropriately, raising employees energy, showing openness to new ideas, shaping quality communication, interaction with work unit members, supporting group work, value individual contribution, providing constructive feedback, and showing confident (Atwater and Carmeli, 2009). Ten rules for transforming innovation which addressed on decisions, control of action, and the use of hierarchal structure, information, lack of encouragement or supervisory support and regarding culture perspectives which are possible to results reduce the innovation and creativity (Kanter, 1983). The dimensions of creativity climate assesd by situational outlook questionnaire which are using for the measure of climate for creativity and change, these dimensions are including challenge/involvement, freedom, trust/openness, ideal time, playfulness/humor, conflict, idea support, debate, and risk taking (Isaksen, Lauer and Ekvall, 1999; Isaksen, Lauer, Ekvall, and Britz, 2001). According to Amabile (1996) founded eight factors which used for the measurement of organization creativity clime. First six factors (organizational encouragement, supervisory encouragement, working group support, freedom, sufficient resources and challenging work) are considered environmental stimulants and last two factors (organization impediments and workload pressure) are considered as obstacles to creativity. In this study, I have used these eight dimensions of that scale which devel oped by Amabile et al., in 1996, because these dimensions also recently used by the Cilla in 2011 and very recently used these dimensions by Lin and Liu in 2012, they concluded the significant relationships organizational encouragement, supervisory encouragement, working group support, sufficient resources, freedom and challenging work with perceived innovation. Table 1. Dimensions and Items of Organizational Creativity Climate (Amabile et al., 1996). Dimensions Items Organizational Encouragement This organization is encouraging the employees to solve the problems in creative way. The mechanism of this organization is very supportive in which developing and encouraging the new and novel ideas. This organization judges fairly all ideas. This organization is encouraging the employees to do creative work by fairly distributing rewards. Ideas are flowing actively and lively in this organization. In this organization, people have clear knowledge about vision, mission and goals so that they are trying to do work effectively. Supervisory Encouragement My supervisor plays a good role model for me. My supervisors set the goals and objective appropriately. My supervisors encourage and support my job in group with in this organization. My supervisors give the value of individual works and ideas to projects and he encourage me to increase my confidence level in the work group. Work Support Group In my work group, people are communicating freely and openly with each other for doing works creatively. In my work group, people have variety skills to do creative works. In my work group, I have much influence over work and work related elements. In my work group, people are creating new and novel ideas. In my work group, people are highly committed to (our) works. In my work group, people are encouraging to build trust and do help with each other for solving the intermingled problems in creative way. Sufficient Resources This organization is providing me appropriate resources according to need my works. This organization is providing me all available facilities related my works and the project requirements. This organization is providing me all require data for completing projects effectively. This organization is providing me complete Information, adequate materials and sufficient funds to do work effectively. Freedom This organization encourages me to get feedback from other employees about my work performance. This organization empowers me to decide my work that how works can be carries out effectively. This organization delegates me by establishing flexible and creative climate in which, I have full control over my own works and ideas. This organization supports me to create new ideas and take decision freely which idea is better for doing works effectively. Challenging Work In this organization my current work is very challenging. In this organization I am doing work on very important projects. In this organization I need to do complete my work successfully and urgently which is requirement of organization. In this organization my works tasks are very challenging and recognize me as a best worker. Organizational Impediments In this organization many people are facing several problems due to negative political environment. In this organization, generating very harsh and criticize ideas. In this organization top management is focusing on status quo and dont wants to any creative change. In this organization people are feeling pressure to adopt any creative change for the improvement of product quality. Work Load Pressure In this organization, I have very short time to complete my works properly. In this organization employer expects to me to accomplish too much works by using insufficient resources. In this organization, I have no clear information and direction to complete projects successfully. In this organization, I have lack of facilities, inappropriate materials and insufficient funds to do complete project effectively. 2.2. Work Motivation 2.2.1. Definitions Porter and Lawer (1968) firstly defined the two categories of motivation intrinsic motivation and extrinsic motivation Intrinsic motivation defined as the motivators to do perform work its willingly while extrinsic motivation define as to do perform work due to tangible reward or monetary compensation etc. Pintrich and Shunk (1996) defined the term motivation as linking process that happen when individual person start and maintain the all his/her activities, works and actions regarding goal direction in the organization. Work motivation defined as the employees exert high level of effort by motivating themselves for achievement of tasks effectively and efficiently related their jobs in the organization (Ambrose and Kulik, 1999). 