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Essay / Research Paper Abstract
This 12 page paper considers the issues a firm faces when they have employees who are dissatisfied, a problem with communications, a workplace where there is a lack o of motivations and a high labour turnover. The paper considers each of these issues and the relevant theories in order to identify how the company could change to resolve the problems. The bibliography cites 6 sources.
Page Count:
12 pages (~225 words per page)
File: TS14_TEacmedis.rtf
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Unformatted sample text from the term paper:
Where there are problems they are unlikely to exist in isolation. Job dissatisfaction is likely to be linked to low motivation levels, which in turn may be linked to leadership
styles. Therefore, where one problem exists many others may also exist. If an organisation has issues such as job dissatisfaction. Lack of communication, lack of motivation and a high labour
turnover then these issues have to be dealt with in order to increase value. In this case we will assume there is a fictitious company; Acme, who manufacture widgets, who
are suffering from all of these problems. Job Dissatisfaction The employees at Acme are not happy, they have little loyalty to
the company and many are looking for other jobs. It is apparent that Acme need to make some changes. Lewin describes way in which change materialises as the effect of
driving and restraining forces (Lewin, 1951). The position of an organisation, in this model, is always under some form of pressure to change. The way in which any changes emerge
are as a result of these restraining and driving pressures (Lewin, 1951). Driving forces can be external to the organisation, for example changes in legislation, environment changes or the industry
structure, they may also be internal such as staffing matters or micro economic factors. Driving factors are highly likely to be financial in origin, such as the need to improve
profits or cut costs. Driving forces will be concerned with improving the organisation. The influences which prevent change are the restraining factors. These tend to be more personal; the resistance
to change and factors which seek to keep the status quo. Just because there is a need for a change does not mean the employees will not resist, there is
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