Outline and comment on the two schools Essay

â€Å"Outline and comment on the two schools of thought involved in the study of the nature-nurture debate in development. Explain, using examples, why this debate gives rise to so much controversy†.  The debate concerning the two schools of thought involved in the study of the â€Å"nature versus nurture† is one of the most controversial and long-lasting debates in psychology. Psychologists disagree whether a particular part of behaviour had taken place through genetic and heredity factors or through experience in their environment and learning. Psychologists are trying to answer, â€Å"What makes us who we are?† and consider two main influences. Firstly nature which is involved in genes and heredity, and their influences on our development, and secondly nurture which is involved in external influences on our development such as the environment and nurturing. Psychologists were divided into two schools of thought, firstly the nativists, who are concerned with the nature side of the debate. In 1943 Gesell argued that genes and chromosomes that are inherited are the main influence in child development (Hayes and Orrell 1996, pg 2). For example: Gesell found that the development of physical coordination in a baby seemed to follow an orderly sequence, beginning with its head, and gradually moved down the body. Gesell regarded these sequences of development as being fixed and genetically determined (Hayes N 1993, pg 31). See more: what is essay format Genes are lengths of DNA, which carry instructions that control everything that happens inside a cell. They are passed onto the next generation in order to avoid extinction. Each body cell contains two sets of 23 chromosomes and each chromosome contains up to 4000 genes. (Barber M et al 2000, pg 480). Every newborn baby has around 60,000 genes; they have two copies of each gene and inherit one set from the mother and one set from the father. (Barber M et al 2000,pg 504). We portray some of these genes in our similarities in appearance to our parents or other members of our immediate family, or when generations have been skipped. For example our eye and hair colour is similar or our height, build and weight is similar to our parents. Genes can be recessive or dominant. For example: The gene that gives the colour in brown eyes is a dominant gene and the blue gene that results in blue eyes is a recessive gene. A child will have brown eyes if one of its parents had brown eyes even if the other parent had blue eyes. That child will still have the blue-eyed gene and may pass it on to the next generation (Hayes and Orrell 1996, pg 5). Some diseases are inherited mainly because of faulty genes. For example: Huntingdon disease is caused by a faulty gene and causes premature degeneration of the brain (Barber M et al 2000,pg 504). Down’s syndrome is another example of a genetic disorder, which has resulted from the presence of an extra chromosome and causes physical and mental handicaps to different degrees of severity (Hayes and Orrell 1996, pg 4).  As well as inherited characteristics and features there is also evidence of inherited behaviour. This was shown in 1938 in Lorenz and Tinbergens 4 characteristics in animal behaviour: Stereotyped – this behaviour happens the same way every time.  Species specific – this behaviour is specific to a certain type of animal.  Isolation – this behaviour is the same as others of their species, even if they have been isolated.  No practice – this behaviour appears as a complete unit even if the animal has had no chance to practice it. (Hayes and Orrell 1996 pg 9 & Class notes)  Imprinting is a type of behaviour that can form rapid attachments and is also believed to be genetically influenced. For example: Ducklings had become imprinted on a human being. Lorenz found that ducklings would adopt him if he were the first moving thing they saw. He believed this would only take place in the critical period, up to 25 hours after hatching. This was questioned by, (W Slucking in 1964.) After his own study of the same experiment, he found the period was extended if the ducklings were isolated from one another, and hadn’t been able to imprint on each other (Hayes N 1993, pg 39). Behaviours we inherit don’t show up all at once. Certain forms of behaviour emerge when the individual is mature enough. This is known as maturation, for example, the physiological changes that take place in puberty (Hayes & Orrell 1996 pg 7). There are disagreements between the nativists and behaviourists about whether or not maturation is purely genetic. (Hayes N 1993, pg 32).  This brings the debate to the other side of the disagreement and behaviourists also known, as empiricists, believe nurture is the main influence in development. In 1913, J.B. Watson attempted to make psychology `Scientific`. Previously psychology had concentrated on the study of the mind, Watson argued that the mind was not suitable for valid scientific research, so instead he studied behaviour (Hayes N 1995, pg 3). Watson was a total empiricist believing the environment was the only important factor in an individual’s development. He considered that a child was born as tabula rasa – a blank slate, which experience would write upon to produce the person (Hayes & Orrell 1996, pg 2.

Proposed Capstone Project Essay

To implement the system in an online environment. To design a database that will organize blotter related information and records. To provide a search facility for finding and filtering of records. To include a module that will facilitate updating of reported blotters. To generate statistical reports pertinent for decision making. Project Description Police officers are assigned at the police stations to encode the complaints, police reports, and crime incidents reported in their areas of responsibilities (AOS) directly into their computers connected online. All police precinct blotter records are visible in the web server anytime of the day. At the end of the day, each police station prints their day’s journal using the system. System Platform: Web Application utilizing HTML5, PHP, MySQL, and CSS. System Functionalities [Include your HIPO in this part. Make sure all functionalities are stated here. I suggest, you divide your features in terms of Client and Server Side. Client Side may still be divided in terms of your users. These features are still based on the SE Project which is PC-Based, you have not specified features when it will be implemented online.] Management of blotter cases. (inc: Creating blotter and archiving blotter case) Viewing of records. (by case number, name, date) Generating statistical reports in graphical models. Generate and queue reports. The system will generate reports such as the following: Number of blotter incidents per barangay Most common cases per barangay Monthly/Quarterly/Annually report of blotter cases Individual Blotter Report The individual reports are collated into single reports which can be accessed by City of Santa Rosa Police Headquarters Superintendent for his information and use. Statistical Report Graphical representation of most common cases annually for comparative purpose. Chart for areas with frequent cases reported. The purpose of this report is to monitor and isolate areas with the most number of incidents. And also use for decision making and for development of solutions. Read This: http://books.google.com.ph/books?id=9XcWAAAAQBAJ&pg=PA93&dq=Computerized+Blotter+System&hl=en&sa=X&ei=QfQzVKXqJ8-coQS07IHYDA&ved=0CCMQ6AEwAA#v=onepage&q=Computerized%20Blotter%20System&f=false http://www.gmanetwork.com/news/story/118908/news/nation/qc-police-to-have-computerized-blotter-system-in-2-months https://www.facebook.com/media/set/?set=a.444684698888025.97968.160481633975001&type=3 http://www.slideshare.net/jobitonio/pnp-infromation-communication-management-eblotter-program http://www.studymode.com/essays/Blotter-System-1312101.html http://www.studymode.com/essays/Capstone-Project-1178085.html

Why Do People Attend College or a University Essay - 1

Why Do People Attend College or a University - Essay Example In the process, as the students become favorably engaged in learning, they discover real potentials so that they eventually alter course or enroll for a program and continue attending school for the new field of interest sought thereafter. It is not an unusual scenario that a great percentage of a nation’s population enter and leave an academe yearly, hoping to be trained under courses which are thought of to equip young individuals with pertinent skills and intellect that would determine their place in the industry or corporate world. The common notion that college graduates are secured of a profession or a preferred nature of work often assumed as lucrative is kept in mind, inspiring people to invest in college education. Parents and children alike seem conventionally attached to this system of thinking where they believe that attending college is, by all means, a profitable investment in terms of enabling individuals to construct knowledge and expertise to be well-suited for one’s aspired career. With the right academic tools and resources as well as fully developed facilities and a faculty of fine instructors, a college or university manages to provide students with training and instruction meant to e nhance them in several aspects of personal growth. Hence, since a majority of people, even to this extent of a modern age, seek after financial security that is deemed to coincide with specialization or passion for something, a college education remains indispensable. There are, nevertheless, instances in which attending a college or university is chiefly intended for keeping a family reputation intact as in the case of families of prominent figures in the society.  

Qualitative Article Critique Essay Example | Topics and Well Written Essays - 1500 words

Qualitative Article Critique - Essay Example 2718). b. Research Problem As the topic of the journal article clearly suggests, it is very important for nurses to acquire excellent skills regarding the understanding of the patients’ problems and devising solutions to counter those problems. Many researchers (e.g. Hardy & Smith 2008; Pardue 1987; Mattingly 1991) have studied the importance of clinical judgments and have found that clinical decision making is becoming a significant part of today’s health care. Thompson et al. (2004), in their research, also affirm that the nurses’ â€Å"decisions have important implications for patient outcomes†. How clinicians process patients’ and their diseases’ information while giving serious consideration to psychosocial issues is the research problem the author has brought forward. According to him, the â€Å"current theoretical explanations of clinical judgement† are â€Å"incomplete† (p. 2711) because these do not talk about the psych osocial issues that should be involved in clinical treatment. Since, past research has only focused on decision making for acute care hospital settings; hence, there was much need for a research that talked about clinical judgments from outpatient perspective where clinicians and patients both participate in the decision making process. The author has come up with a grounded theory study that suggests mutual intacting which involves such strategies that the health practitioners used in decision making while enabling the patients to actively engage in the process. This also helped improve the relationship between the practitioners and their patients. The problem statement very well goes with the title the author has suggested and has good scholastic importance. The problem can be well understood by an average reader and the research is not limited to the author’s own aptitudes and ideas. The abstract provides a brief but compact summary of the research and gives a good overvie w of the research’s aim, background, method, findings and conclusion. c. Research Questions/Hypotheses This research sought to test the hypothesis about how much important is the decision making ability or clinical judgment for nurses who are working at advanced clinical level in chronic and acute care outpatient contexts. The hypothesis was testable and explained the problem surely well by simultaneously giving significance to physician-patient relationship which the author referred to as psychosocial issues often ignored in the past literature. The author’s main research question was- what practice strategies are being and should be used by the practitioners to assist eliciting patient information and deciding on treatment interventions? What were the clinicians’ main concerns when making clinical judgements for the patient? and how did they resolve those concerns? 2. Review of the Literature The author has given an extensive review of literature citing other researchers’ works and explaining them in order to support the need to conduct this specific research. He has cited many researches which discuss the importance of clinical judgment in acute care hospitals or for critical care. The research works in this manner studied by the author came from Lajoie et al. (1998), Cioffi (2001), McCaughan et al. (2002), Bucknall (2003), Hoffman et al. (2004), Hancock & Easen (2006). The author has mentioned the work by Lauri & Salantara (1998) who conducted an empirical research and

Belbin's Team Roles Inventory Essay Example | Topics and Well Written Essays - 1500 words

