The Love Languages Of The Children - 1860 Words

It is a universal truth that we all need love in our lives. We all have different ways in which we like to receive and give love. Many of us may not even realize that we do. Gary Chapman writes about five different ways in which we love and titles them five love languages. It is important to identify how we love, because it can allow us to have a happier life and make other people’s lives better. It is especially important to identify the love languages of the children which we encounter, because it can shape their identity either for the better or worse. There are five major love languages that can be identified and can pretty much sum up the best ways we can express our love. The five love languages are touch, words of affirmation, giving, time, and service. A child’s love language can be identified in two ways, through observation and through communication, which pretty much also depends on their love language. We can observe the child and see if he enjoys touching his parents and siblings, or if he does things and then looks to see what the parent will say or perhaps just sits next to their siblings and follows them around. Love languages are adaptable and although most humans have all the love languages, some are stronger than others. The love languages of the parents effects what the love languages of the children will be. For example if the parents hug a lot or if they buy gifts for each other the child can adopt that gift and want to use itShow MoreRelatedDo Children with Divorced Parents Have a Different Love Language Than Those Who Don’t?527 Words   |  2 Pages Do Children with Divorced Parents have a Different â€Å"Love Language† than those who Don’t? Divorce is a rattling subject that roughly 1,000,000 children face each year (www.divorcerate.org). Many children respond by wanting nothing to do with their parents, while others respond by wanting more time with their parents (www.understandingteenagers.com). Children without divorced parents tend to have a variety of different â€Å"love languages.† Some children react to love differently. ResearchRead MoreReticence To Directly Express Care And Love Verbally Such1105 Words   |  5 PagesReticence to directly express care and love verbally such as Wo Ai Ni [I love you] has long been observed in Chinese culture, while quantitative comparisons with indirect expression between Chinese parents and their children are few. 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The story follows Precious through two years of her life, during which she experience all the emotions that Sapphire imposes on the reader. This is to make readers empathize with Precious. Sapphire carefully chooses her words, using specially chosen phrases at certain integral points in the novel. By doing so, she gives each word significant meaningRead MoreWhy Do Children Of Immigrants Often Feel They Must Lose Their Culture Identity?961 Words   |  4 Pages Why do children of immigrants often feel they must lose their culture identity? I was born in Phnom Penh, Cambodia, and live in the U.S. I went to Lowell High School and took all ESL because I didn’t know much about English. In order to succeed, I started to read and speak more English than my first language, yet I speak Khmer at home because my parent doesn t want me to lose my native language. In America, there are a lot of immigrants that are trying to come and to get a better opportunity.Read MoreChloe Ziff . 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Cultural Profile With Mexican And Asian Cultures - 940 Words

My cultural profile is black, or African-American to pull in the ancestral heritage. Black culture has given more than afros’, cool dance moves, and music to the world. Unfortunately, the media and mainstream continue to highlight this with generalizations and stereotypes. Black culture has values, traditions, and unique communication styles that have developed the platform for other cultures, such as Mexican and Asian culture, despite our differences. Understanding my cultural profile has allowed me to proudly identify myself as a Black woman in America. My cultural profile with Mexican and Asian cultures shares similarities. We have fought and still are fighting for equality, respect, and political standpoints that support our culture beliefs. According to â€Å"Ali the black struggles of the 1960s† slavery was abolished the Jim Crow system created a new way to continue racism (Social Today). Jim Crow segregated blacks from whites and tried to establish social norms. For example, black men were not allowed to make eye contact with women (Social Today). In the 1960s, the Civil Right Movement created a whole new identity for black across the America. Blacks from all over has joined together and peacefully fought the system of oppression and racism (Social Today). We started to define ourselves as â€Å"Black is Beautiful† (Social Today). Prominent leaders like Martin Luther King Jr. and Nelson Mandela took their practices from Gandhi to eliminate the generalization that blackShow MoreRelatedCultural Profile : Black And Asian Cultures921 Words   |  4 PagesMy cultural profile is Black or African-American to pull in the ancestral heritage. Black culture has given more than afros, cool dance moves, and music to the world. Unfortunately, the media and mainstream continue to highlight this with generalizations and stereotypes. 