Essay on Freud Meets World - 3137 Words

Sigmund Freud, physiologist, medical doctor, psychologist, and father of psychoanalysis, is recognized as one of the most influential thinkers of the twentieth century. Freud articulated the concepts of the unconscious, of infantile sexuality, and of repression. He proposed a tripartite account of the structure of the mind, as part of a radically new therapeutic reference for the understanding of human psychological development, and the treatment of abnormal mental conditions. Freud is also known as the â€Å"Father of Psychoanalysis.† Psychoanalysis refers to the method of investigating unconscious mental processes, and is also a form of psychotherapy. Not regarding the multiple manifestations of psychoanalysis as it exists†¦show more content†¦Four years after Freud graduated, he moved to Paris to study under Jean Martin Charcot, a famous neurologist. At the time, Charcot was working with patients who suffered from hysteria. Some of these people had no physical defects, but seemed to be blind or paralyzed. Charcot believed that their real problem was mental, and that the physical symptoms could be erased by hypnosis. Freud carefully analyzed Charcot’s work and began to assemble his own thoughts and theories. Freud returned to Vienna in 1886 and began to work specifically with hysterical patients using hypnosis, but found that its beneficial effects did not last long enough for the patient. He set up private practice as a consultant in nervous diseases and became a leading authority on the cerebral palsies of children. He met and collaborated with Josef Breuer, who used a different method with hysterical patients. Breuer had discovered that when he encouraged a hysterical patient to talk uninhibitedly about the earliest occurrences of the symptoms, the latter sometimes gradually abated. Working with Breuer, Freud developed the idea that many neuroses, or phobias, had their origins in deeply traumatic experiences that occurred in the earlier life of the patient, but were hidden from consciousness. The treatment Freud formulated was to enable the patient to recall the experience to consciousness, andShow MoreRelatedSigmund Freud Essay1264 Words   |  6 PagesSigmund Freud is known to be o ne of the most prominent scholars on research and thoughts regarding human nature. Freud is acknowledged for establishing out of the box theories with dominant concepts that are backed up by good evidence. Freud’s arguments are quite convincing, but very controversial. When thoughts get controversial, a loss of strength for an argument occurs. Freud feels that religion is a psychological anguish and suffering. 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In which she continued and explored his work until her death in 1982. Freud had set up a private practice and treated people with a wide verity of psychological disordersRead MoreLiterature Review on Dreams: Sigmund Freuds Psychoanalysis1669 Words   |  7 PagesLiterature Review on Dreams: Sigmund Freud’s Psychoanalysis Freud initiated a therapy called psychoanalysis towards helping patients overcome mental problems, using an in depth analyze of a patient’s dream. Freudian psychoanalysis assumes that dreams fulfill a certain function. Freud considers dreams as a mental activity also experienced by our ancestors. The mind begins to disconnect from the external world during sleep but remains in an instinctual state. The mind protects the sleeper fromRead MorePsychological Theories Of Psychology And Psychology1143 Words   |  5 Pagesgeneral. This paper also explains how the theory works with psychopathology and explains treatment modality in respect to this the theory. 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Accounting Treatment Along The Income Tax Disclosures †Free Samples

Question: Discuss about the Accounting Treatment Along The Income Tax Disclosures. Answer: Introduction: The current report depicts a brief overview of the existing accounting treatment along the income tax disclosures. The first section of the report deals with the construction of a literature review on HKAS 12 by concentrating on decision usefulness. This is used to ascertain whether the recording of deferred tax assets and deferred tax liabilities misleaders the users and whether the income tax disclosures adds or eliminates the confusion. Along with this, the financial statement of Hutchison has been evaluated, which has considerable effect on deferred tax assets and deferred tax liabilities on the ability of the users to gain an insight of the organisational performance and financial position. For supporting this, pertinent ratio analysis has been carried out to compare the financial statements with and without deferred taxes. Hutchison Telecommunications Australia Limited: Hutchison Telecommunications Australia Limited is a listed firm having 50% interest in Vodafone Hutchison Australia Private Limited. On 9th June 2009, Hutchison has merged with Vodafone Australia in 50:50 joint ventures. At 31st December 2016, the tax losses brought forward of Hutchison have been $1,370,000 (2015: $1,417,000) and these have been recouped. However, no deferred tax asset has been realised both in 2015 and in 2016 in relation to those losses. Depending on the long-term industrial analysis and the operating initiatives of Hutchison, the recognition of assets is carried out depending on the detailed financial modelling of the future taxable profits. The organisation has suffered a loss before tax of $63,453,000 in 2016 and $182,798,000 in 2015. Henceforth, there is existence of income tax benefit after the completion of reconciliation. The taxation of Hutchison has no income tax expense in 2016 (2015: $70,000); however, it has deferred tax liability only. The organisation has not recognised any deferred tax asset for 2015 and 2016, while the deferred tax liability has been recognised as $2,000 in 2016 and $63,000 in 2015. However, the organisation has carried out numerical reconciliation of the income tax expense to prima facie tax payable and the amount has fallen from $163,753 in 2015 to $63,453. This loss has been deducted from the share of loss of joint venture and after that, deferred tax on temporary difference unrecognised has been added. As a result, the income tax expense is nil in 2016 (2015: $70,000). In addition, all the unused tax losses have been utilised on the part of the Australian organisations. The tax loss benefit would be obtained, in case; the entity bringing forward the loss obtains any future assessable income and an amount adequate to allow the benefit from the deductions for the losses to be recognised. The organisation needs to adhere to the conditions for deductibility imposed on the part of the tax legislation. In order to minimise current tax expense, Hutchison has recouped tax losses, which is deducted from the opening unrecognised tax losses, to arrive at the unused tax losses, for which no deferred taxes have been realised. As a result, the potential tax benefit has been $53,769,000 (2015: 55,139,000). However, it could be inferred that both deferred tax assets and deferred tax liability do not carry much value to the users of the financial statements and hence, the chance of misleading is minimal in this case. References: Hutchison.com.au. (2017).Financial Reports - Hutchison Australia. [online] Available at: https://www.hutchison.com.au/investor-centre/financial-reports/ [Accessed 23 Oct. 2017]. Jordan, C.E., 2016. FASB's New Standard for Classifying Deferred Taxes.The CPA Journal,86(7), p.22. Laux, R.C., 2013. The association between deferred tax assets and liabilities and future tax payments.The Accounting Review,88(4), pp.1357-1383. Lubbe, I., Modack, G. and Watson, A., 2014. Financial Accounting GAAP Principles.OUP Catalogue. Small, R., Yasseen, Y. and Jansen, J., 2016. Accounting for deferred taxation: accounting technical.Professional Accountant,2016(27), pp.14-16.