Belbin's Team Roles Inventory - Essay Example The deliberate combination ensures smooth running of affairs with little hiccups on the way. Ostensibly, this is to enhance efficiency coupled with specialization and division of labor. According to Belbin’s definition of what a team is (1993), he gave an insightful opinion about what a team is in this sense; he said that a team is not just a collection of individuals that are given specific job titles in an organization. Instead, he defined it as a deliberate conglomeration of persons who best understand one another in the sense that they work in tandem in areas they are best proficient in with the sole aim of achieving a specific objective. With regard to these, a team is fragmented into simpler units of individuals who are charged with different responsibilities and all these coalesce at a point to further a single interest. In his journal ‘understanding groups at work’, Alcorn (1989) stressed the need of applying the Belbin model in work place. He argues that in putting it in practice, the management of an organization is able to come to terms with its employees strengths and weaknesses and use these in strengthening the performance of the organization by utilizing the strengths of the persons and ignoring their weaknesses. I.e. duties will be assigned to the most appropriate person who will execute them skillfully and with little efforts. Application of this model is also aimed at not bringing confusion and multiple assignment of duties to the employees as these may result into absconding of duties. The information accrued from the Belbin’s model can be extensively used in a work place to help undertake to some duties that are equally helpful. It helps identify and nurture a highly skilled and work-oriented persons to keep in the work place, it enhances a sense of belonging and an attitude of can do to the employees in the work place. Not enough, Belbin’s model also inculcate high-level trust and understanding that brings about coherency in the work place besides instituting a productive and efficient working relationship. Lastly, it can also help in recruitment of employees such that only the best are engaged (Hayes, 1997). In relation to the fact that in an organization group work is necessary, the groups are composed of the different people who work hand in hand to achieve a specified objective. All the members of the group are assigned specific duties that they can best perform in and these are called team roles, Benders and Hootegem (2000) defines team roles as the tendency to demonstrate and manifest proper conduct that are ethical and rational to fellow team members in pursuit of the certain benchmarks in the organization. It also warns that the aim of teamwork is not to gauge personality but to establish the correct behavior that can be tolerant others in a work place. Though the number of team roles might be different from one organization to the next, Belnin in his perception proposed the e xistence of nine different team roles. Of all the team roles, each had a peculiar role to play given on grounds that it is his/her best performing area. This is according to the evaluation of the strengths and weaknesses- the strengths prevail upon weaknesses. The nine team roles advanced by Belbin Belbin advanced nine possible team roles that are necessary in teamwork, these roles are all-important and are peculiar, and each seems to be the driving force of the other. All are

INTRODUCTION TO FINANCIAL MANAGEMENT-unit 3, question # 2 Essay

INTRODUCTION TO FINANCIAL MANAGEMENT-unit 3, question # 2 - Essay Example This is achieved by randomly selecting observations from all the distributions that influence the outcome of the project and this goes on until a representative record of the probable outcome of the project is obtained. An illustration for this is a chemical producer who wants to extend its processing plant. The first step will be to determine the probability distributions for all factors that will influence the returns of the project such as investment required, fixed costs, operation costs, selling price, market size among others. After this, the computer randomly picks out one observation from this list according to the chances of its actual occurrence in the future. The observations are then combined and a Net Present Value (NPV) or Internal Rate of Return (IRR) figure is calculated. This is repeated severally until a clear portrait of the expected outcome is obtained (Keown et al, 1998). Unlike the risk-adjusted discount rate method which gives one value for the risk-adjusted NPV, simulation gives the investment’s IRR or NPV probability distribution. According to Keown et al (1998), this method provides the range of possible outcomes for the project under the best, worst and most likely cases. It should also be noted that the inputs to a simulation comprises of all the key factors affecting the profitability of a project. In addition to this, the output obtained provides the probability of various outcomes occurring. This output is a probability distribution of the internal rates of return or the net present values for the project. From the above explanation, it is reasonable to state that the value of this method is quality decision making. Decision makers will use the whole range of possible outcomes of the project to determine the level of risk of the project and use this information to make the most appropriate decisions. Simulation is also very important for the

International Management Group and Competitors of IMG Research Paper

International Management Group and Competitors of IMG - Research Paper Example Along with the global giant's several local industries to contribute to the growth of the sports industry worldwide. A few sports goods manufacturers of the world are like Puma, Slazenger, Stiga, Dunlop, and Yonex. The estimated size of the entire sports industry in 2010 is expected at $414 billion (Plunkett Research Ltd., â€Å"Sports Industry Overview†). The competitors of IMG are Interpublic, Clear Channel Entertainment (formerly known as SFX), William Morris Agency, Creative Artist Agency, Magnum Sports and Entertainment, Nike, WPP group, Dentsu, TBA Entertainment, Ford models and Pro Form Golf. The overall areas on which the competitor companies are mainly engaged are like athletes, models, authors, speakers, artists, actors, events, television production, consulting/ licensing, film production, money management, advertising, and academies. Clear channel and Interpublic focuses on a number of areas except for television production, money management, and academies. William Morris Agency focuses only in the areas like authors, speakers, artists, actors, and athletes. Magnum Sports focus on athletes, models, and events. Nike’s focus is only on athletes and events. WPP and Dentsu focus only on academics and licensing/consulting. TBA focuses on speakers, actors, events, television products and advertising. Ford concentrates on the athletes only. One of the competitors ProForm Golf is involved only in the area of academics. The vision of the firm, the association of a number of renowned athletes, and the goodwill of the founder may be said to be a few of the competitive advantages of the firm. In 2000, the market value of American sports was approximately $200 billion, which made it country’s 11th largest industry. IMG in turn was credited with having invented the field of sports management almost 40 years earlier. At present IMG represents a number of the most talented and exciting athletes, including golf star Tiger Woods and tennis players  like Venus and Serena Williams. Mark Hume McCormack was declared as the most powerful man in golf by Golf Magazine, Sports Illustrated labeled him as the most powerful man in sports and Tennis magazine figured him as the most powerful man in tennis.

Management and Organisational Behaviour Assignment

Management and Organisational Behaviour - Assignment Example A myriad of factors which contribute to chaos in an organisational setup and tarnish OB will also be identified. High absenteeism rate and rotten work attitudes are among the basic factors for polluting an organisation’s environment and stem from negative OB. On the other hand, involvement of staff in the change process amidst other steps can foster a culture that has a high rate of workers’ satisfaction and will to achieve big feats. For this purpose, this report will stress a deep understanding of OB in relevance to job satisfaction, motivation and work attitudes by taking example of Apple Inc.2.0 How Influential Are Motivation and Job Satisfaction in Directing OB?It is an undeniable reality that a motivated and satisfied workforce is a critical asset for any organisation (Chen 2010, p. 66). Such a workforce helps in sustaining the richness of OB yielding multiple benefits for a business. Numerous grave repercussions in reference to OB start dominating the scene when nonchalant managers do not make wise investments in inculcating a sense of organisational commitment in the employees (Perry 2010). In contrast, motivated employees are more satisfied with their jobs, are happier personally, and show a staggering tendency to improve their organisation’s productivity. It is because of the highly deterministic role played by job satisfaction and motivation that leaders and managers should invest more time in implementing various valuable theories of OB to steer the workforce in the right direction. The type of attitudes employees have towards work and how content they are speaks a lot about how likely are any infringements on OB. 3.0 How Successful Is Apple Inc. in Terms of Workers’ Attitudes and Job Satisfaction? Apple Inc. is a well-reputed and widely popular example of OB management done right because this large business organisation has made significant contributions to making employees feel included and valued at the workplace. Foun ded in 1976 by Steve Jobs and Steve Wozniak, this company originally only specialised in personal computers (Harrigan 2003, p. 258) but due to constant hard work and never undermining emotional and psychological needs of its employees, it soon became a symbol of sophistication and one of the most influential names on the face of Earth. A good

Statement of objectives for Public Policy Essay Example | Topics and Well Written Essays - 500 words

Statement of objectives for Public Policy - Essay Example anagement at Polytechnic Institute of New York University, I share The University of Arkansas’ thrust in participating in community service through planning and outreach programs. I am determined to assist in improving the capacity of public service in a dynamic urban society through furthering education and community engagement. With my master degree, I was credited with 3 Advanced Certificates in Management from the same university, to wit: Advanced Certificate in Information Management, Advanced Certificate in Telecommunication Management, and Advanced Certificate in Human Resource. Equipped with these academic achievements, I am prepared to undertake greater challenges in higher education. My ultimate goal is to be an instrument of change to my country once I completed the Public Policy PhD Program at the University of Arkansas. I believe it is one of the most prestigious institutions which can accord an interdisciplinary approach to the program. I am optimistic in learning various public policies and programs specifically in the area of leadership policy. I would like to be given the opportunity to share the theoretical and practical applications of public policy in Saudi Arabia, which unselfishly provided me with 100% scholarship through the King Abdullah Graduate Studies Scholarship Program. If accepted, I plan to spend part of my time developing greater insight into one of my primary research interests – exploring leadership roles through various applications in contemporary public organizations. For individuals who exemplify characteristics and behavior that demonstrate the concept of leadership in serving society, the most important consideration is to take accountability through an examination of policy design, policy leadership and applications of managerial skills in interorganizational environments. The potentials for research in these areas are vast and diverse and may assist organizations in adapting to changes in the global environment. The

Creative Destruction and Reconstruction Essay Example | Topics and Well Written Essays - 250 words

Creative Destruction and Reconstruction - Essay Example Now that I’ve practiced my profession for some time, and have realized that I wish to make some changes. The first thing that comes to my mind is that I want to become a real doctor, but I want to be able to practice the knowledge I have accumulated in my present career. I have made my research and discovered that from being a radiologic technologist, I can take additional courses so that I can engage in interventional radiology or even nuclear medicine. The reason I chose these two fields is because these have high demand not only in the U.S. but also in Europe. In a new analysis made by Frost & Sullivan, it was discovered that interventional radiology institutions have earned atleast $399.5 million in 2006 and estimates show that this can reach as high as $683.3 million by 2013 (Frost and Sullivan, 2011). Meanwhile, the nuclear medicine market was at $531 million in 1996 (Frost and Sullivan, 1998) is expected to reach $1.69 billion by 2015 (Global Industry Analysts, 2010). The best thing about engaging in these fields is that I can work not only as a specialist but as a researcher as well. With the improvement in healthcare information systems (HIS), I can work as a consultant, giving my advise in interpreting radiographs, as well as possible treatments. I can have the digital images sent through my office through the HIS and I can send in my recommendation through the same system. Moreover, I can be employed in one state and be called in for a consult if I advertise my services through the internet or have my service listed in a directory. Frost and Sullivan. (1998). Future of Nuclear Medicine, Part 1: Marketing Research Forecasts. The Journal of Nuclear Medicine, 39(2). Retrieved from http://jnm.snmjournals.org/content/39/2/27N.full.pdf Global Industry Analysts, I. (2010). Global Nuclear Medicine Market to Reach US$1.69 Billion by