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In the Hispanic/Latino culture health care is most commonly sought after when symptoms appear, and in may cases only when those symptoms cause the individual’s incapacitation. Working through discomfort is considered the norm, dwelling on discomfort or mild pain is seen as weaknessRead MoreRacism in America3527 Words   |  15 Pageslegislation attempts to eliminate the evils of racism, the problem focuses on the cultural differences of race, color and biological supremacy. Racism comes in the form of ethnic cleansing, hate groups, discrimination and restraint of equal rights. Over the last decade the media has become one of the major contributors of racism in the 21st century. The media have displayed labels on people of color from high- profile crime shows such as Law and Order and CSI, and lately from the George Zimmerman /

Competency Of MNC HR Director Management †Myassignmenthelp.Com

Question: Discuss About The Competency Of MNC HR Director Management? Answer: Introduction Todays economy is globally driven which has added immense weight to roles of HR professionals. Huge responsibilities are dispensed to an HR director of a MNC and this requires HR directors to have some particular competencies which are in relevance with the changing and emerging HR practices. This write up has its basis on the given case study which seeks competency of MNC HR director. Little confusion surfaces when it comes to acceptance of significance regarding theoretical and empirical basis of global HRM with practical application. Scholars like Armstrong, Taylor (2014) argued with an air of optimism that even though the HRM in global context walks in infancy level but still these have vibrancy with diverse nature triggering growth in development of theory and practices of HR in the earlier decades. The case study of the MNC has assortment of businesses that transcend its country of origin. The business of export and global IT consulting moves with the changing curve of foreign direct investment. Considering the FDI flow, the business remains largely confined to emerging countries like India, China with focus of business on central European nations. The overall business runs with rationale but has strong effort to stay restricted to somewhat which is defined as significant in relation to Global HRM (Alfes et al, 2013). Traditional HR theories like result orie ntation, strategic collaboration, development of employee competence remain spatial with relatively advanced direction inspired from emerging practices. In this context, the business highly soaks up HR models like Harvard model and the Warwick model. Into the vision of the business the dimensions in this model fits better as stakeholders interests, HR policy selection, HR results and situational factors. The Warwick model helps the business to think on content of business strategy, micro and macro environmental aspects and HR practices accordingly (Guest, 2011). The business activities and the HR practices therein demands some competencies in the HR director and these are strategic thinking capacity, capacity in challenge mitigation, policy making knowledge, great level of HR knowledge including practical and theoretical insight, implementation of most relevant HR practices on time. Business of the MNC with the developed trade outlook struggles to cope with cultural differences. The proposition of the fast development of emerging economies with adequate focus on global HRM is important in several ways (Jiang et al, 2012). Its impact on setting of global trade far exceeds the possibilities as regions for outsourced activities of less value aspects of MNC. The MNC with their roots in Europe feel challenges in having synergies among business performances and manpowers contribution. Cultural differences in India, China and central and Western Europe differ a lot due to which a coordinated HR practices dither in taking place. The competency needs of HR director remains maximum here in implementing a well coordinated common HR practice across the segments of cultural differences and to make better working places with maximum devotion of employees with shared goals of the company. Conclusion Strategic dimension of business and organisational capacity building is pivotal to long term growth of the company. HR director must comply with the criteria and the competencies that are in want, for driving business towards success. With more potential prosperity, lays there the latent challenges that can be controlled with requisite level of expertise in the directorial position. References Armstrong, M., Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Alfes, K., Shantz, A. D., Truss, C., Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351. Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13. Jiang, K., Lepak, D. P., Hu, J., Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

Job Satisfaction in Hospitality Industry free essay sample

Turnover intention The purpose of this study is to investigate the antecedents (i. e. , role ambiguity and con? ct, burnout, socialization, and work autonomy) and consequences (i. e. , affective and continuance commitment, absenteeism, and employee turnover intention) of employee job satisfaction. Data obtained from a sample of 671 respondents drawn from 11 international tourist hotels in Taiwan were analyzed with the LISREL program. According to the results, role con? ict, burnout, socialization, and work autonomy, but not role ambiguity, signi? cantly predicted job satisfaction. In addition, job satisfaction signi? cantly contributed to psychological outcomes in terms of organizational effectiveness (i. . , greater affective and continuance commitment and lower employee turnover intentions). ? 2009 Elsevier Ltd. All rights reserved. 1. Introduction 1. 1. Background In the competitive and people-oriented business environment characterizing the modern hospitality industry, frontline employee performance represents a crucial component of service. Better employee performance yields greater guest satisfaction and loyalty. Moreover, frontline employees in the hospitality industry seem to be underpaid and to suffer job-related stress (Weatherly and Tansik, 1993; Karatepe and Sokmen, 2006). We will write a custom essay sample on Job Satisfaction in Hospitality Industry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page An appropriate quality of service includes employee attitudes and behaviors that meet customer expectations. Consequently, employee job satisfaction is a necessary contributor to meeting such expectations (Rust et al. , 1996; Kim et al. , 2005; Karatepe and Sokmen, 2006). The literature on job satisfaction covers an enormous territory with ambiguous boundaries, apparently as a result of the growing interest of academic researchers and managers in three perspectives on this domain. The ? rst views job satisfaction as an antecedent of organizational outcomes, e. g. business performance (Iffaldano and Muchinski, 1985; Schyns and Croon, 2006), employee turnover (Williams and Hazer, 1986; Griffeth et al. , 2000; Lam et al. , 2001a,b; Martin, 2004; Silva, 2006; Schyns and Croon, 2006), and organizational commitment (Chatman, 1989, 1991; Chatman and Barsade, 1995; Harris and Mossholder, 1996; Lowry et al. , 2002; Lam and Zhang, 2003; Martin, 2004; Taris et al. , 2005; Li, 2006; Silva, 2006) . The second treats job satisfaction as an outcome of organizational conditions, e. g. , leadership (Williams and Hazer, 1986; Schriesheim et al. 1992; Podsakoff et al. , 1996; Sparks and Schenk, 2001; Schyns and Croon, 2006), social support (Frone, 2000; Liden et al. , 2000; Schirmer and Lopez, 2001; Schyns and Croon, 2006), and task characteristics (Seers and Graen, 1984; Williams and Hazer, 1986; Stepina et al. , 1991; Dodd and Ganster, 1996; Schyns and Croon, 2006). The third examines job satisfaction in terms of the temperament of employees, which is affected by individual traits (Judge et al. , 1998, 2000; Dormann and Zapf, 2001; Judge and Bono, 2001; Schyns and Croon, 2006). 1. 2. Previous studies of job satisfaction in hospitality Previous studies on the antecedents and consequences of job satisfaction in the hotel industry have examined antecedents in terms of individual, organizational, and job-related factors. Much of the literature regarding individual factors in the hospitality industry has identi? ed salary, bene? ts, and marital status as contributors to employee turnover (Iverson and Deery, 1997; Pizam and Thornburg, 2000). For Chinese managers, job satisfaction was affected by the work environment, the nature of the job itself, and the rewards associated ith the job, but not by manager characteristics (Lam et al. , 2001a,b). Rewards, particularly those related to job