The Moons Of The Solar System Essays - Planetary Science, Moons

The moons of the Solar System A moon is an object that rotates around a planet. Every planet except for Venus and Mercury have moons. The biggest moon in the Solar System is Ganymede, it has a diameter of 5,276 kilometres. It rotates around Jupiter. The smallest moon is Deimos, it has a diameter of only 16 kilometres. It rotates around Mars. Our moon is the fifth biggest of the 62 moons in the Solar System. It has a diameter of 3,476. The planet with the most moons is Saturn, it has 17 of them. Europa, which rotates around Jupiter, is the only moon that is covered with ice. That makes its surface smooth and with very few craters. Io constantly has volcanic eruptions because of the gravitational pull of Jupiter and three other moons. The coldest object in the Solar System is not Pluto but one of Neptunes moons, Triton. Mercury and Venus have no moons. Earth has one, Mars, has two, Jupiter has sixteen. Saturn has eighteen, Uranus has fifteen, Neptune has eight, and Pluto has one. The five biggest moons in the Solar System are: Number 1 Ganymede, Number 2 Titan, Number 3 Callisto, Number 4 Io and Number 5 our Moon. Mercury none Venus none Earth Moon Mars Phobos, Deimos Jupiter Mets, Actrastra, Thele, Io, Europa, Ganymede, Callisto, Lecla, Himabia, Lysithea, Elara, Amalthea, Ananne, Carme, Pasphae, Sinope Saturn Atlas, Prometheus, Pandora, Janus, Epimetheus, Mimas, Eceladus, Tethys, Telesta, Dione, Helene, Rhea, Titan, Hyperion, Iapetus, Phoebe, Calypso Uranus Cordelia, Ophelia, Bianca, Cressida, Desdemona, Juliet, Portia, Rosalind, Belinda, Puck, Miranda, Ariel, Umbriel, Titania, Oberon Neptune 1989 N6, 1989 N5, 1989 N4, 1989 N3, 1989 N2, 1989 N1, Triton, Nereid Pluto Charon

The Relationship Between Work Stress and Performacne Among Accountants Essays

The Relationship Between Work Stress and Performacne Among Accountants Essays The Relationship Between Work Stress and Performacne Among Accountants Essay The Relationship Between Work Stress and Performacne Among Accountants Essay THE RELATIONSHIP BETWEEN WORK STRESS AND PERFORMACNE AMONG ACCOUNTANTS. BY KEMIGISHA GRACE 05/U/094/AFD/GV A DISSERTATION SUBMITTED TO THE FACULTY OF VOCATIONAL STUDIES IN PARTIAL FULFILMENT FOR THE AWARD OF DEGREE OF BACHELOR OF SCIENCE IN ACCOUNTING AND FINANCE OF KYAMBOGO UNIVERSITY. SEPTEMBER 2008 DECLARATION I, Kemigisha Grace, declare that to the best of my knowledge this dissertation is my original work except where otherwise acknowledged. Signature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Date†¦Ã¢â‚¬ ¦.. APPROVAL This dissertation has been approved for submission Signature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ LUTALO GODWIN Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. DEDICATION I dedicate this work to all accountants that have ever felt the bite of work stress emotionally, mentally and financially. AKNOWLEDGEMENTS First, I would like to thank God for continuously blessing me with the presence of mind, health, and faith to complete my Degree. I would like to thank Cathy, Baine and Justine for providing words of encouragement when I needed them. Mr. Geoffrey Haabaasa, Mrs. Anne Akankwasa, Mrs. Rebecca Gumisiriza, Mrs. Jolly Rubambarama, Mrs. Juliet Mikisa and Miss. Gloria Katusiime for your continued friendship, support, and willingness to assist as needed. To Mr. Lutalo Godwin my supervisor, what would I or the other students do without you; thank you so much for the great support and all you do for us as students in the Business Department. ABSTRACT The study investigated the presence and direction of a relationship between work stress and employee performance among accountants. The study tried to uncover the common sources and signs of stress among accountants, the extent of the relationship between work stress and performance, coping strategies applied and other factors that affect performance of accountants. The study was conducted in the central region of Uganda and in particular, the districts of Kampala and Jinja. A quantitative and correlation design was used and tests were applied to a sample of 100 accountants but data from only 86 respondents was utilized. A cross-sectional approach in which tests were applied at only one point in time was used. Accidental sampling was used to select respondents who then provided the required data in the standardized self administered questionnaires supplied to them. Data was presented in tables using frequency counts and percentages, and the inferential data was computer analyzed using a combination of CORREL and Pearson’s rank correlation coefficient techniques. The results of the study showed that there was a significant negative relationship between work stress and performance but no significant relationship between work stress and coping mechanisms. CHAPTER ONE 1. 0Introduction This chapter provides the background to the study, statement of the problem, purpose of the study, research objectives, research questions, scope of the study, significance of the study and definition of terms. . 1Background to the Study Work stress defined by Beehr and Newman as â€Å"A condition arising from the interaction of people and their jobs that force them to deviate from their normal functions. † Stress is produced when the stressor interacts with the individual’s appraisal to induce emotional, behavioral and psychological reactions. It is likely to occur where demands are high, the individual has low control, and the individual lacks social support. Organizations today are under increasing pressure to improve productivity while simultaneously reducing costs resulting in an epidemic of â€Å"Corporate Anorexia† (Hamel 1996). A new enterprise formula is emerging ; ? x2x3 whereby half as many people are being paid twice as much to produce three times more (Handy 1996). The rapidly changing work conditions and environment now more than ever pose a threat to the health of employees and in turn to the health of the organization. All organizations constantly strive to be the top performers in their industries, a goal that is jeopardized by stress and its effects. It is reported that the psychological, physiological and behavioral changes due to stress are associated with lower job performance; a consistently a negative outcome for the organization. In managing work stress, organizations are one step closer to excellence. Accountants need to be aware of the current stress statistics in the corporate world and the pressures they are constantly warned of. They should know where these pressures are most likely to stem from, how the pressures will change their behavior and performance and ultimately how to cope with these pressures. Many organizations ignore the possible impact of work stress on performance of their employees. Other organizations feel at a loss to do anything about the stress levels among their employees therefore leave it to go unchecked. Stress hurts the organization and continued indifference by organizations puts them at risk. The study is intended to identify the main sources of work stress, the signs of work stress, the ways stress affects job performance and how it can be managed. 1. 