How to Run Essay Example for Free

How to Run Essay STATISTICAL TECHNIQUE IN REVIEW Mean (X) is a measure of central tendency and is the sum of the raw scores divided by the number of scores being summed. Standard deviation (SD) is calculated to measure dispersion or the spread of scores from the mean (Burns Grove, 2007). The larger the value of the standard deviation for study variables, the greater the dispersion or variability of the scores for the variable in a distribution. (See Exercise 16 for a detailed discussion of mean and standard deviation. ) Since the theoretical normal curve is symmetrical and unimodal, the mean, median, and mode are equal in the normal curve (see Figure 18-1). In the normal curve, 95% of the scores will be within 1.96 standard deviations of the mean, and 99% of scores are within 2.58 standard deviations of the mean. Figure 18-1 demonstrates the normal curve, with a.X = 0. The formula used to calculate the 95% rule to determine where 95% of the scores for the normal curve lie is: X ±1.96(SD) The formula used to calculate the 99% rule to determine where 99% of the scores for the normal curve lie is: X  ± 2.58 (SD) FIGURE 18-1 †¢ The Normal Curve Mean Median Mode Standard deviation -3 Zscore -2.58 -+2.58 131 133 Mean, Standard Deviation, and 95% and 99% of the Normal Curve EXERCISE 18 Participants reported a net increase in weight from 3 months prior (M= 2.4 Ib, SD 12.9 Ib) and 12 months prior (M = 10.9 Ib, SD = 19.1 Ib) and that their weight was greater than their ideal weight (M = 9.2 Ib, SD = 22.9 Ib). SDs for the data indicated a wide range on weight at both 3 and 12 months before participation in the study. Body image scores (0-100 scale) were significantly (F(1 37) = 5.41, p =.03) higher for women (73.1  ± 17.0) than men (60.2  ± 17.0). Although HIV-positive participants had slightly higher body image scores (M = 68.0, SD = 17.0) compared with participants with AIDS (M = 60.5, SD = 18.8), there was no significant difference (F(1 ,7, = 1.56, p —.22) in body image scores between [those with HIV and AIDS]. There was a weak, but significant, inverse association between body image score and weight changes from 3 months prior (r = -.30, p =.04). Body image and weight scores are summarized in Table 1 (Corless et al, 2004, p. 294). TABLE 1 Body Image and Weight Measures for Men and Women GENDER Male Female Mean Body image Weight change last 12 months Weight change last 3 months Weight relative to ideal Body weight ratio SD Mean SD 60.22 10.26 16.98 22.40 15.87 22,93 33.97 73.07 11.94 1.47 13.63 14.44 67.56 22.57 34.44 3.05 5.48 53.66 16.93 7.32 Corless, I. B., Nicholas, P. K., McGibbon, C. A., Wilson, C., (2004). Weight change, body image, and quality of life in HIV disease: A pilot study. Applied Nursing Research, 77(4), p. 294. A summary of quality-of-life scores for men and women is shown in Table 2. The scales of the MOS-HIV Quality of Life instrument include General Health Perceptions, Physical Functioning, Role Functioning, Social Functioning, Cognitive Functioning, Pain, Mental Health, Vitality, Health Distress, Quality of Life, and Heath Transition. There were no significant differences between quality of life scores between men and women. Men did have lower scores on some MOS-HIV scales (Cognitive Functioning, Pain, Quality of Life, and Health Transition) and women were lower on others (Vitality and Health Distress). In addition, there were a number of differences in the relationships between quality of life scores, body image, and body weight. The positive correlations indicated that improved quality of life was associated with improved body image (Corless et al., 2004, pp. 294-5). 132 EXERCISE 18 Mean, Standard Deviation, and 95% and 99% of the Normal Curve The data described below are the verbal SAT scores for high school seniors for one year with X = 490 and SD =100 (see Figure 18-2). The formula used to find where 95% of the scores lie is X  ± 1.96 (SD). In this example, 490 + 1.96 (100) = 686, and 490 1.96 (100) = 294. Thus 95% of scores lie between 294 and 686, expressed as (294, 686). Since 95% of the scores are between 294 and 686, this leaves 5% of the scores outside this interval. Since a normal curve is symmetric, one-half of the scores, or 2.5%, are at each end of this distribution. To find where 99% of scores lie,Z  ± 2.58 (SD), where 490 + 2.58 (100) = 748  and 490 2.58 (100) = 232. Thus, 99% of the SAT scores lie between 232 and 748, which is expressed as (232, 748). Since the distribution of these scores is normal, 99% of the scores are between 232 and 748 and 0.5% of the scores are at each end of this distribution. FIGURE 18-2 ft Distribution of SAT Scores SD=100 x = 490 Mean RESEARCH ARTICLE Source: Corless, I. B., Nicholas, P. K., McGibbon, C. A., Wilson, C, (2004). Weight change, body image, and quality of life in HIV disease: A pilot study. Applied Nursing Research 77(4), 292-6. Introduction The purpose of this pilot study [conducted by Corless and colleagues (2004)] was to investigate the relationships of weight change, body image, length of time with HIV/AIDS diagnosis, and quality of life in individuals with HIV disease (Corless et al., 2004, p. 292). The sample consisted of 40 subjects: 23 men and 17 women. The HIV-positive adults in a primary care clinic were asked to participate, so this study has a sample of convenience. The participants reported an increase in weight, greater than their ideal weight. The body image scores were found to be significantly higher for women, with the HIV-positive participants having slightly higher body image scores. A survey and Medical Outcomes Study-HIV (MOS-HIV) instruments were used as measurement methods for this study. The results indicated that when a persons weight is higher and closer to his or her ideal, HIV-positive individuals exhibit better quality of life. Thus, education of clinicians and individuals living with HIV/AI DS should focus on the assessment, management, and evaluation of weight change during the course of HIV disease (Corless et al., 2004, p. 292). Relevant Study Results The sample consisted of 23 men with a mean age of 42.2 years (SD = 8.2), length of time since diagnosis with HIV was 9.2 years (SD = 5.3); and 17 women with a mean age of 36.8 years (SD = 5.2), and length of time since diagnosis with HIV was 7.2 years (SD = 4.8). For men, 23 were HIV-positive and 9 had a diagnosis of AIDS; and for women, 17 were HIV positive, and 5 had a diagnosis of AIDS. There was no significant difference in demographic characteristics of the sample by age, gender, HIV disease status, and time living with HIV. Class: Name: Date: EXERCISE 18 Questions to be Graded 1. Assuming that the distribution is normal for weight relative to the ideal and 99% of the male participants scored between (-53.68, 64.64), where did 95% of the values for weight relative to the ideal lie? Round your answer to two decimal places. 2. Which of the following values from Table 1 tells us about variability of the scores in a distribution? a. 60.22 b. 11.94 c. 22.57 d. 53.66 3. Assuming that the distribution for General Health Perceptions is normal, 95% of the females scores around the mean were between what values? Round your answer to two decimal places. 4. Assuming that the distribution of scores for Pain is normal, 95% of the mens scores around the mean were between what two values? Round your answernto two decimal places. 5. Were the body image scores significantly different for women versus men? Provide a rationale for your 138 EXERCISE 18 Mean, Standard Deviation, and 95% and 99% of the Normal Curve 6. Assuming that the distribution of Mental Health scores for men is normal, where are 99% of the mens mental health scores around the mean in this distribution? Round your answer to two decimal places. 7. Assuming that the distribution of scores for Physical Functioning in women is normal, where are of the womens scores around the mean in this distribution? Round your answer to two decimal places. 8. Assuming that the distribution of scores is normal, 99% of HIV-positive body image scores around the mean were between what two values? Round your answer to two decimal places. 9. Assuming that the distribution of scores for Role Functioning is normal, 99% of the mens scores around the mean were between what values? Round your answer to two decimal places. 10. What are some of the limitations of this study that decrease the potential for generalizing the findings to the target population?

