Here is the synopsis of our sample research paper on Loyalty and Learning. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 8 page paper examines the issues of loyalty and commitment to an employer and the ability for an organization to learn. The paper starts by looking at how an employer may deter or encourage loyalty by the way in which they perceive and treat their employees. The section draws on the work of theorists such as Taylor, Mayo and Maslow. The paper then considers how the organisations can be structured to become a learning organization. This part of the paper looks at a practical example of how this may be achieved. The paper is written with reference to the petroleum industry, but the ideas and arguments are applicable to all other industries. The bibliography cites 3 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEloylearn.rtf
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Unformatted sample text from the term paper:
but the need to create economies of scale and operate efficiently, along with the associated difficulties has seen the industry change in terms of structure, with mergers and acquisition reducing
the number of competitors. In this market there is a need to develop competitive advantages, oil itself and petrol is a rather generic product so differentiation is difficult
and only one company can have a cost advantage. The source of potential competitive advantage may therefore come from the employees. The employees are a very important resource, not only
can they be the source of a competitive advantage, able to add value and help a company compete, where there is a lack of loyalty or commitment they may become
a source of a competitive disadvantage, increasing costs and deterring the potential for innovation. There is also the need to ensure that the structure of the organisation is one that
will allow learning to take place so the company can adapt and change. It is well k own that were employees are loyal and motivated there will be a
range of benefits, not only increased productivity, but also increased commitment to the other employees and to the company, the more likely development of innovation, and at the very least
a higher level of compliance and co-operation (Huczyniski and Buchanan, 1996). Where there is the need to develop the employees and make use of them as a resource there needs
to be a management system in place that will encourage there good will and commitment to the company. It may be common sense that an employee is unlikely to show
loyalty and commitment to an employer if the do not feel that they are valued or important to that employer. However, this common sense is also backed up with theoretical
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