MDCM part B Case Study Example | Topics and Well Written Essays - 1250 words

MDCM part B - Case Study Example aper will discuss the recommended IT projects and compare the most suitable projects through using Portfolio Application Model Matrix which will be beneficial for MDCM. MDCM had confronted with several problems regarding IT and thus the company had prepared a list of IT projects which will be appropriate for improving the business performance. The objective of those IT projects is to increase value of the business and develop smooth information flow throughout the organization and lack of information was one of the major problems of MDCM. The following projects will be appropriate for MDCM in order to improve the profitability of business: It has been observed that different standards in information systems have resulted in increased contradiction and at times the projects intersect with each other. The lack of synchronization among different standards cause imperfect outcomes which in turn lead to inappropriate forecasts, scheduling problems and overfilled inventories among others. Thus, there was need to reduce the numerous different standards throughout the company. The Unify Methodology and Technical Standards aim for minimizing the projects cycles and inspire knowledge distribution within IT development groups. This initiative is vital for developing the ability of information technology systems in MDCM (Jeffery, M. & Norton, J. H., â€Å"Strategic IT Portfolio Management). Consolidation of data center and networks is made in order to reduce the expenses. In today’s business environment, meeting up to the competition and complying with the regulatory measures are the driving forces for organizations such as MDCM to shift company’s network to virtual private network (VPN). MDCM along with the subsidiary companies had almost 37 data centers and 19 distracted networks globally. Data consolidation will help MDCM to expand the business swiftness and also would align strategic IT structure with business requirements. It will be more reliable for MDCM to develop

Nuclear Power Essay Example | Topics and Well Written Essays - 500 words - 1

Nuclear Power - Essay Example The problems that plague nuclear energy revolve around the materials it uses to create energy. Uranium is highly radioactive once it has been depleted all of its impurities in which is needed to power up nuclear reactors. Inside a nuclear reactor, the radioactivity is increased to more than a thousand times as a quantity of of the uranium is changed to a mixture of different irradiated elements. Most, if not all, of these radioactive elements are very hazardous to human beings because such materials are highly unstable to certain elements in the environment that either cause unexpected and damaging combustion or radioactive exposure or poisoning. The damages that could result from all this destroys not only the environment greatly; it also destroys human lives and welfare as well. There are many different ways through which people could be exposed to radiation such as inhalation of radioactive gases or particles, some radioactive elements found in the soil or water, eating or drinking of food, water or dust that are contaminated. Some radioactive elements mimic normal chemical elements in the ecology and make blend in with the food chain, poisoning the whole ecosystem. In contemporary and even recent human history, there are two events that show such sort of damage and hazard the risks of nuclear energy can do. First, there was the Chernobyl Accident in 1986 in Pripyat, Ukraine. Then, there was the Fukushima Nuclear Reactor in North Japan at 2011. At 1986, the Chernobyl Nuclear Reactor had a catastrophic explosion that completely destroyed the power facility and caused massive amounts of radioactive materials to spread throughout Europe, especially seriously damaging life and the environment of what was then the Union of the Soviet Socialist Republics or USSR. A forum by the International Atomic Energy Agency or IAEA (2005) stated that â€Å"the vast majority of about 5 million people residing in contaminated areas of Belarus,

Strategic Management of Human Resources Essay Example | Topics and Well Written Essays - 5250 words