2.2.2. Outcomes of work motivation The internal motivation of the employees can increase their satisfaction and commitment level with the works and they are highly committed with the beliefs and values of the group (Vansteenkiste et al., 2006). A study investigated the significant positive relationships among motivational orientation (intrinsic motivation and extrinsic motivation), organization innovative climate and innovative behaviors. Data was collected from 254 employees of Taiwanese enterprises and have been founded significant relationships of motivational orientations and organization innovation climate with innovative behaviors of the employees and the study has also examined the significant moderation affect of extrinsic motivation in the relationships of intrinsic motivation and innovative behaviors. There has been also determined the non significant moderation effect in the relationships of intrinsic motivation and innovative behaviors and intrinsic motivation has played moderation role between extrinsic motivation and innovative behaviors, finally organization innovation climate has also played significant moderation role between extrinsic motivation and innovative behaviors (Kao and Tsai, 2004). Another study has been conducted to examine the associations of various bases of power, behavior alteration techniques, immediacy behaviors and use of affinity seeking techniques of the teachers with motivation of students and data was collected from 366 students. The studys results have been founded significant and positive associations of immediacy behaviors and use of affinity seeking techniques of the teachers with the motivation of students and significantly negative association of teachers various bases of power with the students motivation and also determined the non signification association between behavior alteration techniques of teachers and motivation of students (Richmond, 1990). 2.2.3. Dimensions of work motivation The very famous studies of motivation in which explained various dimensions of motivation by different authors (Maslow, Alderfer, Hertzberg, McClelland, McGregor, Vroom, Edwin Locke etc) in history which dimensions of motivation presented today by the name of motivational theories (Hierarchical theory, ERG theory, Two factors theory, Three needs theory, Theory X Y, Expectancy theory, goal setting theory, equity theory and job characteristics model etc). Maslow (1958) proposed five basic dimensions of motivation by the name Maslows hierarchical needs theory in which dimensions are including: physiological needs (Needs to satisfy hunger and thirst), safety needs (needs to feel that is world is organize and predictable, need to feel safe, secure and stable), social needs (need to love and be loved, to belong and be accepted, need to avoid loneliness and alienation), self esteem needs (need to self esteem, achievement, competence, and independence, need for recognition and respect from others) and self actualization needs (need to live up to ones fullest and unique potential). Alderfer (1972) proposed three dimensions of motivation by the name ERG needs theory in which are including dimensions: existence needs (Maslows fundamental needs), relatedness needs (needs for interpersonal relations) and growth (needs for personal creativity or productivity influence). Hertzberg (1959) proposed two factors theory of motivation one factor is presenting the name of hygiene factors that were led to dissatisfaction and another is motivator factor that were led to satisfaction. Hygiene factors are including dimensions: company policy and administration, supervision, work condition, salary relationship with peers, relationships with supervisor, personal life, and relationships with subordinates, status, and security. Motivational factors are including dimensions: achievement, recognition, work itself, responsibility, advancement and growth. McClelland (1962) introduced t hree dimensions of motivation by the name three needs theory in which are including dimensions: needs for achievement, needs for affiliation needs for power. McGregor (1960) defined two types of characteristics of person for motivation by the name of theory X and theory Y and in which theory X present the person who is lazy in doing work effectively and theory Y represent that person who is willing to do work effectively and efficiently at inside and out side the organization. Edwin Locke (1968) introduced goal setting theory of motivation; he argued that employees would be much motivated when they do set their own goals by participation with the managers or employers in the organizations. He suggested that the goals ought to be specific, measurable, achievable, realistic and timely. Vroom (1964) proposed expectancy theory for motivation; he elaborated three dimensions which were led to over all motivation of the employees and these dimensions are valence (the significance associati on between individuals work and his/her expectation), expectancy (the faith that better effort will result in better performance) and instrumentality (the faith that if he/she perform well then a valid outcome will be there). Self-determination theory (STD) recommended that autonomous motivation consists on intrinsic motivation, integration of regulation, extrinsic internalized motivation, identification of regulation, and motivation which is controlled motivation, regulated of external behavior, interjected of regulation (Deci Gagne, 2005). Subordinates may be satisfied with the both categories of motivation for improving their performance and the challenging and these tasks and objectives serves like optimistic feedback that increases the intrinsic motivation (Deci, 1975). Armstrong (2006) distinguished that there were some factors that can be used for manipulation of the humans or employees behavior and