security, emerged as an in? uential factor relating to job satisfaction. This study also indicated that high levels of job satisfaction resulted in low levels of turnover intentions among managers. Aziz et al. (2007) studied fast food restaurants and found that satisfaction with ? nancia l rewards minimized absenteeism and hence turnover rates. Martin (2004) and Silva (2006) applied a psychological perspective to a sample drawn from the hotel industry, using a correlation analysis to identify signi? ant relationships among job satisfaction, organizational commitment, employee turnover, and personality traits. Carbery et al. (2003) applied a hierarchical regression analysis to a sample of 89 hoteliers and showed that individual affective * Tel. : +886 935 927 138; fax: +886 7 238 3553. E-mail address: [emailprotected] Nkhc. Edu. Tw. 0278-4319/$ – see front matter ? 2009 Elsevier Ltd. All rights reserved. doi:10. 1016/j. ijhm. 2009. 11. 002 610 J. -T. Yang / International Journal of Hospitality Management 29 (2010) 609–619 commitment accounted for a signi? ant amount of variance in turnover intentions, that job satisfaction did not explain managers’ levels of commitment to a signi? cant extent, and that job satisfaction and affective, but not cont inuance, commitment were important factors in predicting the turnover intentions of employees. These ? ndings were also echoed by Iverson and Deery (1997). Second, at the organizational level, organizational support and socialization have been identi? ed as crucial factors in? uencing individual behavior. Cho et al. (2009) empirical study demonstrated that perceived organizational support and commitment negatively in? enced individual intentions to leave, but only the former positively affected intentions to stay. Young and Lundberg (1996) proposed that organizational socialization signi? cantly contributed to newcomers’ job performance, job satisfaction, and organizational commitment and hence to their intentions about leaving the organization. The study indicated that role ambiguity, role con? ict, and job burnout could be minimized by wellorganized orientation and training programs during the early stage of employment, and that this approach would increase the level of job satisfaction. A similar study also showed that socialization dif? culties negatively affected the organizational culture with respect to employee turnover (Iverson and Deery, 1997). Tepeci and Bartlett’s (2002) empirical study went one step further, implying that organizational socialization resulted in increased job satisfaction and intentions to remain in an organization. Subramaniam et al. (2002) empirically showed direct and positive relationships between variables measuring decentralized structures and organizational commitment among managers. Lam and Zhang (2003) surveyed 203 employees in the Hong Kong fast-food industry about their jobs. A multiple regression model showed that organizational commitment was correlated with and predicted by variables re? ecting training and development, job characteristics (including the extent to which a job is challenging, the sense of accomplishment associated with the job, the meaningfulness of the work, the friendliness of co-workers, and job security) and compensation and fairness. Job satisfaction was correlated with the ? st two factors. Subramaniam et al. (2002) found a direct and positive relationship between variables measuring managers’ needs for achievement and their organizational commitment to and use of a participatory budgeting process. Lowry et al. (2002), drawing on a sample of 454 employees working in registered clubs in Australia, show that job satisfaction signi? cantly affected organizational commitment and that formal training plans as well as empowerment and ? exible work hours were dominant factors in? uencing job satisfaction. Iverson and Deery (1997) and Silva (2006) presented empirical results showing that organizational commitment was connected with employee turnover, as mediated by job satisfaction. Kim et al. (2005) re? ned the aforementioned statistical relationship by applying structural equation modeling. Manageable levels of job stress should have a certain number of positive effects on individual and/or organizational behaviors. The most signi? cant empirical studies in this regard were conducted by Faulkner and Patiar (1997) and Iverson and Deery (1997). Zohar (1994) and Brymer et al. (1991) claimed that stress included three aspects of role con? ict and ambiguity: workload, decision latitude, and psychological stress. Faulkner and Patiar (1997) identi? ed ? ve sources of the job stress suffered by front-of? ce employees: ‘‘coping with of? ce politics, dealing with ambiguous situations, inadequate guidance