2Statement of the problem As organizations grow larger and more competitive, employees are faced with longer work hours, heavier work loads, shrinking pay checks and greater bureaucracy; some of the factors that make it increasingly difficult to perform. In this increasingly complex corporate world, stress is inevitable. And with stress come the associated evils: health disorders, violence at work, errors, mental disorders, drug abuse, and other stress-related disorders that impair the effectiveness of individuals. The consistently changing work environment has led to demands on professionals that are greater than they can handle. The pressure to deliver has created human time-bombs just waiting to go off and this has to be addressed immediately. 1. 3Purpose of the study The overall objective of the study was to ascertain the presence and direction of a relationship between work stress and performance of accountants. 1. Objectives of the study The study was intended to achieve the following objectives: 1. To identify the major sources of work stress among accountants. 2. To determine the signs of work stress that most commonly present among accountants. 3. To assess the relationship between work stress and performance among accountants. 4. To identify the Coping Mechanisms applied by accountants. 5. To identify other factors which significantly affect the performance of accountants. 1. 5Research Questions The study was designed to answer the following questions: 1. What are the major sources of work stress among accountants? 2. What are the signs of work stress that are common among accountants? 3. How does work stress correlate with performance among accountants? 4. What coping mechanisms do accountants apply in dealing with their stress? 5. What other factors significantly affect the performance of accountants? 1. 6Scope of the study 1. 6. 1Geographic: The study was carried out among accountants in the central region of Uganda because of the high density of accountants in this region. Data was collected in Kampala and Jinja. 1. 6. 2Subject: The study focused on work stress because it can be managed by organizations by adjusting the various organization variables. The study emphasized the relationship between work stress and performance among accountants as opposed to the other professions and areas stress is believed to affect e. g. health and psychological wellbeing. 1. 6. 3Time: The study was cross-sectional and all questionnaires were administered at once. The overall study took a period of three months. 1. 7Significance of the study The study may positively impact on HRM policies of organizations as they try to attain a favorable organization stress profile in order to boost performance. The study may push accountants to analyze their stress profiles and apply appropriate coping strategies. It may also aid budding accountants to proactively approach the corporate world with set procedures for dealing with stress on a personal level. The study may aid business students appreciate the relationship between work stress and performance among accountants. 1. 8Definition of Terms Absenteeism: This is a situation in which employees develop a habitual pattern of absence from duty or obligation. Biofeedback: This is a form of alternative medicine in which stress related symptoms are mechanically detected by measuring the quantifiable bodily functions like blood pressure, heart rate, skin temperature, sweat gland activity and muscle tension. Coping Strategies: These are the techniques individuals apply to master conditions of harm, threat or challenge when routine or automatic responses are not readily available. Presenteeism: This is a situation where employees report to work in spite of illness or where they are present at work and are accomplishing nothing or there is no work available to be done. Stress Profile: This is a report on the level and complexity of stress in an individual or an organization that is produced by using specific computer software. CHAPTER TWO LITERATURE REVIEW 2. 0Introduction This chapter presents the analysis of the sources and signs of stress work, the relationship between work stress and performance, the coping strategies applied to deal with work stress and other factors that affect performance as discussed in existing literature. 2. 1Definition of Work Stress and Performance Stress in general has been defined as â€Å"the pressures people feel in life† (Newstrom et al 1997) or an unpleasant emotional state resulting from the perception that a situational demand exceeds one’s capacity and that it is very important to meet that demand (Luthans 1998). Work stress in particular is defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources or needs of the worker (NIOSH). Performance has been defined as the way in which an individual does a job, udged by its effectiveness (wiki dictionary). 2. 2Sources of work stress Paul Froiland cited in Newstrom et al (1997) feels that the basic cause of work stress is a high level of job demands and little control over the work to be done. The generally accepted causes of work stress as identified by NIOSH include: Poor job design such that there is heavy work overload, few rest breaks, long work hours, hectic repetitive tasks w ith little relevance, underutilization of employees’ skills, and little control over work tasks. Poor management style composed of low participation by workers in decision making, poor communication in the organization, and Poor quality of supervision. Kreitner (1998) cited a research study, carried out at Southern Bell and other companies that showed the biggest source of work stress to be poorly trained and inept supervisors. Poor interpersonal relationships characterized by a poor social environment, lack of support from work mates and supervisors, harassment and discrimination by coworkers and lack of group cohesiveness. Poorly defined work roles; employees are plagued by conflicting and uncertain job expectations, too much or too little responsibility, and inadequate authority to match responsibility. Career concerns also contribute to work stress as employees worry about the security of their jobs, lack of opportunities for growth or advancement, and rapid changes in th e organization like restructuring. The researcher, Nathan Podsakoff, said hindrance stressors like job insecurity and red tape had a big negative impact on motivation and performance (NIOSH). Unpleasant and dangerous work conditions such as crowding, noise, air pollution, and ergonomic problems. 2. 3Signs of work stress NIOSH has documented the first signs that indicate employees may be stressed. This guide on the changes in behavior that may occur is summarized below: Work Performance Declining or inconsistent performance Uncharacteristic errors and accidents Loss of control over work Loss of motivation or commitment Indecision Lapses in memory Increased time at work Lack of holiday planning and usageRegression Crying Arguments Undue sensitivity Irritability and moodiness Over-reaction to problems Personality clashes Immature behavior Withdrawal Arriving late to work Leaving early Extended lunches Absenteeism Resigned attitude Reduced social contact Elusiveness and evasivenessAggre ssive behavior Malicious gossip Criticism of others Vandalism Shouting and bullying Poor employee relations Temper outbursts Other behaviors Difficulty in relaxing Increased consumption of alcohol or smoking Lack of interest in hygiene Accidents at home or work Unnecessary risk takingPhysical signs Nervous stumbling speech Tiredness Stomach upsets Tension headaches Rapid weight gain or loss Acute stress presents with anxiety, difficulty concentrating, poor memory, preoccupation, indecisiveness, presenteeism, recurring feelings of hopelessness, fear of disease, low self esteem, migraines, sleep disorders, and depression. Newstrom et al (1997) however caution that these signs may result from other conditions. 