these factors are including; autonomy and have control for management of own resources, to value the importance of work, freedom to do act, develop and improvement of capabilities, having career development opportunities and scope for use. Minbaeva (2008) supporting the arguments that people who are intrinsically motivated involved ego in their works, perceived positively about further works, more committed with their works, and effected much on the works of organizations for its future development. Hackman and Oldham (1976) developed job characteristics model (JCT) in explain the important dimensions for increasing the motivation level of employees and dimensions are including; skills variety, task identity, task significance, autonomy and feedback. Skills variety: number of different skills required. Task identity: completion of task provides a clearly identified outcome. Task significance: job has impact on others. Autonomy: freedom to complete task as one sees fit. Feedback: job provides information about performance. In this study we have used Job characteristics model for measuring the work motivation and considered these dimensions can fulfill the certain conditions in which employees do work effectively. These dimensions were much predicted to show high performance, greater productivity, high commitment, better attendance, positive behavior, and reported high level of work motivation and satisfaction of the employees. Recently these dimensions also have been used by Lin and Liu in 2012 at Taiwan for measuring the work motivation level of employees and their study was more relevant to our studys topic. Table 2. Dimensions and Items of Work Motivation Model (JCT) (Hackman and Oldham , 1976). Dimensions Items Skills Variety My job is totally depend upon me to do my work effectively and I can use different skills and technologies to do complete my job effectively. My job creates lot of varieties and gives opportunities to do achieve effectively job related tasks from start to end. Task Identity My job increases my capabilities to perform all functions independently of my supervisors and managers. Task Significance My job is very important and has influence on decision which can significantly affect the organizational works My job can significantly affect the work performance of other employees in this organization. Job Autonomy My job has designed purposely and I known that how it will be relate with the organizations mission and vision. Feedback My supervisors provide me fairly and positive feedback after accomplishment of my work creatively. The review of literature of employees work motivation presents that the employees needs to enjoyment, self-expressions, personal challenges, interests and satisfaction at workplace when they do work in any organizational set up (Amabile, 1993). The creativity capabilities and innovative experiences must be attached to the employees motivation for generating new ideas and establishing creative climate by improving the quality of employees behavior at workplace (Amabile, 1988). 2.3. Perceived Innovation 2.3.1. Definitions Van de Ven (1986) defined the perceived innovation as a positively thinking about the innovation that generating, designing, developing and implementing the new knowledge, ideas, changes or interventions successfully in the organization for current problem solving and sustainable development or growth of the organizations. 2.3.2. Outcomes of the studies variables 2.3.3. Dimensions of perceived innovation The dissemination of new ideas or entity about innovation term among people in well defined system of any society has been concerning according to the diffusion theory of innovation within sociology. Various diffusion studies have conducted in rural areas society by the many rural development sociologists and have concerned new designing and framing method or implementation. Bernett (1953) was proposed firstly the important characteristics of innovation and perception of people about innovation. The diffusion of innovations model has been developed by the Rogers in 1962 and he elaborated that how innovations enter into the social system. Very few researches have conducted on the perception of potential adopters mean perceived innovation of the employees before adopting any innovative change. Rogers Shoemaker (1971) found 49 to 87 percent variation in rate of adopters to adopt any innovative change in the organization, but these studies were not focused on the perception of those e mployees about innovation. They developed important typologies for the evaluation of innovation and then there have abundance of arguments related innovation adoption of innovations. Runyon and Steward (1987) used five characteristics for measuring the perceived innovation and these attributes of perceived innovation are including: Relative advantage, Compatibility, Complexity, Price, and Uncertainty. Ram and Seth (1989) used only three dimensions for measuring the perceived innovation and these dimensions of perceived innovation construct are including: Compatibility, Price and Uncertainty. Gatignon and Robertson (1991) identified nine factors for measuring the perceived innovation and these factors of perceived innovation are including: Relative advantage, Compatibility Complexity, Observability, Trialability, Price, Uncertainty, Product symbolism, and Marketing strategy. Rogers (1995) introduced five attributes for measuring the perceived innovation and these attributes of percei ved innovation are including: Relative advantage, Compatibility Complexity, Observability, Trialability. Petter and Olson (1996) recognized eight elements for measuring the perceived innovation and these elements of perceived innovation are including: Relative advantage, Compatibility Complexity, Observability, Trialability, Price, Product symbolism, and Marketing strategy. The definitions or concepts of these all of above attributes, dimensions, factors, or elements are as following under: 2.3.2.1. Relative advantage: The degree to which an innovation is perceived as being better than its precursor or superior to the competitive products. 