from superiors, under-promotion, and staff shortages’’ (p. 110). This empirical study implied that these ? ve stressors should be eliminated to stimulate individual adaptive behaviors. Recent research conducted by Karatepe and Uludag (2007) with employees of Northern Cyprus hotels found that work–family con? ict did not signi? cantly contribute to job satisfaction or intentions to leave an organization. Karatepe et al. (2006a,b) and Kim et al. (2009) found that role con? ict and ambiguity were signi? cantly associated with job satisfaction, given sex as a mediating variable. The study conducted by Kim et al. (2007) implied that job burnout might increase rates of employee turnover. Employee turnover constitutes a critical issue for many hoteliers and academics. Some hoteliers view turnover as a part of the culture of the hospitality industry as a whole (i. e. , a so-called turnover culture). Hotel operations in Taiwan are also characterized by this sort of culture (Yang, 2008). Recent studies of the hotel industry in Taiwan conducted by Yang (2008) demonstrated that organizational socialization contributed to job satisfaction and commitment and minimized newcomer turnover intention. This study, applying a multiple regression analysis, showed that job satisfaction affected affective commitment and hence in? enced turnover intentions. Yang (2009) indicated that newcomers enjoyed observing and reading job-related information to learn how to perform tasks, implying that organizational socialization and job stress were correlated with job satisfaction. 1. 3. Justi? cation for and contribution of the study Although many empirical studies have focused on issues related to job satisfaction, organizational commitment, and employee turnover, many una nswered questions about the nature of job satisfaction seem to remain. One such unanswered question concerns the importance of different job factors, such as role stress and job burnout, in determining satisfaction. This empirical study attempts to explore the relationships among several components of the antecedents and consequences of job satisfaction. The main impetus for conducting this comprehensive and holistic study derived from the need to narrow three theoretical gaps. First, although prior studies have revealed the relationship between antecedents (i. e. , role stress, socialization, and burnout) and consequences (i. e. organizational commitment and employee intentions to leave an organization) and job satisfaction, few studies have investigated the interactive effects of these variables within the context of a more inclusive model. Second, a great deal of the literature in the hospitality and tourism ? eld shows a strong relationship between job satisfaction and organizational commitment, but few studies have examined this relationship by dis tinguishing affective from continuance commitment. Third, no empirical evidence about whether absenteeism mediates between organizational commitment and intention to leave has been presented. This study will contribute to a growing body of research on job satisfaction that illustrates the need to adopt a multi-faceted approach to the study of employee turnover intentions. It will also demonstrate the importance of considering not only the effects of job characteristics on job satisfaction, but also the effects of job satisfaction on organizational commitment, absenteeism, and turnover intention. 1. 4. Purpose of the study The study focuses on interactions among employees in hotels in Taiwan and empirically examines the effectiveness of an integrated understanding of applied psychology that includes organizational socialization. The purpose of this research is to explore (1) the effect of role stress, burnout, socialization, and work autonomy on job satisfaction; and (2) the situational relationships among job satisfaction, individual commitment to organizations, absenteeism, and employee turnover intentions. 2. Hypotheses development This study aims to recast our perspective on job satisfaction by applying organizational theories pertaining to job stress, burnout, J. -T. Yang / International Journal of Hospitality Management 29 (2010) 609–619 611 socialization, and work autonomy. These factors contribute to job satisfaction, and hence to organizational effectiveness, in terms of organizational commitment, absenteeism, and employee turnover intentions. 2. 