2. 4The Relationship between Work stress and performance Creating a high performance organization is the aim of all management teams and it is believed that stress can limit the achievement of this dream. Newstom et al (1997) and Wagner et al (1995) agree that low levels stress enhance job performance. Mild stress may lead to increased activity, change and overall improvement in performance. Selye (1956) emphasizes that stress is a necessary part of life and that it does not always have negative consequences; at certain moderate levels, stress can actually improve performance. However, many studies have shown that stress has various adverse effects that can be categorized under psychological, physiological, and behavioral effects. Psychological effects: The most common psychological effects of stress are poor decision making, loss of concentration, anxiety, loss of self esteem, depression, repression of emotion, displacement of anger, isolation, irritability and forgetfulness. Physiological effects: The researcher Blyth in 1973 identified a list of diseases with a fairly high causal relationship with stress and these were hypertension, allergies, migraines, intense itching, peptic ulcers, rheumatoid arthritis, nervous dyspepsia, skin disorders, overactive thyroid glands, diabetes mellitus and tuberculosis. Even though these ailments could have originated from other causes, it has been suggested that stress aggravates them. The physical effects create the most costs to the company through medical expenses and absenteeism. Behavioral effects: Work stress can increase behaviors like insomnia, drug and alcohol abuse, smoking, aggressive behaviors, over and under reacting, withdrawal, regression and declining performance. At very high levels, stress even leads to burnout and trauma. Most research on stress has emphasized the impact of stress on the physical health of employees (Luthans 1998). Whereas the physical ailments have a drastic effect on the individual, they have an equally serious effect on the organization. The largest cost to the organization is reduction in productivity but aside from this are costs related to lost company time in replacing employees, absenteeism, high turnover, increased client complaints and increase in work related accidents that disrupt production. Cole (1997) argues that the symptoms and effects of stress whether triggered by work problems or social problems, will eventually lead to reduced employee performance, loss of motivation and increased absenteeism. Stress interferes with human emotional, intellectual and interpersonal functioning; creativity and innovation which are crucial for excellent performance and the survival of an organization are compromised in the typical high stress workplace. (David Lee, an article on Employee Stress and Performance). Peter Nixon carried out a study on the relationship between work stress and performance and the results are illustrated below (Stewart 1997). 2. 5 Coping Mechanisms The organization and work conditions have to be altered appropriately if stress at the workplace is to be properly managed. Coping Mechanisms are the specific efforts, both behavioral and psychological, that people employ to master, tolerate, reduce, or minimize stressful events. The following methods have been suggested for the reduction of work stress in employees: Incorporation of ‘intent to reduce undue stress’ into the organization policies. Management should recognize the positive impact such an amendment would have on productivity. The policy could include factors like frequent counseling sessions and medical exams. The change of policy would automatically lead to change of plans, procedures and systems to ensure that a favorable working environment that protected the wellbeing of the employees was achieved. Management can aid employees improve their ability to deal with work stress by: oClearly communicating their expectations of employees and to them. Expectations may be communicated to a group of employees or to individuals. The aim is to verify the roles the employee is expected to fulfill and the scope of the position held. Devising a performance-evaluation-feedback system such that each employee is aware his performance based on the feedback received. Employees would then be able to know whether they are meeting management expectations or not, and if not, work towards a resolution. oEnsuring that employees are capable of carrying out work tasks by tightening the recruitment process or training employees. Job training programs provide employees with broader knowledge and skills to better ha ndle the expectations from their roles. Cole (1997) made general recommendations on how to reduce stress in organizations and they include: Designing jobs to permit maximum use of skills, allow employees discretion in carrying out job tasks, to be challenging and have variety. Developing participative management styles. Encouraging team spirit and inter-departmental communication Ensuring delegation of decision making. Giving employees authority to match their responsibilities. Limiting procedures associated with execution of tasks. Allow employees express their feelings to their superiors, colleagues or counselors. Provide sports and social facilities. Provide adequate canteen and restroom facilities. It has been documented that people work more effectively in a participative management style and are better motivated when work tasks meet their needs (CIPD). The quality guru, Demming, argued that about 80% of improvement required management effort and major changes in the work place, while only 20% of improvement could be instituted by front line managers (Beardwell et al 1997). On a more personal level, individual employees are advised to use relaxation exercises like yoga or to apply biofeedback and personal wellness (Newstrom et al 1999). The individual coping and preventive strategies include: Exercising to a sweat at least twice a week Meditation exercises can be used hand in hand with biofeedback Behaviorally conditioning oneself to circumvent stressful situations Redefining one’s thoughts about themselves and their ability to cope with stressful situations through self talk. Getting support from friends, family and colleagues during stressful periods. Ensuring one achieves holistic wellness by taking responsibility for oneself, eating well, using relaxation techniques, exercising regularly, and being sensitive to one’s surroundings. 