Analysis Of The Airline Industry Of Pakistan

Analysis Of The Airline Industry Of Pakistan In 1955 Pakistan International Airline formed. It is the 16th largest airline in Asia, operating scheduled services to 73 destinations throughout Asia, the Middle East, Europe and North America, as well as an extensive domestic network linking 24 destinations. PIA is three stars International Airline. In our report we did SWOT analysis and PEST analysis on PIA, identify major strength we find as leading market position, brand recognition, superior operating structure, network presence, hub airport at Karachi, and effective use of technology. Formulation on GOVT rule, High dependencies on passenger revenues, high debt, and reliance on oil prices are major weakness, opportunities are like having MAX route and fleet, growth demand for low cost airline, customer loyalty, shifting customer needs and industry recovery, and major threats are high interest rates, accidents, strong competition by Air blue, interest and foreign currency exchange rates, and decline in industry. In PEST analysis we discover major Governments active role in increasing competition in the airline industry, inflation rate, turning of social environment of Pakistan liberal with the new regime. Innovation in technology, and its impact on distribution and cost synergies from industry consolidation. We recommend PIA for better service to decentralized its management system, develop SBUs, adopt transparent promotion polices, employee empowerment to increase the employee motivation and moral. Try to decrease its overhead cost, adopt effective marketing policy, two way communication and TQM. Upgrade its fleet; purchase new Airplane with twin engines these will reduce the operating cost of PIA. Improve control over fares. Hire the services of IT specialists; improve service standards focusing on quality. Pakistan International Airlines Introduction: When Pakistan was founded in 1947 it comprised two territories on either side of the expanse of India. It was in this unusual circumstance that Pakistan International was formed in 1955. Despite wars and economic trouble, the carrier survived to grow and prosper. Pakistan International Airlines is the flag carrier airline of Pakistan, based in Karachi. It is the 16th largest airline in Asia, operating scheduled services to 73 destinations throughout Asia, the Middle East, Europe and North America, as well as an extensive domestic network linking 24 destinations. Its main bases are Jinnah International Airport, Karachi, the Allama Iqbal International Airport, Lahore and the Islamabad International Airport, Islamabad/Rawalpindi. The airline also has secondary bases, including Peshawar International Airport, Faisalabad International Airport, Quetta International Airport and Multan International Airport, from which it connects the metropolitan cities with the main bases, the Middle East and the Far East. The airline is owned by the Government of Pakistan (87%) and other shareholders (13%). It has 19,263 employees (at March 2007). AIRLINE INDUSTRY IN PAKISTAN: There are 36 operational airports. Karachi is Pakistans main airport but significant levels of both domestic and international cargo are also handled at Islamabad and Lahore. Pakistan International Airlines (PIA), the public sector airline, though facing the competition from a few private airlines, carries approximately 70 percent of domestic passengers and almost equal domestic freight traffic. The transportation sector accounts for about 10.5 percent of the countrys GDP and 27.4 percent of Gross Fixed Capital Formation (GFCF) in FY06. It provides over 6 percent of employment in the country and receives 12 to 16 percent of the annual Federal Public Sector Development Program (PSDP). Government agencies dominate the sector. Hierarchy of PIA: This organization is divided into following departments: Human Resource and Administration, Marketing, Corporate Planning, Information Services, Finance, Flight Services, Flight Operation, Engineering, Procurement and Logistics, Customer Services, Training and Development, Quality Assurance. The organ gram of the organization follows, with the Chairman at the top and directors of departments reporting to him. The structure is centralized with the top-level management making the decisions. CORPORATE VISION OF PIA: To be a world class airline exceeding customer expectations through dedicated employees Committed to excellence. CORPORATE MISSION As a Symbol of National Pride, We Aspire to be a Choice Airline, Operating Profitably on Modern Commercial concepts and Capable of Competing with the Best in the International as well as Domestic markets. VALUES: 6.1). Customer Expectations: PIA is the most trusted name in the industry. The reason of its goodwill is according the expectation of their customers that PIA has fulfilled always. By providing competitive tariff, extensive care, and convenience to their valued and potential customers. 6.2). Service: PIA aims at providing valuable and unique services to its customers. They are more personalized and courteous to their customers. The services are valuable and rare; this is the reason why customers trust PIA. 28 Nov 2004, Pakistan International Airlines PIA passed the IATA Operational Safety Audit (IOSA) benchmark for global safety management The IATA Operational Safety Audit (IOSA) is the benchmark for global safety management in airlines KARACHI, 22 October 2007 Abacus Pakistan officially launched Abacus Travel Secure with AIG, providing local travel agents and travelers easy and convenient access to AIGs travel insurance policies. Available for the first time in Pakistan, Abacus Travel Secure brings real time and immediate activation of travel insurance policies to the Pakistan travel industry with a more streamlined and time saving application process for travel agents 6.3) Innovation: PIA currently has a number of 43 fleets and aims at increasing this numbers to 53 by the next few years.PIA is adoptive to changes and believe in innovation thats create new ideas and translating these ideas into action. 6.4) Reliability: PIA is the most experience airline with its service with more than 53 years. This has built in PIA has become the most reliable airline. PIA is known for its loyalty and consistency. 6.5) Safety: The most challenging responsibility of any organization is to provide complete satisfaction to its employees and customers together. This satisfaction rewards favorable and easy working conditions. The in-flight services are customers friendly and the organizational the organizational environment is also employees oriented. 6.6) Cohesiveness: PIA has 12 departments working in their own direction and also provides a number of services including speedex courier service, catering etc. The most impressive part is these all department and services are integrated in a cohesive way. Services PIA offers two types of services. Business Class Economy Class Business Class Its the only Business Class service that feels like First Class. A comfortable seat makes all the difference on a long flight. PIAs Business Class Seats elevate the concept of luxury to a new level, fully endorsing your decision to choose PIA Business Class Sit back and relax in our exclusive Business Class Lounges at the Karachi, Lahore, and Islamabad airports. Our hospitable staff will ensure that youre well looked after during your stay with us at the airport Business Class passengers arriving at Airport will receive a warm welcome from PIA. Our representatives will walk you right through all the arrival formalities so that you dont have to stand in line or worry about clearance. Economy Class: PIAs economy class is also comfortable for passenger as Business class. Economy Class offer seats with a 32-inch pitch, adjustable footrests and winglet headrests for improved neck comfort. The personal TV provides on-going entertainment including audio and video on-demand choices. Passengers enjoy the same caring service from our flight attendants, along with skillfully prepared meals and a wide range of in-flight entertainment options to choose from. Free newspapers are also provided to all Economy class passengers. The PIA in-flight magazine, Hamsafar, is provided to all passengers on all international flights. Humsafar was introduced on PIA flights in 1980 and it is published bi-monthly.PIA is providing its service in twenty-five cites of Pakistan domestically which are as follows: Giigit Chitral Skardu Saidu Sarif Islamabad Peshawar Sialkot D.I,Khan Lahore Faisalabad Multan Zhob D.G.Khan Quetta Bahawalpur Rahim Yar Khan Dalbandin Sukkar Panjgor Sukkar Jacoababad Turbat Moemjodaro Gwadar Pasni karachi Revenue Composition: According to the latest report of PIA, 87% of revenue generates from passengers, 8% of revenue generates from cargo and remaining 5% consists of others. Fleet Pakistan International Airlines fleet includes the following aircraft (as of May 2008) Major Competitors: PIA is holding the first position in market. It has 48% market share. Its major competitors are Airblue and Shaheen International Airline. Airblue has a market share of 35% while Shaheen International Airline has 17% market share. People feel prestigious to travel with PIA as compare to Airblue and others. Latest products by PIA nad qulaity achievements: Boeing-777 operating to middle east Flight Barcelona Linking Abu Dhabi and rahim yar khan Flights from D.I.Khan to Peshawar and Islamabad Early buy cheaper fly Bradford- Islamabad Nov stop! Pak Glasgow Flight from Multan and D.G khan to Dubai Lowest business class fare paksitan Dubai Connecting Multan and Quetta, Islamabad with Chitral and Nawabshah with Hyderabad. Promoting web ticketing and SMS booking, Ticketing delivery at Door step 9.1) IATA Operational Safety Audit (IOSA) benchmark: 28 Nov 2004, Pakistan International Airlines PIA passed the IATA Operational Safety Audit (IOSA) benchmark for global safety management The IATA Operational Safety Audit (IOSA) is the benchmark for global safety management in airlines. 9.2) E-Ticketing: KARACHI, 22 October 2007 Abacus Pakistan officially launched Abacus Travel Secure with AIG, providing local travel agents and travelers easy and convenient access to AIGs travel insurance policies. Available for the first time in Pakistan, Abacus Travel Secure brings real time and immediate activation of travel insurance policies to the Pakistan travel industry with a more streamlined and time saving application process for travel agents. 9.3) 3Star Ranked airline : SKYTRAX introduced the World Airline Star Rating ® programme in 2000 the Quality Analysis system that ranks airline product and service standards, based on professional evaluation by airline audit specialists. To achieve SKYTRAX Approved Airlineà ¢Ã¢â‚¬Å¾Ã‚ ¢ status, airlines are subjected to a very detailed Quality evaluation across all areas of their front-line Product and Service standards by Skytrax covering all areas that passengers will typically experience during their trip. SKYTRAX Approved Airline evaluation covers over 750 aspects of product and service quality measurement, and is split across both airport and onboard environments airport services based around an airlines home base airport. QUALITY RANKING USED IN AIRLINE RATING SUMMARY BELOW = Excellent = Good = Fair = Poor = Very poor :: PIA PAKISTAN INTERNATIONAL :: a 3 Star Airline PIA Pakistan Intl Passenger Comments Home Base Airport Ranking = Karachi Airport SUMMARY RANKING Combined Quality of Product / Staff service in airport and onboard environments Business Class Premium Economy Class Economy Class Airport Services Check-In service Business Class Check-In service Economy Class Transfer Services Business Class Transfer Services Economy Class Arrival Services Business Class Lounge product facilities Business Class Lounge staff service Onboard Features Inflight entertainment may vary according to aircraft type Cabin Safety Procedures Inflight Entertainment Amenities, Blankets, Pillows, Towels etc Airline Magazine, Newspapers other mags Cabin Seat Comfort Seat Guide Seating may vary according to aircraft type Business Class long haul Business Class short haul Premium Economy Class long haul Economy Class long haul Economy Class short haul Onboard Catering Business Class long haul Business Class short haul Premium Economy Class long haul Economy Class long haul Economy Class short haul Cabin Staff Service Business Class service efficiency Business Class staff attitude friendliness Premium Economy Class service efficiency Premium Economy Class staff attitude friendliness Economy Class service efficiency Economy Class staff attitude friendliness Responding to Passenger requests Cabin presence through flights Assisting Parents with children Staff Language Skills SWOT ANALYSIS 10.1) STRENGTHS: . LEADING MARKET POSITION: PIA is one of Pakistans leading air carriers, with more than 800 daily flights. Around 150,000 passengers a month fly on PIA, making it one of the major operators in the domestic market in terms of passenger kilometers. PIAs international market share was 43.5%, In the Domestic market, its market share was 69.4%. On a system-wide basis, PIAs market share was 51.2% at the end of year 2007.Its strong market position is driven by consistently low fares as well as reliable service, frequent and convenient flights, use of new technologies like e-ticketing and self check-in terminals, comfortable cabins and superior customer service. BRAND RECOGNITION: PIA has high brand recall. It is recognized by travelers all over the country. PIA is a national airline, operating passenger and cargo services covering eighty-two domestic and foreign. PIA has earned the number one ranking in customer satisfaction. This strong market position gives the company a scale advantage and helps it strengthen its brand image. SUPERIOR OPERATING STRUCTURE: PIA has maintained its position as the low cost carrier. It has been first class Pakistani airline to use the latest technology. Factors contributing consists of different series of Boeing and Airbus and an efficient, high-utilization and point- to-point route structure. Flying one type of aircraft significantly simplifies scheduling, maintenance, flight operations, and training activities. PIA has continually achieved high asset utilization and employee efficiency. Superior operating structure serves as the primary competitive advantage of PIA. NETWORK PRESENCE: PIA enjoys a strong network in key domestic and international destinations. The companys network includes three the major airports in Pakistan, as well as major international airport such as Dubai International Airport. Having a strong network means that PIA can generate traffic feed for both its domestic and international Flights. HUB AIRPORT AT KARACHI: PIA operates from its hub in Jinnah International Airport, Karachi. Jinnah International is one of the worlds busiest airports in terms of number of passengers carried. It is also one of the largest international gateways to Asia. It is also the leading international air passenger (and cargo) gateway to Pakistan. The companys strong presences in airports with heaviest traffic levels in Pakistan give it a competitive advantage. EFFECTIVE USE OF TECHNOLOGY: PIA has successfully incorporated latest technology in all its systems, giving it an edge over competitors. PIA takes credit for introducing most new technologies to the Pakistani market. It was the second carrier in Pakistan to incorporate the c-ticketing system and the second in South Asia to introduce self check in systems at the Jinnah International Airport, Karachi. 