2.3.2.2. Compatibility: The degree to which an innovation is perceived as being consistent with existing values, needs, and past experiences of potential adopters. 2.3.2.3. Complexity: The degree to which innovations is perceived as being difficult or understand to use it. 2.3.2.4. Observability: The degree to which the results of an i nnovation are observable or describable to others. 2.3.2.5. Trialability: The degree to which an innovation may be experimented or tried before adoption. 2.3.2.6. Price: The degree to which cost of the new product or innovation 2.3.2.7. Uncertainty: The degree to which an innovation as being may risk be real or perceived and unclear about the outcome or consequences. 2.3.2.8. Product Symbolism: The degree to which an innovation as being meaning, purpose and experiences about the product and using it. 2.3.2.9. Marketing Strategy: The degree to which an innovation as being identify the specific type of the strategy require able for the innovation or new product introduces in the market. In this study we have used five items that adopted from KEYS scales and this scale developed by Amabile et al., 1996 for measuring the perceived innovation and considered these items can fulfill the certain conditions in which employees do work effectively. Recently these items also h ave been used by Lin and Liu in 2012 at Taiwan for measuring the perceived innovation of employees and their study was more relevant to our studys topic. Table 3. Items for measuring the Perceived Innovation (Amabile et al., 1996). Variable Items Perceived Innovation In this organization, area of my job is creative and innovative. In this organization, area of job is providing me opportunities to create new and novel ideas to do work effectively. In this organization, overall working environment is encouraging to my own creativity. In this organization, creation of new and novel ideas is including in daily routine works. In this organization, overall climate of works group is creative in which group members do decision for creating novel ideas for the its development. 2.4. Work Performance 2.4.1. Definitions Job performance concerns the knowledge, skills and attitudes that are required to enable an individual to perform the activities listed in the job description as per the competency profile that a human resource or similar professional may have developed through job analysis. Work performance means the outcomes of the employees about their work and objectives align with the organizations goals and objectives that are achieved by the employees to work effectively, efficiently and motivation and work performance of the employees measuring using different techniques of performance appraisal system. 2.4.2. Past studies and Dimensions of work performance Currently the most of studied are conducting to measure the performance by reactions of user to performance appraisal (Jawahar, 2007). The reactions are approximately always appropriate and adverse reactions can to difficult the largest part carefully constructed the system of appraisal (Murphy and Cleveland, 1995). The very few studies assumed the expression of performance appraisal and its effect on employees commitment and work performance instead of testing the employees performance critically (Williams and Levy, 2004) the described the most of the studies conducted to examine the relationships between reaction of performance appraisal, attitude and behavior of the employees. The determinations of individual person differences which can effect the association between reactions of the performance appraisal and employees work performance of the individual may discover the situations in which performance appraisal is much or less effective that study such as to capitulate resul ts of relatively in practical (Fletcher, 2001). The fundamental activities of performance appraisal are Goal setting and feedback that are broadly assumed the impact of performance positively by increasing specific information, knowledge, and motivation which are important for increasing the performance of employees (Fletcher, 2001). Kuvaas (2006a) concluded the positive association between reactions of performance appraisal and commitment of the organization and intrinsic motivation plays moderate role between their relationships. The positive association founded between reactions of the performance appraisal and employees work performance in which autonomy orientation acts as moderate between their relationships (Kuvaas, 2007). Kuvaas (2011) found the increasing and positive interaction between reactions of the employees and employees work performance in which feedback plays moderate role between their relationships. In this study we used the 6 dimensions (acceptability, har d working, extra effort, better perform, engagement of job, and quality of work) of Kuvaas for measurement and identify the work performance of the employees because Kuvaas constructed the advance dimensions of work performance. Table 4. Items for measuring the Work Performance (Kuvaas, 2011). Variable Items Work Performance I always perform better than the expectations of my supervisors. I always try to work hard for completing my task in time. I always spend extra time for achieving tasks effectively. I frequently do perform excellent and get reward from my supervisors. My works quality is very high for performing well to achieve any task effectively. I always committed with my job rather than just do job. 2.5. Relationships of Organizational Creative Climate with Work Motivation, Perceived Innovation and Work Performance Various studies have examined that creative behavior of employees in the organization strongly affected by the employee motivation (Shalley et al., 2004; Griffin and Neal, 2000; Brown and Leigh, 1996; Oldham and Cummings, 1996). Mitchell (1982) viewed that job design has been supposed to support the employees