2. Other factors that affect performance Results of a 40 year study by Ralph Goldman to explore the relationship between employee performance and the environment showed that factors like good ventilation, lighting, acoustics and indoor air conditioning could increase productivity by 6% (Kreitner 1998). The major factors that affect employee performance are: HRM Strategies : A strong causal link has been established between HRM and business performance by Patterson et al (1998). Compared to other management practices like strategy and investment in research, human resource practices explained 18% of the variation in productivity. Job design: Challenging jobs with adequate levels of authority and responsibility stimulate the performance of employees. Employment Benefits and Rewards: Employees are motivated to perform effectively and efficiently to reap various benefits and rewards which include bonuses, medical coverage, recognition at the work place, training and advancement opportunities and allowances. Employee level of Training and Training Requirements of the Job: The level of training of employees vis-a-vis the training requirements of the job plays an important role in that employee’s performance. An under-qualified employee will not be able to effectively carry out work tasks and perform as required by the organization. Organization Culture: An open organization culture enhances communication and encourages employees to exchange views and participate in decisions. This gives employees a feeling of control over the work environment, a state of mind that is believed to improve performance. Technology: The mix of technologies used in the organization affects the performance of employees. Organizations where all work e. g. preparation of ccounts and financial statements is done manually cannot compare to those that use computerized accounting systems. CHAPTER THREE RESEARCH METHODOLOGY 3. 0Introduction This chapter discusses the methods that were used to carry out the study; the research design, study area and population, sources of data, data collection methods, data quality control measures, data presentation and analysis methods, and the problems encountered and limitations of the study. 3. 1Research design The study was co-relational so as to determine the relationship between work stress and performance among accountants. A cross-sectional design was adopted so all tasks and measures were applied on one occasion and not to over a period of time because the study sought to determine conditions as they were and not changes in the relationship between the variables over a period of time. 3. 2Study area and population of the study 3. 2. 1Study area: The study was carried out in the central region of Uganda; in the districts of Kampala and Jinja. 3. 2. 2Population of the study: A sample of 100 accountants was chosen from organizations across various industries in the public and private sectors. Data collected from 86 respondents was used as 14 respondents did not return their questionnaires. 3. 3Sources of data Both primary and secondary sources of data were used 3. 3. 1Primary: The chosen sample of accountants provided data in the form of self administered questionnaires that were distributed to them. 3. 3. 2Secondary: Data was also obtained from existing literature i. e. pamphlets, journals, text books and the internet. 3. 4Data collection methods Two methods were applied in the collection of data: sampling and questionnaires. 3. 4. 1Sampling: Accidental sampling was used for the purposes of this study. The time frame in which the study was conducted did not give allowance for random sampling techniques to be used and only respondents who were available were served questionnaires. 3. 4. 2Questionnaires: Self administered questionnaires were used to gather data critical to the study. The standardized questionnaire contained 50 close-ended questions and 5 open-ended questions in 3 categories to be answered on a four point scale i. e. ranging from Never to Sometimes to Often to Always. The categories explored were; work related stress, performance, and coping mechanisms. Questionnaires were delivered to and collected from selected respondents. 3. 5Data quality control Standardized questionnaires were used to ensure uniformity of possible responses and this was further enhanced by the use of primarily close-ended questions. A four point scale was used to maximize simplicity as a wider scale would have created ambiguity and confusion among respondents. Questions were weighted according to the significance of the factor under consideration. This ensured that critical factors got appropriate recognition therefore giving more reliable results. 3. 6Data presentation and analysis Data was presented in tables by frequency counts or scores and percentages. It was then analyzed using correlation analysis and in particular, a combination of the CORREL and Pearson’s Rank Correlation Coefficient. The results of the study are presented and discussed in Chapter 4. 3. 7Problems and limitations There was a non-response rate of 14%. It is possible that the results are biased away from respondents that did not return the questionnaires. The public sector contributed 55% of the respondents while the private sector provided 45%. The results may be biased toward the public sector. Cost constraints necessitated the reduction of the number of respondents from 200 which was the desired sample size to 100 which eventually became the sample size. It may not be practical to extrapolate the results to all accountants in the region. Non-random sampling was used and the results are to a degree biased. CHAPTER FOUR PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS 4. 0Introduction This chapter presents analyses and interprets the results of the study. Presentation is done by frequency counts or scores and percentages and analysis is done using a combination of CORREL and Pearson’s Rank Coefficient Correlation techniques. . 1Bio Data The results in this section are presented in tables 1 to 4 under the titles age, sex, marital status and working hours (per week) of respondents. Table 1: Age of Respondents AgeFrequencyPercentage Below 301112. 8 Between 30 and 454451. 2 Between 45 and 552731. 4 Above 5544. 6 Total86100. 0 From the above table, majority of the resp ondents (51. 2%) were 30 to 45 years old followed by 45 to 55 year olds (31. 4%), then those aged below 30 years (12. 8%), and the least were aged above 55 years (4. 6%). Table 2: Sex of Respondents SexFrequencyPercentage Male5968. 6 Female2731. 4 Total86100. As shown in the table above, majority of the respondents were male (68. 6%) and the minority female (31. 4%) Table 3: Marital Status of respondents Marital StatusFrequencyPercentage Single2934. 0 Married5361. 6 Widowed44. 4 Total86100. 0 As shown in the table majority of the respondents were married (61. 6%), 34% were single and the minority (4. 4%) were widowed. Table 4: Working hours (per week) of Respondents Working HoursFrequencyPercentage Less than 3022. 3 Between 30 and 406373. 3 Between 40 and 601618. 6 Above 6055. 8 Total86100. 0 As shown in the table, majority of the respondents (73. %) worked for 30 to 40 hours per week, followed by those that worked 40 to 60 hours a week (18. 6%), then those that worked more than 60 hours a week (5. 8%) and finally those that worked less than 30 hours per week (2. 3%). 4. 2Sources of Work Stress among Accountants Table 5: Sources of Work Stress among Respondents Sources of Work StressScore Percentage Job Design2716. 4 Management Style3621. 8 Social Support2414. 5 Reward Structure3420. 6 Work Environment4426. 7 Total165100. 0 As shown in the table, the main source of work stress among the respondents was Work environment (26. %), followed by the management style applied (21. 