Strategic Management of Human Resources - Essay Example 1. The strengths based approach encourages people "to focus on aspects of work organization that lead to success rather than trying to correct failures" (case study). In this sense its approach to managing workforce is different from the SHRM approach. The SHRM approach focuses on types of people and skills needed, while the strengths based approach applies a wider perspective. It draws not on skills or things that people are good at, but on strengths which are defined as "pre -existing capacities for a particular way of behaving, thinking or feeling that is authentic and energising to the user and enables optimal functioning, development and performance". 2. SHRM is concerned with the contributions human resource strategies make to organizational effectiveness, and the ways in which these contributions are achieved (see Boxall & Purcell, 2000 and Delery & Shaw, 2001). The strengths based approach interpreted with regard to the SHRM model, is also a human resource strategy to increase organizational effectiveness. ... In this sense the strengths based approach can be seen as HPHRS since the focus is not on achieving a set organizational goal or being concerned with work systems or context, the idea is to change the organizational culture so that overall business performance improves (case study). However achievement of certain goals may still be targeted as seen in the case study where the board is allotted projects according to their strengths. As working on these projects is more energizing for the people since they are better matched to the types of tasks, better organization performance can be hoped for. It is about "focusing on aspects of work that lead to success". 3. The strengths based approach fits with what the SHRM scholars have suggested, for example, they suggest that certain employee behaviors and certain human resource strategies produce certain employee behaviors, and that the task of the human resource strategist is to uncover and test these linkages (Cappelli & Singh, 1992; Schuler & Jackson, 1987). Strengths based approach, does not identify behaviour but is a human resource strategy that matches strengths of people to certain tasks. Thus the SHRM strategist is needed to make these links between people and roles based on strengths assessment in a strengths based organization. 4. Interpretation of the strengths based approach according to the 5 Ps model of SHRM (Schuler & Jackson, 1987) is given below: 1. Philosophy- How the organization values and treats its employees. Essentially the culture of the organization. In the case study, BAE values its leadership team despite their apparent inability to solve certain tricky projects. Instead of classifying them as lacking in certain way, the organization shows respect for its people and changes

Nuclear Power Essay Example | Topics and Well Written Essays - 500 words - 1

Nuclear Power - Essay Example The problems that plague nuclear energy revolve around the materials it uses to create energy. Uranium is highly radioactive once it has been depleted all of its impurities in which is needed to power up nuclear reactors. Inside a nuclear reactor, the radioactivity is increased to more than a thousand times as a quantity of of the uranium is changed to a mixture of different irradiated elements. Most, if not all, of these radioactive elements are very hazardous to human beings because such materials are highly unstable to certain elements in the environment that either cause unexpected and damaging combustion or radioactive exposure or poisoning. The damages that could result from all this destroys not only the environment greatly; it also destroys human lives and welfare as well. There are many different ways through which people could be exposed to radiation such as inhalation of radioactive gases or particles, some radioactive elements found in the soil or water, eating or drinking of food, water or dust that are contaminated. Some radioactive elements mimic normal chemical elements in the ecology and make blend in with the food chain, poisoning the whole ecosystem. In contemporary and even recent human history, there are two events that show such sort of damage and hazard the risks of nuclear energy can do. First, there was the Chernobyl Accident in 1986 in Pripyat, Ukraine. Then, there was the Fukushima Nuclear Reactor in North Japan at 2011. At 1986, the Chernobyl Nuclear Reactor had a catastrophic explosion that completely destroyed the power facility and caused massive amounts of radioactive materials to spread throughout Europe, especially seriously damaging life and the environment of what was then the Union of the Soviet Socialist Republics or USSR. A forum by the International Atomic Energy Agency or IAEA (2005) stated that â€Å"the vast majority of about 5 million people residing in contaminated areas of Belarus,

Evaluate WHS management systems Assignment Example | Topics and Well Written Essays - 1000 words - 1

Evaluate WHS management systems - Assignment Example That means that employees should be safe from accident and injury. A Work Health and Safety Management System addresses work health and safety within an organization and manage its implementation. Australia as other countries measures its performance of health and safety using compensation claims and developing its health and safety strategy. However, much of legitimate claims are never made because employees do not know about their rights or whether their injury and illness are work-related, besides, workers are afraid to make a claim at all. In such a case, health and safety performance data enables organizations and the entire countries to track dangerous influence of certain occupations and industries on health and safety of their people and make improvement if needed. There is evidence that speaks on the effectiveness of Workplace Health and Safety Management Systems to be dependent upon the level of their implementation, where a more integrated approach is aimed to make the regulation and local co-operation work more efficient for improvement of work environment (Bohle & Quinlan, 2000). In this case, the success of a WHS management system requires high commitment from all levels and functions within a certain organization. Thus, Work Health and Safety Act 2011 No. 10 (2015) provides a balanced and nationally constant framework that secures health and safety of employees and their working places. Work Health and Safety Regulation 2011 (2015) gives practical guidance about the requirements of the Workplace Health and Safety. Besides, Safe Work Australia agency was also created to coordinate and develop national policy and strategies to provide safer work conditions (Archer, Borthwick, Travers and Ruschena, 2014). Australian Hardware organization, committed to the quality provision of hardware, homewares, garden and building supplies across Australia is among the