1. Job satisfaction Job satisfaction can be viewed as ‘‘the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job values’’ (Locke, 1969, p. 316). Early comprehensive empirical research conducted by Porter and Steers (1973) and Muchinsky and Tuttle (1979) showed a negative relationship between job satisfaction and employee turnover intentions. Some studies (e. g. , Steers, 1977; Wanous et al. 1984; Lo and Lam, 2002) have found a signi? cant relationship between job satisfaction and organizational commitment. Williams and Hazer (1986) demonstrated that job satisfaction could be predicted by pre-employment expectations, perceived job characteristics, leadership considerations, and age. Job satisfacti on signi? cantly and positively contributed to the outcomes of organizational commitment, which reduced employees’ intentions to leave and subsequently resulted in decreased turnover. Recent research on the restaurant industry conducted by Lam et al. (2001a,b) reported that the relationship between job satisfaction and job tenure ? a U-shaped model. When people entered an organization and/or job, job satisfaction decreased when job expectations were not met. At times, ‘‘reality shock’’ (Hughes, 1958) occurred. After such an experience, employees adjusted their expectations according to the reality of the job. During the course of this transition, job satisfaction increased when jobrelated expectations were reached. Rayton’s (2006) empirical research revealed that perceived levels of job reutilization and higher levels of work involvement, pay satisfaction, managerial support, and career opportunities were signi? ant determinants of employee jo b satisfaction. 2. 2. Role stress All employees, from senior managers to frontline personnel, can suffer from job stress (Ross, 1997). Human resources managers face a great challenge in attempting to ameliorate employee job stressors (Ngo et al. , 2005). Ngo et al. (2005) characterized role stressors in terms of role ambiguity, role con? ict, role overload, and work–family con? ict. These stressors can lead to such personal reactions as employee burnout, job dissatisfaction, and intentions to leave an organization. According to Karatepe and Sokmen (2006), role con? ict refers to situations characterized by incompatible demands in which employees feel obliged to attend to different individuals (e. g. , managers, colleagues, and customers) simultaneously; on the other hand, role ambiguity also refers to the experience of not having (or receiving) the information necessary for pursuing jobrelated tasks in the workplace. Much relevant research (e. g. , Brown and Peterson, 1993; Almer and Kaplan, 2002; Perrewe et al. , 2002; Siu et al. , 2002; Firth et al. , 2004; Ngo et al. 2005; Karatepe and Sokmen, 2006) has empirically con? rmed the association of a variety of work stressors, including role ambiguity and role con? ict, with lower job satisfaction, increased job-associated tension and anxiety, less affective commitment, lower work involvement, and poor job performance (Sohi, 1996; Karatepe and Sokmen, 2006), leading to intentions to resign. Accordingly, the following hypotheses are proposed: Hypo thesis 1. Role ambiguity negatively affects job satisfaction. Hypothesis 2. Role con? ict negatively affects job satisfaction. 2. 3. Burnout Gill et al. (2006) de? ed burnout as ‘‘a syndrome or state of physical, emotional, and mental exhaustion, as well as cynicism towards one’s work in response to chronic organizational stressors’’ (p. 471). Pienaar and Willemse (2008) demonstrated that burnout might be caused by unfair pay systems, imbalance between pay and work-related effort, and lack of organizational support, career advancement, and recognition by superiors. In addition, frontline hospitality employees sometimes encounter dif? cult interactions with demanding customers, and such experiences can also lead to emotional exhaustion and/or psychological burnout. Many empirical studies (e. . , Leiter and Maslach, 1988; Firth and Britton, 1989; Cordes and Dougherty, 1993; Turnipseed, 1994; Wright and Bonett, 1997; Etzion et al. , 1998; Maslach and Go ldberg, 1998; Van Dierendonck et al. , 1998; Gillespie et al. , 2001; Hsieh and Chao, 2004; Gill et al. , 2006; Pienaar and Willemse, 2008) have reported that burnout results in additional negative effects on individuals, including reduced satisfaction and lower levels of productivity. Burnout also impacts the organization and management by eliciting employee mistrust and discouraging teamwork. Thus, the following hypothesis is proposed: Hypothesis 3. Burnout negatively affects job satisfaction. 2. 4. Socialization Louis (1980) de? ned socialization as ‘‘a process by which an individual comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member’’ (pp. 229–230). Socialization aims to alleviate the feeling of emotional vulnerability (e. g. , job uncertainty, ambiguity, anxiety, and stress) by strengthening the social interactions between newcomers and colleagues to accelerate newcomers’ learning and adjustment to a new environment (Kennedy and Berger, 1994).