8%), followed by the reward structure in place in the organizations (20. 6%), then the design of jobs (16. 4%) and lastly lack of social support (14. 5%). More specifically, the results showed that numerous demands made of the respondents, insufficient remuneration to match job tasks, a poor work environment, poor attitudes to diverse perspectives at the work place, boring job tasks and inadequate resources to do the job were the causes of work stress common among majority of respondents. 4. 3Signs of Work Stress among Accountants Table 6: Signs of Work Stress among Respondents Signs of Work StressScorePercentage Exhaustion4117. 4 Limited Social Contact3113. 1 Difficulty Relaxing2912. 3 Leaving Work Early2811. 9 Irritable and Moody2811. 9 Others7933. 4 Total236100. 0 As shown in the table, the sign of stress most common among the respondents was exhaustion (17. 4%) followed by limited social contact with colleagues and peers (13. 1%), followed by difficulty relaxing (12. 3%), then leaving work early and irritability and moodiness (11. 9% each) and other signs (33. 4%). 4. 4The Relationship between Work Stress and Performance Table 7: Stress Levels of Respondents Stress LevelFrequencyPercentage Low78. 1 Moderately Low3338. 3 Moderately High4147. 7 High55. 9 Total86100. 0 As shown in the table, 47. 7% of the respondents showed moderately high stress levels, 38. 3% showed moderately low levels of stress, 8. 1% showed very low levels of stress and 5. 9% showed very high levels of stress. The results showed that 45% of the respondents suffered from ailments and disorders attributable to stress and the most common among the respondents were hypertension, peptic ulcers, allergies, depression and anxiety. Table 8: Performance Levels of Respondents Performance LevelFrequencyPercentage Low1213. 9 Moderately Low33. 5 Moderately High5968. 7 High1213. 9 Total86100. 0 As shown in the table, majority of the respondents (68. 7%) had moderately high performance levels, followed by respondents that had high and low performance levels (13. 9% each), and finally 3. 5% who had moderately low levels of performance. The results showed that almost 50% of the respondents worked outside formal working hours to finish their work, rarely took vacations, and had little or no control over how they performed on their jobs. Table 9: Correlation between Work Stress and Performance Work StressPerformance Work Stress1. 0000-0. 6312 Performance-0. 63121. 0000 As shown in the table, there was a relatively significant negative correlation between work stress and performance of -0. 6312. This means that there is a significant inverse relationship between stress and performance. 4. 5Coping Mechanisms applied by Accountants Table 11: Level of use of Coping Mechanisms Level of use FrequencyPercentage Low910. 5 Moderately Low5361. 6 Moderately High2225. 6 High22. 3 Total86100. 0 As shown in the table, majority of the respondents (61. 6%) showed moderately low levels of use of coping mechanisms, followed by 25. 6% who showed moderately high levels of use of coping mechanisms, then 10. 5% who showed low levels and finally 2. 3% that showed high levels of us of coping mechanisms. The coping mechanisms that were commonly used by respondents were exercising, setting time to relax, and pursuing religious/spiritual interests. 24% of the respondents said they dealt with their stress primarily through sleeping while 17% consumed alcohol. Table 12: Correlation between Work Stress and Coping Mechanisms Work StressCoping Mechanisms Work Stress1. 0000-0. 1169 Coping Mechanisms-0. 11691. 0000 As shown in the table, there was an insignificant negative correlation between work stress and coping mechanisms. This means that there was a very low and therefore insignificant inverse relationship between work stress and coping mechanisms. 4. 6Other Factors that Affect Performance Table 10: Other Factors that affect Performance Other FactorsFrequencyPercentage Financial Constraints 3034. 9 HR Policies1922. 1 Organization Culture910. 5 Technology2023. 2 Others89. 3 Total86100. 0 As shown in the table 34. 9% of the respondents cited financial constraints as the leading disincentive to their performance, followed by technology (23. 2%), Human Resource policies (22. 1%), organization culture (10. 5%), and others (9. 3%). CHAPTER FIVE DISCUSSION, CONCLUSION AND RECOMMENDATION 5. 0Introduction This chapter discusses the findings in relation to the objectives and existing literature. It also includes the conclusion and recommendations. 5. 1Bio data Of the 86 respondents, the majority was male, 30 to 40 years old, and married. The respondents were from various organizations in both the public and private sectors and were accountants and accounting officers by virtue of their positions and their tasks and duties. Majority of the respondents worked for 30 to 60 hours a week. 5. 2Work Stress and Performance The results showed that majority of the respondents felt that their jobs were boring, did not get adequate pay to match the work they did, their working conditions were poor, and they had many people at the workplace make excessive demands of them. These factors have been identified as some of the most significant organizational stressors (Luthans 1998). The respondents claimed to be exhausted and indicated that they did not maintain social contact with their friends and colleagues, found difficulty relaxing, and were irritable and moody. These signs have been associated with stress by many authors and researchers. The results showed that there was a moderately high correlation between work stress and performance among the respondents. This suggests that an increase in stress levels will lead to a significant drop in performance. These findings agree with Sanders (1983) who found that performance was optimal at moderate levels but reduced when stress levels were too low or too high. Jamal (1985) and Vroom (1964) also support the idea that â€Å"stress at any level reduces task performance by draining an individual’s energy, concentration and time. † Work stress in moderately high and high levels among employees, as some respondents showed, is not the productive type that organizations desire; it does not improve the use of resources or enhance performance. This type of stress disrupts relationships both at work and outside work, damages mental and physical health, and tarnishes one’s outlook on life. It is near impossible to be productive under such conditions. Up to 50% of the respondents were suffering from various stress related ailments and disorders like hypertension, ulcers, allergies, depression and anxiety. Newstrom et al (1997) has however cautioned that the signs and effects associated with stress may result from other conditions. 5. 