motivation and has been long measured an important contributor to performance, motivation and satisfaction of employees. The perceptions in the perspective of organizational creativity climate were affected by employees motivation for generating new and novel ideas in the organizations (Amabile, 1996). West and Richards (1999) described that the cognitive arrangement of both factors working environment and personal qualities are fostered the creative behavior at workplace. The organizational climate significantly influenced on the employees perceptions, attitude, cognition and behavior (Hoffmann, 1997) and climate has been affected the performance of the employees by the ma nipulation and modification of their psychological process (Isaksen et al., 2001). The main objective of the organizational creative climate is to examine those variables by which organizational ability can transfer the positive knowledge, skills and attitude into its employees for increasing their performance and effectively achievement of organizations goals (Abbey and Dickson, 1983; Denison, 1990; Baer and Frese, 2003). The creative climates supports for the creation, perceptions about innovation, consideration, develop new products and provision of new services, technical ways for work designing, as well as creative climate promotes understanding, concept, approaches, utilization, and adoption of new and novel ideas for the sustainable development of the organizations in future (Isaksen et al., 1999). Kao and Tsai (2004) founded the positive relationships between innovative behavior and organizational creativity climate and data was collected from 254 employees of Taiwanese e nterprises. The creative climate affected the innovation of organizations or firms (Ismail, 2005). Porter (1996) identified there was uncompleted understanding of organizational behaviors and adopters performance at individual (micro) and organizational (macro) in complex and dynamic climate of the organizations. Many researchers have suggested that to examine the relationships of organizational climate and performance at different levels individual and organizational level (Klien et al., 2000; Hitt et al., 2007). Most of the studies have identified that creative climate was an important factor for increasing the performance in the organizations (Amabile et al., 1996; Ekvall, 1996) and various studies have also examined the relationships between organizational creative climate and outcome (Payne and Pugh, 1976; Abbey and Dickson, 1983; Eckvall and Ryhammer, 1999; Baer and Frese, 2003). The organizational creative climate was affected the performance of teachers at campus (Chiou, 200 2). Choi (2004) identified that there were some variables which create obstacles for creativity climate in the organizations and these variables can hinder the performance of the employees for adopting any innovative change as well as also would disturb the employees psychological mechanism but these variables yet not have been investigated systematical in various studies. Amabile (1988 1996) developed a componential model of the organizational creativity climate that addresses the individual work performance and perception about innovation of the employees at workplace. According to the Amabile model, she recognized two main factors which are important for examining the organizational creative climate first factor was climate stimulants in which includes six dimensions (organizational encouragement, supervisory encouragement, work group support, freedom, sufficient resources and work challenge) and these dimensions supports the creative climate and second factor was climate obstacles which consists on two dimensions (organizational impediments and workload pressure) and these dimensions hinder the creative climate in the organizations. We hypothesized according to aforementioned studies and arguments that: H1a: There is positive relationship between organizational stimulants (organizational encouragement, supervisory encouragement, work group support, freedom, sufficient resources and work challenge) to creative climate and work motivation. H1b: There is negative relationship between organizational obstacles (organizational impediments and workload pressure) to creative climate and work motivation. H2a: There is positive relationship between organizational stimulants (organizational encouragement, supervisory encouragement, work group support, freedom, sufficient resources and work challenge) to creative climate and perceived innovation. H2b: There is negative relationship between organizational obstacles (organizational impediments and workload pressure) to creative climate and perceived innovation. H3a: There is positive relationship between organizational stimulants (organizational encouragement, supervisory encouragement, work group support, freedom, sufficient resources and work challenge) to creative climate and work performance. H3b: There is negative relationship between organizational obstacles (organizational impediments and workload pressure) to creative climate and work performance. 2.6. Relationships of Work motivation with Perceived Innovation and Work Performance Now days, the management style is changing rapidly in all over the world (Robbins, 2000). In the changing environment of world most of the organizations leaders are managing the human resources through increasing the motivation and innovation capability of their followers or employees because the employees motivation is organizations life blood (Sharma, 2006). Effective and efficient organizations can increase the motivation level of employees for gaining these competitive advantages like decrease turnover intention and absenteeism; increase the productivity, work life satisfaction and revenue; and improve the work performance (Lin, 2007). So it is main responsibility for the organizations leaders establish the assumptions to keep motivate their employees (Birkin, 2006) and these assumptions can lead the leaders to make mistakes when