10.2) WEAKNESSES: FORMULATION OF GOVT. RULES: The Basic flaw of this organization is its consolidation that is centralized system. The key policies, strategies and set of laws are designed by the upper management. The centralized system is one of the biggest obstacles of long term success of PIA. PIA centralizes structure lead to barrel between different level of management, decreased motivation, hard access to information. HIGH DEPENDENCE ON PASSENGER REVENUES: Passenger revenues accounted for 87 percent of the PIAs total revenue in 2007. Cargo services allow airlines to generate additional revenues from existing passenger flights. In addition, cargo revenues are usually counter cyclical to passenger revenues and have lower demand elasticity than passenger business, which allows airlines to pass on fuel price hikes to customers. DEBT: PIA has a significant amount of 42 billion debts. Current and future debts could have important consequences for stakeholders of the company. For example, debt could impair PIA ability to make investments and obtain additional financing for working capital, capital expenditures, acquisitions or general corporate or other purposes. Debts could also put PIA at a competitive disadvantage to competitors that have lesser debt and could also increase the companys vulnerability to interest rate increases. RELIANCE ON OIL PRICES: PIAs sustainability, growth and revenues directly depend on oil prices. A steep rise in oil prices can seriously damage the long term viability of any airline. Recently many airlines around the world went bankrupt due to rising oil prices. Airlines need to hedge against this risk by taking proper measures. OPPORTUNITIES: . HAVING THE MAXIMUM ROUTE AND FLEET: PIA is having the maximum route and fleet domestic and international destinations network in Pakistan as compared to its Competitors. Route and fleet expansion will positively impact the companys operations by increasing revenues. GROWING DEMAND FOR LOW COST AIRLINES: The growing demand for air travel is driven by lower fares and consumer confidence. A survey by International Aviation Authority showed that ticket price is the number one criterion for passengers when selecting a flight, well ahead of the availability of a non-stop service. CUSTOMER LOYALTY: PIAs frequent flyer and loyalty programs can help it retain customers. PIAs Awards+plus (frequent flyer program) was established to develop passenger loyalty by offering awards and services to frequent travelers. Such schemes encourage repeat travel on PIA, as passengers seek to accrue the benefits given to regular travelers. This enables the airline to retain customers and reduce costs, as it does not have to spend money targeting new customers to replace those lost to other airlines. SHIFTING CUSTOMER NEEDS: The needs of air passengers are increasingly changing, as they are becoming more and more price sensitive. If PIA succeeds in making its prices more competitive, then the company will be able to gain significant market share. INDUSTRY RECOVERY: Market analysts believe that the global airline industry will experience an upturn in fortunes over the next few years. This represents an opportunity for PIA, as it could generate increased revenues and command market share if it capitalizes on increases in demand. . THREATS HIGH INTEREST RATES: The past few years have seen State Bank of Pakistan impose high as well as low interest rates to check inflation and the over heating of Pakistani economy. Inflation in Pakistan may see another raise in the short-term. ACCIDENTS: There had been five accidents with PIA listed as below: Pakistan International Airlines Flight PK 705 was a Boeing 720 040 B that crashed while descending to land on Runway 34 at Cairo International Airport on May 20, 1965 resulting in 119 fatalities. Pakistan International Airlines Flight PK740 was a Boeing 707-340C that crashed after takeoff from Jeddah International Airport on November 26, 1979. All 156 aboard were killed. Pakistan International Airlines Flight 268 was an Airbus A300B4-203, registration AP-BCP, which crashed on approach to Kathmandus Tribhuvan International Airport on September 28, 1992. All 167 on board were killed. PIA Flight 554 is the flight number of a Pakistan International Airlines (PIA) Fokker F27 that was hijacked on May 25, 1998. The flight started its journey at Gwadar in Balochistan after originating in Turbat, and was flying to Pakistans southern port city of Karachi. The aircraft was carrying 24 passengers and 5 crew members. Pakistan International Airlines Flight 688 (PK688, PIA688) was scheduled to operate from Multan to Lahore and Islamabad at 12:05 pm on July 10, 2006. It crashed into a field after bursting into flames a few minutes after takeoff from Multan International Airport. All 41 passengers and four crewmembers on board were killed. PIA has to continuously ensure utmost safety and security of its passengers. Accidents can adversely affect customer confidence in PIA and result in declined revenues intensifying competition. STRONG COMPETITION BY AIRBLUE: PIA is now competing against carriers such as Airblue and Shaheen Airline. PIA remains Airblues strongest competitor because of the huge market it has gained over time, strong brand image and customer loyalty. PIA has started new low-fares subsidiary PIA Express to stop the Airblue market share growing to fast. Moreover, major legacy airlines have been focusing on restructuring costs, which has improved their competitiveness. With costs restructured, the legacy airlines are becoming more formidable competitors in terms of increasing capacity, matching prices and leveraging their frequent flier programs. Increasing competition could adversely affect the companys margins. INTEREST AND FOREIGN CURRENCY EXCHANGE RATES: Fluctuating foreign currency exchange rates can have a significant impact on PIAs earnings. For example, as PIA is providing its services to the UK. Negative or positive effects arise from exchange rate movements as change in expenses. Strengthening of foreign currencies against the British Pound will positively impact PIA and vice versa. DECLINE IN AIRLINE INDUSTRY: A number of factors have caused the current decline in the airline industry. For example, the threat of further terrorist attacks since September 11 and a fall in the number of business travelers have both caused passenger numbers to fall. These and other factors may continue to affect demand for air travel in the future, which will affect revenues of PIA. The threat of terrorism may discourage people from traveling by air and could especially reduce the number of passengers traveling on international flights. PEST ANALYSIS The macro-environment includes all factors influencing a company that are not within its control. These include political, social, economic and technological factors. These are known as PEST factors. A technique of analysis of the macro environment is PEST analysis. Environmental analysis should be continuous arid precede all aspects of planning. Since the airline industry is very much influenced by changes taking place in the environment and has undergone rapid and dramatic changes during the last decade, this analysis is especially important for PIA. POLITICAL FACTORS: Political factors always have a great influence on the way businesses operate in the airline industry and the spending power of customers. In recent years it has been observed that government played an active role in increasing competition in the airline industry. A number of new airlines such as AirBlue and JS Air have been awarded licenses to enter the domestic market. Pakistan has achieved some political stability in recent years. If the management of PIA believes that the present government will perform well (consistently), then there will be more investment in the form of purchase of new airplanes and latest technology. The over all industry will grow resulting in more luxurious and comfortable flights. With the military takeover government policies have become more liberal. ECONOMIC FACTORS: Currently, Airlines industry has three major players: Pakistan International Airlines, an Airblue, Aero Asia and Shaheen Airlines. Their target market includes domestic travelers as well as Pakistanis living abroad particularly in the UK and USA. These countries have strong economies coupled with high purchasing power. Customers purchase behavior depends very much on prices of the competing airlines as well as services offered. As inflation rate is unstable in Pakistan, spending power of consumers has effected in the long term. In fact growth in Pakistani economy has resulted in an increase in spending power and has positively impacted the airline industry. Economically, the new millennium has been highly volatile; the September 11 attacks revolutionized the whole world. Consequently, there was a global depression in the North America, South America, Australia and Europe. However, in Asia especially Pakistan the effect in the short term was otherwise. The economy began to boom because of greater remittances from abroad and whole sum immigration by expatriates. As a result, demand for air travel in South Asia rose. Economic conditions of Pakistan are however improving. PIA has cost a advantage over its competitors because of its newly acquired, improved, long distance aircrafts from Boeing which give longer range and better fuel economy than any other jet currently produced. This cost advantage is a barrier to entry for new firms. However, this cost advantage will not be significant on domestic routes. SOCIAL FACTORS: The social arid cultural influences on business vary from country to country. The social structure of Pakistan is closely tied. The trend is now changing as the general public is educated and is pursuing professional goals. Customers are more aware of market conditions and available options and want to get best value for their money. They spend considerable time and money on entertainment hence increasing the need of in-flight entertainment systems. Also, word of mouth has a significant impact in the use of airline services. Hajj attracts a huge number of customers. The social environment of Pakistan is turning liberal with the new regime. The initiative to automate check-in and ticket booking process might not be very popular with the general public (even educated population) is still technology averse. E-ticketing might also face significant challenges as consumers are generally reluctant to provide their credit cards information over the phone and the internet. The consumers, however, have a warm reaction to the prospect of less costly but quality service flights. vi) TECHNOLOGICAL FACTORS: Technology is vital for competitive advantage and is a major driver of the airlines industry. Major technological changes are taking place in the airlines industry with innovations in the reservations and booking systems. In-flight entertainment systems and auto check in counters are two examples of such innovations. Internet plays a key role in e-ticketing as consumer can easily reserve tickets or check the status of the flight. A key issue will be the extent, to which technological advancements (such as Internet) impact distribution and cost synergies from industry consolidation, can offset upward pressures on costs. PIA has always led the path of technological innovations by introducing new technologies ahead of its competitors such as its auto check-in counters which has helped it gain market share. It was the first airline in Pakistan to install Sabre system followed by the market leader. RECOMMENDATIONS FOR PAKISTAN INTERNATIONAL AIRLINES Decentralization: PIA should decentralize its structure that would lead to the easy management, increased motivation, easy access to information and resolution of the conflicts (as they would be resolved by the immediate manger time span would then reduced). Since employees issues regarding their behavior would lessen, so it would ultimately lead to more satisfied employees that would result in enhanced productivity of the organization. Strategic Business Unit: PIA should make its different departments into Strategic Business Unit. Every SBU should have a defined business strategy and a manager with sales and profit responsibility. As PIA is a large organization, so it must be convert into SBUs.Different factors should be determined for the success of SBUs which as follows. The degree of autonomy given to each SBU manager. The degree to which an SBU shares functional programs and facilities with other SBUs The manner in which the corporation evaluates and rewards the performance of its SBU managers Transparent policy adoption: PIA should adopt transparent policy that employees should be promoted on merit basis. And Chairman of PIA should be appointed from with in the organization. Union should support it, it will motivate the employees and PIA will grow in profit. PIA should not induct new employees till the time they are needed on the basis of my personal observation at Rawalpindi station I have seen that a task which can be performed by person PIA had 3 employees for that.PIA should give bonus to the industrious and competent employees. Employee Empowerment: PIA should make efforts towards empowering the employees that is going to lead to more employee participation in the decision making process and also result in more employee satisfaction and enhanced motivation. Apart from this, employees would feel more independent to discuss the issues explicitly without hesitation. This would also enhance team work process at PIA as quality team and cross-functional teams. The employees will work with more commitment and dedication and every employee would work to his/her fullest due to increased motivation. <