3Work stress and Coping Mechanisms The main coping strategies respondents used were exercise, relaxation and pursuit of spiritual and religious interests. These are both proactive and reactive and probably served to protect the respondents from very high stress levels. The results showed an insignificantly low negative correlation between work stress and coping mechanisms. This might be attributed to personality factors like a hardy personality, a strong sense of commitment, an internal locus of control or the need to meet challenges in life. McGuigan (1999) said that a stressor is an event that can be perceived as stressful by an individual; and therefore what is distressful for one individual may not be so for another. Majority of the respondents had moderate work stress results but they did not cope with their stress the same way, probably because their personalities differed. While some could have been suffering under the pressure, others may have considered conditions to be normal or simply challenging. Dennis Warren in an article in the Montana Lawyer said â€Å"it’s our attitude toward what we do and how we do it. It’s out perspective- how we see and experience the challenges and difficulties in our lives. † Adults are believed to apply coping strategies at different levels as was suggested by Lazarus et al (1984) when they stated that â€Å"coping is constantly changing; involving cognitive and behavioral efforts applied to handle specific external and internal demands appraised as stressful. 5. 4Other Factors that affect Performance The results showed that financial constraints were the leading disincentives to accountants’ performance, followed by technology, Human Resource policies, and lastly organization culture. These have been cited by Kreitner (1998) as the major factors that affect employee performance. 5. 5Conclu sion In regard to the findings of the study, a conclusion can be drawn that; 1. There is a significantly moderate relationship between work stress and performance. Though some people may perform highly as they undergo moderately high and high levels of stress while others perform poorly in conditions of low stress, it is more common for highly stressed people to perform poorly and vice versa. 2. There is no significant relationship between stress and coping mechanisms. Most accountants do not apply coping mechanisms basing on their stress levels or as a way of dealing with stress; they do it as part of their way of life. 5. 6Recommendation Stress is a descriptive term used to cover conditions of a physical, biological, or psychological nature that typically cannot be controlled by people and therefore strain them beyond their powers to adapt (Gaillard et al 1994). Although majority of the respondents showed medium stress levels, accountants rarely recognize and admit that they are stressed until irreparable damage has been done. Wagner et al (1995) support this observation and mentioned that employees were afraid to admit that they could not overcome some of problems with their work tasks for fear of being labeled chronic complainers. It is important for accountants to try and minimize work stress and its effects, and more so to be proactive rather than reactive in dealing with their stress. It has been found that performance suffers where stress exists and stress should therefore be checked to counter its effects and in particular, loss of productivity or poor performance. This should concern management of the organization as they strive for increased performance and employee productivity. Organization structure, culture and policies should be evaluated and restructured so as to be supportive to employees and the duties they have to undertake. Management should also evaluate the design of jobs, pay structures, HR policies and practices, the working environment and organization stress profile, and take appropriate steps to bring the organization to a stress free state. References: Brian White, 2003. Dissertation Skills for Business and Management Students; Continuum. Fred Luthans, 1998. Organizational Behavior, 8th Edition; Irwin/McGraw Hill. G. A. Cole, 1997. Personnel Management, 4th Edition; Letts Educational, Aldine Place, London. Gaillard A. W. K. and J. M. Seyvers, 1989. Sleep Loss and Sustained Performance; Kluwer Academic Publishers. Gareth Morgan, 1997. Images of Organization, 2nd Edition; Sage. Ian Beardwell Len Holden, 1997. Human Resource Management; A Contemporary Perspective, 2nd Edition; Pitman Publishing. Jacques Barzun Henry F. Graft, 1957. The Modern Researcher; Jacques Barzun. Jamal M. , 1985. An article on â€Å"Relationship of Work stress to Job Performance: A Study of Managers and Blue-Collar Worke rs† published in Human Relations Vol. 38. John A. Wagner III John R. Hollenbeck, 1995. Management of Organizational Behavior, 2nd Edition; Prentice Hall Inc. John W. Newstrom Keith Davis, 1997. Organizational Behavior; Human Behavior at Work, 10th Edition; McGraw Hill. Paul Hersey, Kenneth H. Blanchard Dewey E. Johnson, 1969. Management of Organizational Behavior; Utilizing Human Resources, 7th Edition; Prentice Hall, New Jersey. Peter F. Drucker, 1999. Management Challenges of the 21st Century; Butterworth Heinemann. Robert Kreitner, 1998. Management, 10th Edition; Houghton Mifflin Company, New York. Rosemary Stewart, 1997. The Reality of Management, 3rd Edition; Butterworth Heinemann. Selye H. , 1956. The Stress of Life; Mc-Graw Hill, New York. Stephen P. Robbins Mary Coulter, 1999. Management, 6th Edition; Prentice Hall Inc, New Jersey. Laurie J. Mullins, 1996. Management and Organizational Behavior, 4th Edition; Pitman Publishing. Vroom V. H. 1964. Work and Motivation; Wiley Press, New York. Kworoba Elly, 2006/2007. Lecture Notes; Organizational Behavior; Faculty of Vocational Studies, Kyambogo University. Mwasa Patrick, 2004/2005. Lecture Notes; Stress and Stress Management; Faculty of Community Psychology, Makerere University. www. cdc. gov/niosh National Institute for Occupational Safety and Health (NIOSH) Journals. www. cipd. o. uk Chartered Institute of Personnel and development, 2006. Absence of Management. Survey Report; London CIPD. www. humannature. com An article on Employee Stress and Performance written by David Lee. www. matrix-performance. com www. mobar. com An Article on The Laws of Stress and Performance by Dennis Warren published in the 1998 issue of The Montana Lawyer. www. news. ufl. edu www. worc. ac. uk Gbola han Gbadamosi. A Paper on Perceived Stress, Performance Appraisal Discomfort and Core Self Evaluation in a Non-Western Context; University of Worcester. www. wikipedia. com

'No one written off Evaluation of the government's promise; are Essay

'No one written off Evaluation of the government's promise; are disabled people going to be winners or losers' - Essay Example rkforce, as they will be judged according to their abilities rather than being judged according to the limitations that their disabilities place upon them (Action for Blind People). On the other hand, organizations that represent the disabled are very concerned about these changes, as they feel as though disabled people will be left out in the cold. This is due to the fact that people who are too sick to work will be forced to get a job. What’s more, employers are not ready to handle employees who are disabled or who live with a chronic illness. Some employers want no dealings with the disabled and sickly at all. Therefore, this dissertation will analyze the promises made by the white paper and see whether or not they will be beneficial to the disabled population. Furthermore, the dissertation will establish whether or not the concerns of organizations that represent the disabled are valid. The initial aim of this dissertation is to find out if the white paper will really do what is promised. In order to do this, it is vital to closely analyze every detail of the white paper to see what provisions it is offering to those currently receiving benefits. Then, we must compare the proposals to academic literature to best determine whether or not the proposals will be helpful or hurtful. On the surface, the white paper seems very promising, as there is a strong argument that work is extremely helpful in improving the overall emotional and physical health of an individual. According to an article titled â€Å"Work is Good for Your health,† work is good for maintaining mental and physical health. It has been found that working individuals have a higher self-esteem and suffer less from mental illness. What’s more, working individuals do not require as many visits to their GPs as do those who are not employed. Those who are unemployed are at higher risk for health problems, as well as mental illness. These individuals have a shorter life expectancy than those who are

