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Essay / Research Paper Abstract
An 8 page jumping-off place for a study on the effects of training related to job performance, based on interviews with five managers and ten employees each from two companies, both electronically-focused: one designs and produces ambulances and mobile MRI units; the other produces printed circuit boards for a variety of applications. This compilation consists of introduction, methods and discussion sections, and includes an appendix listing nine questions that comprise the survey of the two companies' employees. Bibliography lists nine references.
Page Count:
8 pages (~225 words per page)
File: D0_Workperf.rtf
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Unformatted sample text from the term paper:
When asked to describe themselves, they will almost always begin with a job title, whether or not that job is a paying position (i.e., an at-home mom), expanding from that
beginning point. A beginning point it truly is: everyone wants to see himself as a functioning, valuable member of the society in which he lives. Even those on
the outer fringes who seemingly have turned their backs on established norms would wish their lives were different, and often have a very long list of "if only" situations that
could have served to help them realize their dreams. A disproportionate percentage of the homeless suffer in some degree from mental illness, many with the added complication of addiction
to either legal or illegal drugs-they are not considered in the next statement because of their inability to direct their own lives. But almost all people have an innate
need to see themselves as valuable and effective. All who have in themselves the wherewithal to report to the same job day after day certainly have the need to
feel they are effective in what they do. The possible rewards gained contribute to the overall attitude of wanting to do well, too. Most workers strive to "improve work
performance because of the recognition he or she may receive" (Earley, 1994; p. 89). The self-concepts of these workers are regulated by their own values and work ethic, but
they are regulated also by a desire to realize reward, both monetarily and psychologically (Earley, 1994; p. 89). The monetary reward is obvious: a good job is expected
from every employee; an exceptional job is expected to be rewarded by means of pay increases. The psychological rewards can be nothing more than a statement of "Good job"
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