Definition And Description of Employee Innovation Behaviour

Definition And Description of Employee Innovation Behaviour CHAPTER 2 Employee innovation behaviour has been defined as the intentional behaviour of an individual to introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West Farr, 1989, 1990b). Examples of employee innovative behaviour in the workplace include introducing new technologies and techniques, suggesting new ways to achieve objectives, trying new ways of performing work tasks, and facilitating the implementation of new ideas. Several points in the definition on employee innovation proposed by West and Farr (1989, 1990b) are worth noting. Firstly, employee innovative behaviours include behaviours pertaining to both the introduction and the application or implementation of new ideas, products, processes and procedures by the employees. This definition thus includes a variety of behaviours pertaining to the innovation processes in an organisation. Secondly, this definition takes into account both technical innovations (the introduction or application of new technologies, products, and services) and administrative innovations (the introduction or application of new procedures and policies) (Van de Ven, 1986). Technical innovations are innovations that occur in the primary work activity of the organization; administrative innovations are innovations that occur in the social system of an organization (Daft, 1978; Damanpour Evan, 1984). Examples of technical innovation include the implementation of an idea for a new product or the introduction of new elements in an organizations production process. Examples of administrative innovation include the implementation of new policies of recruitment, allocating resources, and reward. Individual innovative behaviours could be behaviours pertaining to the introduction or implementation of both technical and administrative innovations. Thirdly, the new ideas, products, processes, and procedures being introduced or implemented do not have to be absolutely new to the field. They only need to be new relative to the unit of adoption. For example, an employee is innovating when he introduces an IT system that has not been used in his organization before. This technology doesnt have to be a new invention and could have been used in other organizations before. And finally, innovative behaviours include not only those behaviours leading to innovations within the individuals work role but also behaviours that initiate or facilitate innovations in higher level units such as the individuals work group, department, or the entire organization (West Farr 1989. 2.2 Construction of the Terminology Used in the Dissertation Several similar terminologies to employee innovation exist in the literature. A brief discussion about how those terminologies are similar to and different from the framework of employee innovative behaviour will prevent potential confusion and help our understanding of employee innovative behaviour. One similar construct is individual creative behaviour. Creativity refers to the production and introduction of novel and useful ideas, products, or processes (Amabile, 1988; Oldham Cummings, 1996; Shalley, 1995; Woodman, Sawyer, Griffin, 1993). Individual creative behaviours are behaviours pertaining to the generation of such novel and useful ideas, products, or processes. Creative behaviour is closely linked to innovative behaviour and it can be considered as one type of innovative behaviour. However, innovative behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviou r) and the introduction and implementation of new ideas generated by other people and organizations. Creativity requires absolute novelty of the idea whereas innovation only requires relative novelty of the idea to the unit of adoption (King, 1990; Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from another organization to the current organization would be innovative but not creative. Also, the definition of creativity includes an inherent requirement for the idea or product to be useful. The phenomenon of innovative behaviour doesnt include a usefulness judgment in itself. An innovative attempt could result in different possible consequences for the organization. Yet an ineffective innovation is still an innovation. Also, creative behaviour concerns the generation of ideas whereas innovative behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 1988; Scott Bruce, 1994; Zhou, 1998, 2003). Another related concept to employee innovation is role innovation. Role innovation is the introduction of significant new behaviours into a pre-existing role (West, 1987a, 1987b). Role innovation is usually studied in the context of job change and relocation (e.g., Allen Meyer, 1990; Ashford Saks, 1996; Munton West, 1995; Nicholson, 1984; West Rushton, 1989). The reference for comparison in role innovation is the pre-existing job role. It is considered an act of role innovation, if the way the current job holder does his job is different from the way the previous job holder did it or from the way other people currently do the same job in the same organization. Role innovation is related to innovative behaviour in the sense that introducing new behaviours and procedures into an existing work role is one type of innovative behaviour. However, these two concepts are still different. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone but also in the department, unit, and the organization. In addition, all innovative behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational positions (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in innovative behaviour. However, since it is part of their existing job or work role, those behaviours are not considered as role innovation. Another similar concept is personal initiative. Frese, Kring, Soose, and Zempel (1996: 38) defined personal initiative as a behavior syndrome resulting in an individuals taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the following aspects: it (1) is consistent with the organizations mission; (2) has a long-term focus; (3) is goal-directed and action-oriented; (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the workplace such as voluntary suggestion of new ideas to the organization can be seen as both personal initiative and innovative behaviours. However, not all personal initiative behaviours are innovative behaviours. Personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require additional energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not innovative behaviours. Moreover, personal initiative is voluntary in nature of the behaviour whereas innovative behaviours do not have to be beyond the formal job requirement. In a nutshell, creative behaviour, role innovation and personal initiative are all related to but different from the construct of individual innovative behaviour. Differentiating these constructs will further clarify the concept of employee innovative behaviour. At the same time, the existing similarities suggest the possibility that the literatures devoted to these related constructs could inform research on innovative behaviours. 2.3 Employee Innovation and Image Outcome Expectations Why do employees innovate in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the importance of outcome expectations in determining human innovative behaviour. The operant conditioning theory of learning stresses the importance of the Law of Effect, which states that behaviour which appears to lead to a positive consequence tends to be repeated, while behaviour that leads to a negative consequence tends not to be repeated (Thorndike, 1911). Banduras social learning theory (1977) proposed that people learn about the consequences expected for certain behaviours not only from their own experiences but also from observing others in the workplace. To summarize, operant conditioning theory and social learning theory advocates that people develop outcome expectations of certain behaviours either from direct experiences or from vicarious learning. The outcome expectations, in turn, guide their future behaviour in the workplace. The effects of outcome expectations on behaviour are more directly addressed in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational force to perform an act is determined by his expectancies that the act will be followed by the attainment of certain first-level outcomes (expectancy), that these first-level outcomes will lead to certain second-level outcomes (instrumentality), and the value of these second-level outcomes (valence). The importance of outcome expectations is depicted by the concept of expectancy, which is a subjective belief concerning the likelihood that a behaviour will lead to particular first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in affecting individual behavioural intentions can also be found in Ajzen and Fishbeins theory of reasoned action (1980). Outcome expectations guide innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major outcome expectations that affect employee innovation at work? Two major types of outcome expectations will impact employees decision to engage in innovative behaviours: expected performance outcomes and expected image outcomes. Expected performance outcomes are employees expectations of how his or her innovative behaviours would affect the performance or efficiency of the employees work role or unit. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect other organization members perceptions of him or her. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her. The linkage of performance and image outcomes at the individual level is comparable to the differentiation between organization efficiency and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for social as well as economic fitness in the institutional perspective (DiMaggio Powell, 1983). Whereas the economic fitness or organization efficiency frontier enhance the organizations profits and competitive advantages, social fitness brings legitimacy which helps the organization gain stability, resources and hence survival. Several studies have recently brought such an institutional perspective into the study of innovation processes by highlighting the impacts of both efficiency outcomes and potential legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is related to internal organizational requirements while late adoption is related to institutional definitions of legit imate structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can customize Total Quality Management (TQM) practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is influenced by both internal efficiency considerations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the image outcome). The results not only supports the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption will vary in different situations. Abrahamson (1991) suggested a typology that highlights the dominant efficient choice paradigm and other less dominant perspectives that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who always adopt innovations that can improve organization efficiency or performance. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to boost organizations economic performance. The impacts of expected performance outcomes and expected image outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political motives for employee innovation, respectively (see Figure 1). Figure 1 Outcome Expectations and Employee Innovation Behaviour Note: Except for those marked with negative signs, all links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a). 2.4 The Efficiency-Oriented Perspective of Expected Performance Outcomes: The efficiency-oriented perspective in understanding employee innovation behaviour suggests that one major reason people innovate is to bring performance gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have directly tested the effect of such expected performance outcomes on innovative behaviour. This dissertation provides a hypothesis for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected image outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, expected image outcomes refer to expected perceptions from a potential audience (i.e., other employ ees in the organization) rather than the concern for the approval or disapproval of others. Image outcome expectations can be influenced by other factors as well such as relationship quality, peer expectations, and job requirements. The Literature available on impression management provides an interesting distinction between defensive and assertive impression management (Arkin, 1981; Schlenker, 1980). Tetlock Manstead (1985:61) provides a good discussion on this distinction: Defensive impression management is to protect an employees established social image; it is triggered by negative affective states such as embarrassment and shame. Whereas assertive impression management is designed to improve an employees social image; it is triggered by perceived opportunities for creating favourable impressions on others. Therefore the difference between avoiding image risks and pursuing image enhancement represent different affective states and individual motives. Consulting the impression management literature, the dissertation hypothesizes two major types of image outcome expectations that may affect an employees decision to engage in innovative behaviour. Firstly, expected image loss risk will constrain people from demonstrating innovative behaviour. An employee may decide to play it safe and try and avoid being innovative in order to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks will restrict the tendency of an employee to engage in innovative behaviour (refer Figure 1). On the other hand, people may feel the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. Contrary to the problem-driven construct this latter construct is consistent with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987; Cummings Worley, 2005; Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to solve existing problems but also to pursue further improvement toward an ideal vision. Efficiency and performance improvement increases the competitiveness and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more likely to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring positive performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in understanding innovation. This approach suggests that people innovate because they expect positive results in performance gains. The following hypothesis has been developed based on analysing the above literature on the efficiency-oriented perspective of expected performance outcomes: Hypothesis 1: Expected positive performance outcomes are positively related to employee innovation behaviour at the workplace. 2.5 The Social-Political Perspective of Expected Image Outcomes Expected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees engaging in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargadons (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviours in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective imp ression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 2(a): Expected image risks are negatively related to employee innovation behaviour at the workplace. Hypothesis 2(b): Expected image gains are positively related to employee innovation behaviour at the workplace. 2.6 Conceptual Model for Employee Innovation Behaviour Performance and image outcome expectations are proximal determinants which determine employee innovation in the workplace and also serve as intermediate processes by which more distal individual differences and contextual antecedents affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors influence expectations of outcomes and therefore employee innovative behaviour is important for at least two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate psychological processes. Secondly, it explains the sources of variance in employee performance and image outcome expectations across individuals and situations. Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee innovation behaviour: Perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo. These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were taken together to form the conceptual model for testing employee innovation behaviour in this dissertation. Figure 2 Diagram of Conceptual Model for Employee Innovation Behaviour Note: Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a) 2.6.1 Perceived Organization Support for Innovation Organization support for innovation in terms of pro-innovation climate, resources, and time allocation, is one of the primary environmental qualities that promote innovation and creativity (Amabile, 1988; Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour. If an organizational environment favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990: 73). Similarly, an organizational climate that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experimentation (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential image loss risks and increased potential image gain environment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high. Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the pinnacle of success. Having such beliefs embedded in the culture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are likely to be those individuals who share basic beliefs with the organization. Hence, it is logical to expect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more likely t o have pro-innovation individual beliefs. In other words, they are more likely to be satisfied and believe that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as another motive for employee behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 3(a): Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 3(b): Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 3(c): Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.2 Supervisor Relationship Quality A quality manager-employee relationship has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994; Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and decision latitude in return for greater loyalty and commitment (Dansereau, Graen, Haga, 1975; Graen, 1976; Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains. Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998; Markus Zajonc, 1985; Postman, Bruner, McGinnies, 1948). Research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986; Judge Ferris, 1993; Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are meaningful and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordinates, he or she is more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979; Regan, Straus, Fazio, 1974; Regan Totten, 1975). It is expected that good people will perform good actions, and bad people will perform bad actions. Thus whe n liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains. The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a): Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 4(b): Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 4(c): Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace. 2.6.3 Innovativeness as a Job Requirement The requirements of a job have been identified by researchers as an activating force for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000; Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is determined not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information processing theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it validates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research evidence shows that an audience is less critical and more receptive to change-initiated or innovative behaviours from people whose functional background or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that functional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovat ive behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees. The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a): Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 5(b): Innovativeness as job requirement is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 5(c): Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.4 Reputation of an Employee as Innovative The employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are affected by their current image in the society (Leary Kowalski, 1990; Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked down upon by the people in the society. The employees who are not expected to be Definition And Description of Employee Innovation Behaviour Definition And Description of Employee Innovation Behaviour CHAPTER 2 Employee innovation behaviour has been defined as the intentional behaviour of an individual to introduce and/or apply new ideas, products, processes, and procedures to his or her work role, unit, or organization (West Farr, 1989, 1990b). Examples of employee innovative behaviour in the workplace include introducing new technologies and techniques, suggesting new ways to achieve objectives, trying new ways of performing work tasks, and facilitating the implementation of new ideas. Several points in the definition on employee innovation proposed by West and Farr (1989, 1990b) are worth noting. Firstly, employee innovative behaviours include behaviours pertaining to both the introduction and the application or implementation of new ideas, products, processes and procedures by the employees. This definition thus includes a variety of behaviours pertaining to the innovation processes in an organisation. Secondly, this definition takes into account both technical innovations (the introduction or application of new technologies, products, and services) and administrative innovations (the introduction or application of new procedures and policies) (Van de Ven, 1986). Technical innovations are innovations that occur in the primary work activity of the organization; administrative innovations are innovations that occur in the social system of an organization (Daft, 1978; Damanpour Evan, 1984). Examples of technical innovation include the implementation of an idea for a new product or the introduction of new elements in an organizations production process. Examples of administrative innovation include the implementation of new policies of recruitment, allocating resources, and reward. Individual innovative behaviours could be behaviours pertaining to the introduction or implementation of both technical and administrative innovations. Thirdly, the new ideas, products, processes, and procedures being introduced or implemented do not have to be absolutely new to the field. They only need to be new relative to the unit of adoption. For example, an employee is innovating when he introduces an IT system that has not been used in his organization before. This technology doesnt have to be a new invention and could have been used in other organizations before. And finally, innovative behaviours include not only those behaviours leading to innovations within the individuals work role but also behaviours that initiate or facilitate innovations in higher level units such as the individuals work group, department, or the entire organization (West Farr 1989. 2.2 Construction of the Terminology Used in the Dissertation Several similar terminologies to employee innovation exist in the literature. A brief discussion about how those terminologies are similar to and different from the framework of employee innovative behaviour will prevent potential confusion and help our understanding of employee innovative behaviour. One similar construct is individual creative behaviour. Creativity refers to the production and introduction of novel and useful ideas, products, or processes (Amabile, 1988; Oldham Cummings, 1996; Shalley, 1995; Woodman, Sawyer, Griffin, 1993). Individual creative behaviours are behaviours pertaining to the generation of such novel and useful ideas, products, or processes. Creative behaviour is closely linked to innovative behaviour and it can be considered as one type of innovative behaviour. However, innovative behaviours include a broader range of behaviours than just creative behaviours. Innovative behaviours include both the introduction of self-generated ideas (creative behaviou r) and the introduction and implementation of new ideas generated by other people and organizations. Creativity requires absolute novelty of the idea whereas innovation only requires relative novelty of the idea to the unit of adoption (King, 1990; Woodman, Sawyer, Griffin, 1993).Therefore, adopting a new policy from another organization to the current organization would be innovative but not creative. Also, the definition of creativity includes an inherent requirement for the idea or product to be useful. The phenomenon of innovative behaviour doesnt include a usefulness judgment in itself. An innovative attempt could result in different possible consequences for the organization. Yet an ineffective innovation is still an innovation. Also, creative behaviour concerns the generation of ideas whereas innovative behaviour includes both the generation or introduction and the application or implementation of the new ideas (Amabile, 1988; Scott Bruce, 1994; Zhou, 1998, 2003). Another related concept to employee innovation is role innovation. Role innovation is the introduction of significant new behaviours into a pre-existing role (West, 1987a, 1987b). Role innovation is usually studied in the context of job change and relocation (e.g., Allen Meyer, 1990; Ashford Saks, 1996; Munton West, 1995; Nicholson, 1984; West Rushton, 1989). The reference for comparison in role innovation is the pre-existing job role. It is considered an act of role innovation, if the way the current job holder does his job is different from the way the previous job holder did it or from the way other people currently do the same job in the same organization. Role innovation is related to innovative behaviour in the sense that introducing new behaviours and procedures into an existing work role is one type of innovative behaviour. However, these two concepts are still different. Role innovation only changes processes within an individuals work role. Innovative behaviours, however, is not limited to innovations occurring in the work role alone but also in the department, unit, and the organization. In addition, all innovative behaviours cannot be considered as role innovation. For example, developing new ideas and products is part of the job profile for some organizational positions (e.g. the RD department). People in those job positions routinely introduce new products and procedures into the organization and therefore frequently engage in innovative behaviour. However, since it is part of their existing job or work role, those behaviours are not considered as role innovation. Another similar concept is personal initiative. Frese, Kring, Soose, and Zempel (1996: 38) defined personal initiative as a behavior syndrome resulting in an individuals taking an active and self-starting approach to work and going beyond what is formally required in a given job. More specifically, personal initiative is characterized by the following aspects: it (1) is consistent with the organizations mission; (2) has a long-term focus; (3) is goal-directed and action-oriented; (4) is persistent in the face of barriers and setbacks, and (5) is self-starting and proactive. Some individuals behaviour in the workplace such as voluntary suggestion of new ideas to the organization can be seen as both personal initiative and innovative behaviours. However, not all personal initiative behaviours are innovative behaviours. Personal initiative could include both quantitative and qualitative initiatives. Quantitative initiatives are those activities that only require additional energy. Those activities do result into the application of new ideas, products, and procedures into the workplace and therefore are not innovative behaviours. Moreover, personal initiative is voluntary in nature of the behaviour whereas innovative behaviours do not have to be beyond the formal job requirement. In a nutshell, creative behaviour, role innovation and personal initiative are all related to but different from the construct of individual innovative behaviour. Differentiating these constructs will further clarify the concept of employee innovative behaviour. At the same time, the existing similarities suggest the possibility that the literatures devoted to these related constructs could inform research on innovative behaviours. 2.3 Employee Innovation and Image Outcome Expectations Why do employees innovate in an organisation? A piece of wisdom reiterated by learning theories and motivation theories is the importance of outcome expectations in determining human innovative behaviour. The operant conditioning theory of learning stresses the importance of the Law of Effect, which states that behaviour which appears to lead to a positive consequence tends to be repeated, while behaviour that leads to a negative consequence tends not to be repeated (Thorndike, 1911). Banduras social learning theory (1977) proposed that people learn about the consequences expected for certain behaviours not only from their own experiences but also from observing others in the workplace. To summarize, operant conditioning theory and social learning theory advocates that people develop outcome expectations of certain behaviours either from direct experiences or from vicarious learning. The outcome expectations, in turn, guide their future behaviour in the workplace. The effects of outcome expectations on behaviour are more directly addressed in Vrooms expectancy theory of motivation (1964). The renowned expectancy theory of motivation suggests that an individuals motivational force to perform an act is determined by his expectancies that the act will be followed by the attainment of certain first-level outcomes (expectancy), that these first-level outcomes will lead to certain second-level outcomes (instrumentality), and the value of these second-level outcomes (valence). The importance of outcome expectations is depicted by the concept of expectancy, which is a subjective belief concerning the likelihood that a behaviour will lead to particular first-level outcomes (Vroom, 1964). A similar observation of the importance of outcome expectations in affecting individual behavioural intentions can also be found in Ajzen and Fishbeins theory of reasoned action (1980). Outcome expectations guide innovative behaviours in the workplace. In the case of employee innovative behaviour, what are the major outcome expectations that affect employee innovation at work? Two major types of outcome expectations will impact employees decision to engage in innovative behaviours: expected performance outcomes and expected image outcomes. Expected performance outcomes are employees expectations of how his or her innovative behaviours would affect the performance or efficiency of the employees work role or unit. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect other organization members perceptions of him or her. Expected image outcomes are an individuals expectations about how his or her innovative behaviours would affect the perceptions of the other members of the organisation towards him or her. The linkage of performance and image outcomes at the individual level is comparable to the differentiation between organization efficiency and legitimacy as suggested by institutional theory (Meyer Rowan, 1977). The organizations compete for social as well as economic fitness in the institutional perspective (DiMaggio Powell, 1983). Whereas the economic fitness or organization efficiency frontier enhance the organizations profits and competitive advantages, social fitness brings legitimacy which helps the organization gain stability, resources and hence survival. Several studies have recently brought such an institutional perspective into the study of innovation processes by highlighting the impacts of both efficiency outcomes and potential legitimacy outcomes on innovation adoption decisions. Tolbert and Zucker (1983) found that an early adoption of civil service is related to internal organizational requirements while late adoption is related to institutional definitions of legit imate structural form Westphal, Gulati and Shortell (1997) in their research work found out that early adopters can customize Total Quality Management (TQM) practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. Results from both the empirical studies conclude that an organizations decision to adopt an innovation is influenced by both internal efficiency considerations (i.e., the efficiency outcome) and external legitimacy considerations (i.e., the image outcome). The results not only supports the importance of considering both outcomes in the innovation process but also suggests that their relative impact on innovation adoption will vary in different situations. Abrahamson (1991) suggested a typology that highlights the dominant efficient choice paradigm and other less dominant perspectives that can be used to guide innovation research. The dominant paradigm is the efficient choice perspective (i.e., the efficiency-oriented perspective), which conceptualises organizations as rational entities who always adopt innovations that can improve organization efficiency or performance. On the other hand, two other perspectives the fashion and fad perspectives stresses on the importance of social-political processes by suggesting that organizations sometimes adopt innovations for their symbolic meaning, signalling innovativeness, rather than to boost organizations economic performance. The impacts of expected performance outcomes and expected image outcomes on employee innovative behaviour represents the efficiency-oriented and the social-political motives for employee innovation, respectively (see Figure 1). Figure 1 Outcome Expectations and Employee Innovation Behaviour Note: Except for those marked with negative signs, all links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a). 