Realistic Option for Chamberlain in 1938 Essay Example for Free

Realistic Option for Chamberlain in 1938 Essay Asses the view that appeasement was the only realistic option for Chamberlain in 1938 Appeasement was the British foreign policy adopted by Chamberlain in the wake of World War Two. This policy was seen as cowardice and Chamberlain received huge criticism for maintaining it throughout the road to war and died with the title of the man who was too coward to stand up to Hitler and his Nazi Germany which led to World War One. Churchill, a very strong opponent of appeasement, notoriously said â€Å"An appeaser is one who feeds the crocodile hoping it will eat him last†[1]. However it wasn’t till the late 1960s that official Government documents on the subject were publically released which created a new view on Chamberlain and appeasement and that it was the only realistic policy for Chamberlain and Britain to pursue. One argument is the view that appeasement was the only realistic option because public opinion supported it and for Chamberlain to lead Britain to war would go against public favour. The First World War savaged Europe and Britain was hit very hard in terms of Human losses. Many families lost men within the family and left psychological scars nationwide. Chamberlain was therefore desperate to avoid another war on the continent at all costs. If Britain was to go to war they would have to rearm and build on their armed forces which had been neglected since world war one. However public opinion was that if Britain was rearming then they would be preparing for war, which was incredible unpopular. Evidence of this was in east Fulham by-election of 1933 the conservative who advocated rearmament turned a majority of 14,000 into a defeat by 5000 at the hands of his labour approach who supported disarmament. This illustrated the political affect that rearmament and policies that move towards War had which was a reason as to why Chamberlain saw appeasement as the only realistic option. Historian Howarth exemplifies this in his book by saying â€Å"chamberlains desire to avoid war matched the anxiety of the British people about being bought into a conflict like that of 1914-1918†[2]. Chamberlain wanted to represent and pursue the population’s interests, and in going to war he felt that he would have portrayed them incorrectly. When the opportunity of  going to war with Germany with the support of Czechoslovakia he stated â€Å"a quarrel in a faraway country between people of whom we know nothing†[3]. This insinuated that he was not prepared to risk British lives and go against public opinion for a nation on the other side of Europe of which Britain had not previously been closely tied with. Therefore appeasement was once again the only realistic option. On the other hand it can be argued that Chamberlain was appointed the Prime minister of Britain and should therefore know Britain’s best interests and should not be influenced by public opinion if it was against Britain’s security and wellbeing. Chamberlain knew the situation far greater than the populace of Britain and should therefore make the best informed decision without being influenced by public opinion. Simon Peaple enforces this by stating â€Å"newsreels and press reports provided only limited coverage of the crisis, so public opinion on the matter was limited†[4] . This therefore insinuates that the public did not have a great enough understanding to influence the decision of a well informed Prime minister. Churchill, Chamberlains biggest opponent in office and biggest critic of appeasement said in one of his speeches â€Å"I have been told that the reason why the government has not acted before was that public opinion was not ripe for rearmament. I hope that we shall never accept such a reason as that. The government has been in control of overwhelming majorities in both houses of parliament. There is no vote which would not have been accepted wither overwhelming strength†[5]. This speech by Churchill comments that public opinion should not have influenced government foreign affairs nor should they influence a decision to rearm in the interests of national security especially when the Government in power had the vast majority and could have passed any law that was seen as suitable for Britain and therefore appeasement was not the only realistic policy in terms of public support. [1] Churchill speech [2] 20th century history 1979 by Howarth [3] Chamberlain speech [4] European diplomacy 1870-1939 by Simon Peaple [5] Churchill speech on public opinion on the 22nd may 1935

Influence of Employee Relations on Work Performance

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