they are trying to keep motivate their followers/employees (Simon and Enz, 2006). Persona social life and work, Management style, structure and cul ture as well as environment of the organization affect the motivation level of employees (Lin, 2007). There are many theories Maslows (needs hierarchy theory), MeClellands (personality approach), Victor Vrooms (Expectancy theory) that support this hypothesis that when employees motivation will increase their work performance also increase. Beside it Vrooms VIE theory, Locke and lathams goal theory, Bangharas self efficacy theory, Weiners attribution theory, Hertzbergs (job design theory), Adims (Equity theory), these theories help to develop and improve the behavior of the employees and provide positive thinking to leaders and employees that increase their other motivation level for doing work effectively and willingly (Drake and Kossen, 2002). H4: There is positive relationship between work motivation and perceived innovation. H5: There is positive relationship between work motivation and work performance. 2.7. Mediation role of Work motivation There is significant association between clinical symptoms and functioning and intrinsic motivation plays mediation role between their relationship (Yamada, Lee, Dinh, Barrio, and Brekke, 2010) they have concluded there is negative relationship between symptoms and functioning when intrinsic motivation plays fully mediation role between their relationship. There is association between instructor learning and student and intrinsic motivation does act as a mediator between their relationship (Richmond, 1990) he investigated the positive relationship between the instructor behavior and motivation level of the student for learning more and effectively. The characteristics for the motivation is self determination theory and work motivation in which elaborate the basic needs, desires and general necessities for education, nourishment and attaining knowledge which are essential for human development and reality (Sheldon, Deci, Ryan Kasser, 1996). The characteristics for the motivat ion is self determination theory and work motivation in which elaborate the basic needs, desires and general necessities for education, nourishment and attaining knowledge which are essential for human development and reality (Sheldon, Deci, Ryan Kasser, 1996). There are important and fundamental psychological needs (competence, autonomy, and relatedness) which influence the intrinsic motivation of the employees and work climate which support satisfaction of the three fundamental psychological needs will increase the motivation level of the employees intrinsically and it support internalization completely of the extrinsic motivation of the employees and ultimately it effect the employees work outcomes, changing behavior positively, effective performance, job satisfaction, organizational citizenship behavior, and positive attitude, well being and psychological adjustment of the employees (Gagne Deci, 2005). Researchers have postulated the importance of determining the mediation affect of work motivation between climate and performance (Kopelman at al., 1990; Petterson et al., 2004). There were significant relationships of work motivation as mediation between organization creative climate and perceived innovation (Lin and Liu, 2012). The above mentioned arguments were elaborated the mediation role of work motivation between organizational climate, leadership, and individual behavior, perceived innovation but never proposed any study in which examine the mediation affect between organizational creative climate and current work performance of the employees in the Pakistani organizations. So on the basis of above past studies we hypothesized that: H6a: Employees work motivation plays mediation role between organizational creativity climate and perceived innovation. H6b: Employees work motivation plays mediation role between organizational creativity climate and work performance. Organizational Creativity Climate Work Motivation Perceived Innovat ion Work Performance

Death And Afterlife Judeo Christianity - 1892 Words

Julissa Tejeda Death Afterlife in Judeo-Christianity Martyn Lloyd-Jones proclaimed, â€Å"A whole gospel for a whole man!† In an exposition of Romans, he explained that the Gospel cannot be watered down or taken apart; it must be preached for what it is, in its entirety (Jones). If it is true that the complete Gospel takes up the entire person, one must ask what exactly is the entire person? Traditionally, humans have been defined by a combination of body, soul, and spirit. The human body is the connection to the physical world. Most religions agree that humans were created like the rest of creation. The soul is the connection to the psychological world; it is thought to be the mind, consciousness, knowledge, reason and â€Å"uniqueness† of a†¦show more content†¦The Jews believed in the fundamental goodness of creation, and because of this they were at peace with death at a â€Å"good old age† (Genesis 15:15; Judges 8:32). Greek philosophy influenced the beliefs later Jews held and current Christians hold about humans and the afterlife. The Greeks thought that humans were comprised of bodies and souls, but only souls live in the afterlife. Souls are the essence of the person; the important aspect of a person’s existence. They admired the body because it is a faint glimpse of the beauty and majesty of the soul, which is immortal. To them, the body is simply an â€Å"outer garment which, as long as we live, prevents [the] soul from moving freely and from living in conformity to its proper eternal essence† (Cullman). Since this world is evil and flawed, the Greeks believed that the soul is imprisoned in the body during a person’s lifetime. The Greeks thought that death was good, because it liberated the soul from its prison. After a person died, the soul could roam free for an eternity; people lived disembodied afterlives. 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