2.4 The Efficiency-Oriented Perspective of Expected Performance Outcomes: The efficiency-oriented perspective in understanding employee innovation behaviour suggests that one major reason people innovate is to bring performance gains. Although assumed to be one of the major motivational reasons in this dominating paradigm, few studies have directly tested the effect of such expected performance outcomes on innovative behaviour. This dissertation provides a hypothesis for testing the outcome of the effects of such expectation and on employee innovation behaviour at work. Expected image outcomes have been considered different from the concept of subjective norm in the theory of reasoned action (Ajzen Fishbein, 1980) in this study. The subjective norm concept refers to a persons belief about whether significant others think that he or she should engage in the behaviour. Although both the concepts are related to potential social outcomes of employees behaviour, expected image outcomes refer to expected perceptions from a potential audience (i.e., other employ ees in the organization) rather than the concern for the approval or disapproval of others. Image outcome expectations can be influenced by other factors as well such as relationship quality, peer expectations, and job requirements. The Literature available on impression management provides an interesting distinction between defensive and assertive impression management (Arkin, 1981; Schlenker, 1980). Tetlock Manstead (1985:61) provides a good discussion on this distinction: Defensive impression management is to protect an employees established social image; it is triggered by negative affective states such as embarrassment and shame. Whereas assertive impression management is designed to improve an employees social image; it is triggered by perceived opportunities for creating favourable impressions on others. Therefore the difference between avoiding image risks and pursuing image enhancement represent different affective states and individual motives. Consulting the impression management literature, the dissertation hypothesizes two major types of image outcome expectations that may affect an employees decision to engage in innovative behaviour. Firstly, expected image loss risk will constrain people from demonstrating innovative behaviour. An employee may decide to play it safe and try and avoid being innovative in order to look socially appropriate and prevent potential image loss. Showing such a tendency to avoid negative evaluations represents the protective self-presentation (Arkin, 1981) or defensive impression management motive (Tetlock Manstead, 1985). The self-protective motive shows that expected image risks will restrict the tendency of an employee to engage in innovative behaviour (refer Figure 1). On the other hand, people may feel the need to innovate because they may see potential opportunity to enhance work efficiency. For example, a high-performing employee may want to introduce a new work technique because he or she perceives opportunities to further improve efficiency. Contrary to the problem-driven construct this latter construct is consistent with the more contemporary vision-guided change model (Cooperrider Srivastva, 1987; Cummings Worley, 2005; Watkins Mohr, 2001) and possibility-driven logic of change (Ford Ford, 1994). This approach suggests that changes can be initiated not only to solve existing problems but also to pursue further improvement toward an ideal vision. Efficiency and performance improvement increases the competitiveness and success of an employee. Regardless of the purpose being is to fix existing performance problems or to explore potential benefits, people will be more likely to engage in innovative behaviour if they expect that the introduction of new ideas, products, procedures, or processes would bring positive performance outcomes to his or her work or job role (refer Figure 1). Therefore expected performance outcomes represent the efficiency-oriented perspective in understanding innovation. This approach suggests that people innovate because they expect positive results in performance gains. The following hypothesis has been developed based on analysing the above literature on the efficiency-oriented perspective of expected performance outcomes: Hypothesis 1: Expected positive performance outcomes are positively related to employee innovation behaviour at the workplace. 2.5 The Social-Political Perspective of Expected Image Outcomes Expected image outcomes are an individuals expectations about how his or her innovative behaviour would impact the perceptions of the other members of the organisation about him or her. Ashford, Rothbard, Piderit, and Dutton (1998), consider expected image outcomes as Employees may engage in innovative behaviour as a conscious effort to improve image. The employees engaging in innovative behaviour to pursue image gain depict the assertive impression management motive (Rioux Penner, 2001). An apt example will be employees suggesting new ideas to managers to appear competent and conscientious. Sutton and Hargadons (1996) designed a study to analyse self-enhancing motive and engineers competitive behaviours in brainstorming sessions. The self enhancing motive suggests that expected image gains will increase employee innovative behaviour at work (refer Figure 1). In line with the social-political perspective in understanding innovation, both avoiding image risks (the self-protective imp ression management motive) and pursuing image gains (the self-enhancing impression management motive) emphasize the importance of social-political considerations in determining employee innovative behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 2(a): Expected image risks are negatively related to employee innovation behaviour at the workplace. Hypothesis 2(b): Expected image gains are positively related to employee innovation behaviour at the workplace. 2.6 Conceptual Model for Employee Innovation Behaviour Performance and image outcome expectations are proximal determinants which determine employee innovation in the workplace and also serve as intermediate processes by which more distal individual differences and contextual antecedents affect employee innovation capabilities (West Farr, 1989). An analysis of how distal antecedent factors influence expectations of outcomes and therefore employee innovative behaviour is important for at least two reasons. Firstly, it addresses the question of how distal individual differences of employees and contextual factors affect employee innovation behaviour by examining the intermediate psychological processes. Secondly, it explains the sources of variance in employee performance and image outcome expectations across individuals and situations. Without the intention of providing an all exclusive list, the following five distal antecedent factors were considered as especially important for employee innovation behaviour: Perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo. These aforementioned antecedents were chosen because they are among the most studied in the literature and they represent different angles to understand employee innovative behaviour. The five proximal antecedents were taken together to form the conceptual model for testing employee innovation behaviour in this dissertation. Figure 2 Diagram of Conceptual Model for Employee Innovation Behaviour Note: Except for all those links marked with negative signs, all other links in the model are hypothesized to be positive. Source: Diagram adapted from Innovation and creativity at work: Psychological and organizational strategies by West Farr (1990a) 2.6.1 Perceived Organization Support for Innovation Organization support for innovation in terms of pro-innovation climate, resources, and time allocation, is one of the primary environmental qualities that promote innovation and creativity (Amabile, 1988; Kanter, 1988). This dissertation explores performance and image outcome expectations as important intermediate processes and tries to explain why such organization support affects innovative behaviour. If an organizational environment favours change rather than tradition for its growth and development, its members will seek to initiate change in order to be culturally appropriate (Farr Ford, 1990: 73). Similarly, an organizational climate that promotes innovation will encourage employee to engage in innovative behaviours because such climate legitimates experimentation (West Wallace, 1991) and reduces image risk involved in such behaviours (Ashford et al., 1998). An organization climate promoting innovation delivers expectancies and instrumentalities (Scott Bruce, 1994) so that the employees in that organization understand that being innovative is a desirable image. Reduced potential image loss risks and increased potential image gain environment encourage employees to engage in more innovative behaviours when perceived organization support for innovation is high. Employees in an organization supporting innovation may want to engage in more innovative behaviours not only because of the potential image outcomes but also because they have higher expectations for positive performance outcomes resulting from such innovative behaviours. A favourable organization climate for innovation demonstrates the belief that innovation will benefit the organization in developing and achieve the pinnacle of success. Having such beliefs embedded in the culture of the organization will influence individual attitudes and beliefs through the organization and boost innovation processes. Schneiders (1987) attraction-selection-attrition (ASA) framework suggests people attracted to and remaining in the organization are likely to be those individuals who share basic beliefs with the organization. Hence, it is logical to expect that compared with organisations not promoting innovative behaviours, people in organizations with pro-innovation climates are also more likely t o have pro-innovation individual beliefs. In other words, they are more likely to be satisfied and believe that initiating innovations will benefit the efficiency and performance of their work. Such beliefs in positive performance outcomes serve as another motive for employee behaviour in the workplace. The following hypothesis has been developed based on analysing the above literature on the social-political perspective of expected image of expected image outcomes Hypothesis 3(a): Perceived organization support for innovation is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 3(b): Perceived organization support for innovation is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 3(c): Perceived organization support for innovation is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.2 Supervisor Relationship Quality A quality manager-employee relationship has been found out to be an important contextual factor on employee innovation and creativity (Scott Bruce, 1994; Tierney, Farmer, Graen, 1999). The prevalence of a quality relationship with supervisor will influence employee innovative behaviour indirectly through its influence on performance and image outcome expectations. A quality relationship between the managers and the employees will increase an employees belief that his or her innovative behaviour will result in performance and efficiency gains. The Leader-Member Exchange (LMX) theory suggests that subordinates who have high-quality relationships with their supervisors are provided greater resources in the workplace (e.g., privileged information, work support) and decision latitude in return for greater loyalty and commitment (Dansereau, Graen, Haga, 1975; Graen, 1976; Graen, Novak, Sommerkamp, 1982). Therefore, employees with high-quality supervisor relationships are more likely to engage in innovative behaviour and be confident that their actions will result in performance and efficiency gains. Desire and motivation of the employees influence what he or she perceives (Gilbert, 1998; Markus Zajonc, 1985; Postman, Bruner, McGinnies, 1948). Research studies undertaken previously shows that supervisors tend to evaluate the employees they like and trust in a more positive way (Cardy Dobbins, 1986; Judge Ferris, 1993; Wayne Liden, 1995). When a supervisor likes and believes in the employee, he or she is more likely to think positively about the employees ideas and believe such ideas are meaningful and significant (Zhou Woodman, 2003). Previous research on attributions concept indicates that when the supervisor likes or empathizes with his sub-ordinates, he or she is more likely to attribute positive outcomes to the sub-ordinatess dispositional causes and negative outcomes to situational causes (Green Mitchell, 1979; Regan, Straus, Fazio, 1974; Regan Totten, 1975). It is expected that good people will perform good actions, and bad people will perform bad actions. Thus whe n liked characters do good things or disliked actors do bad things, we attribute the action to characteristics of the character (Heider, 1958). Therefore, when perceiving a good relationship with the supervisor, an employee will feel more confident that his new ideas will receive acceptance and favourable evaluations from his supervisor, resulting in higher possibilities for image gains. The following hypothesis has been developed based on analysing the above literature on the supervisor relationship quality Hypothesis 4(a): Supervisor relationship quality is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 4(b): Supervisor relationship quality is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 4(c): Supervisor relationship quality is positively related to expected image gains associated with innovative behaviour at the workplace. 2.6.3 Innovativeness as a Job Requirement The requirements of a job have been identified by researchers as an activating force for innovation (Kanter, 1988) and a primary factor in inducing employee creativity (Shalley, Gilson, Blum, 2000; Tierney Farmer, 2002). This dissertation explores the mechanisms through which perceived job requirement for innovativeness encourages individual innovation by its influences on both expected performance and image outcomes. The innovative requirement of a job is determined not only by the objective nature of the job position (e.g., RD scientists versus technicians) but also by the subjective attitude of the job holder, which can be influenced by factors including the job holders social environment as suggested by the social information processing theory (Salancik Pfeffer, 1978). Perceived innovativeness as a part of job requirement will also encourage innovative behaviour by minimising the concerns for image risks and increasing image gain expectations. Firstly, it validates innovative behaviours as officially acceptable and socially appropriate. The job requirement serves as a contextual influence that justifies the employees innovative behaviour. Thus, the employees do not need to provide reasons to explain their innovative behaviours and do not need to be concerned about being seen as behaving inappropriately. Secondly, previous research evidence shows that an audience is less critical and more receptive to change-initiated or innovative behaviours from people whose functional background or job position supports such innovative behaviours. Ashford and colleagues (1998) found out in their research that functional background-issue fit negatively related to image risk from selling issues. In the same way, Daft (1978) found out that organizations appeared to adopt technical ideas from professionals (in that case, teachers) and administrative ideas from administrators. Applying the same logic here, managers and fellow co-workers will be more receptive to the innovat ive behaviours of employees in positions requiring innovativeness and will consider their new ideas as more valid and well-grounded, resulting in lower image risk and higher potential of image gain for the innovative employees. The following hypothesis has been developed based on analysing the above literature on reputation of an employee as innovative Hypothesis 5(a): Innovativeness as job requirement is positively related to expected positive performance outcomes associated with employee innovation behaviour at the workplace. Hypothesis 5(b): Innovativeness as job requirement is negatively related to expected image risks associated with employee innovation behaviour at the workplace. Hypothesis 5(c): Innovativeness as job requirement is positively related to expected image gains associated with employee innovation behaviour at the workplace. 2.6.4 Reputation of an Employee as Innovative The employees are considered as more socially appropriate and legitimate when their behaviours match categorizations and expectations of the organisation where they work in (Zelditch, 2001). The existing literature on impression management suggests that the impressions people try to create are affected by their current image in the society (Leary Kowalski, 1990; Schlenker, 1980). Behaviours which are consistent with the expectations and reputations (especially desirable ones) are socially legitimized, and behaviours against those expectations run the risk of being looked down upon by the people in the society. The employees who are not expected to be