Blurred Lines by Robin Thicke Essay Example | Topics and Well Written Essays - 1000 words

Blurred Lines by Robin Thicke - Essay Example According to Boardman of The Huffington Post, the video seems to be giving power to men rather than women, especially in the context of rape based on the line ‘I know you want it’ to suggest that women mean yes when they say yes when faced with cat calling or manly sexual advances. This controversy led universities in Britain to ban the song from being played in any of their functions because of this portrayal of women. In their defence, Robin, Pharrell and T.I argued that the song had some feminist themes as it sought to liberate women against male oppression. They argued on the basis that they were fathers and husbands meaning that it was not possible for them to portray women in such an undignified manner or sexist. According to Lynskey of the Guardian UK, the lyrics to the song include the use of derogatory names against, which in some quarters is considered racist, hence influencing an outcry by those involved in the feminist movement. The explicit version of the so ng also has some sexual elements embedded in it is as analysts decry why the song had to give details on what they can do to a woman in a sexual way. This to them exemplifies rape as a woman is not supposed to have a say   in the way that a man can have her sexually, meaning that their consent in sexual matters is inconsequential as the man is the one who gets to decide. Others argue that the video promotes pornography ideology, especially with the models in the song appearing topless or bikinis that have the same color.

Training Need Analysis and Evaluation of Training Effectiveness Essay Example for Free

Training Need Analysis and Evaluation of Training Effectiveness Essay To assess how the organizational objectives will be realized through the delivery of a staff training programme that will focus on improved and/or changed skills, knowledge and/or attitudes of those directly involved or affected by the ‘change’ †¢To understand the process and importance of measuring training effectiveness in the organization †¢To measure the expressed needs of training effectiveness at work place from the individual †¢To find out the obstacles in the proper utilization and increase the effectiveness of Training programs and try to suggest remedial measures wherever possible. To decide what specific training each employee needs and what will improve their job performance. To differentiate between the need for training and organizational issues. Performing a training gap or needs analysis involves comparing what a person knows with what they need to know in the context of their particular job functions. Performing a gap analysis helps to eliminate over and under training and in so doing increases training effectiveness and efficiency. Measuring Training Effectiveness will help the organization Have a well-structured measuring system in place which can help the organization determine where the problem lies. This will provide the organization with an idea of where it sits in terms of training system effectiveness and in giving it the structure the administration need to construct a roadmap for improvement. This project will help in finding out the obstacles in the proper utilization and increase the effectiveness of Training programs and try to suggest remedial measures wherever possible. BHEL has always been ahead with their innovating HR practices. Thrust to develop and nurture the participative culture in the Company has continued since long. Human Resource Development has always been the focus area in BHEL. Workshops have been conducted from time to time for Supervisors and Executives on Enhancing Organisational Effectiveness. The objective of the workshop was to bring about better understanding and appreciation of the issues being faced both by the Company and the employees. The Training system at BHEL has always been exemplary. During 2002-03, 40466 participants were exposed to different training programs in various training Centers at Units as well as at apex level in NOIDA. Besides, 3700 Act Apprentices and 1300 Technician Apprentices were also provided with training at BHEL’s Units, as part of fulfillment of its social obligation towards the society. Also, towards its ongoing efforts for higher customer satisfaction, around 1100 customers personnel were provided training inputs on its products at Training Centers in the Units. Thus an opportunity to study at BHEL will be both enlightening and enriching. An organization either Business or Industrial Enterprises, needs many factors for its growth, further development and for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors are comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the other factors are handled by the human resources, they have to be trained in a effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. Training is defined as learning that is provided in order to improve performance on the present job. A persons performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains unrecognized that the in principally human – not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depend on the knowledge and skill possessed by employee more than the finance or market structure by organization. The employee training not only serves the purpose to develop their employers but also safe guard organizational objectives of survival and success through competitive advantages. The training function now popularly called as Human Resource In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programs. Nevertheless, formal training is still essential for most organizations or teach them how to perform in their initial assignment, to improve the current performance of employees who may not be working as effectively as desired, to prepare employees for future promotions and increased responsibilities. The Computer Application Training and New Employee Training are most popular training topics. Various Management and supervisory skills such as leadership, performance appraisal, interviewing, and problem solving were also commonly taught. Many organization provide ‘Train-the trainer’ courses for superiors or peers who will in turn provide on-the-job training to others. Besides being one of the most important HRM functions, Training and Development is also one of the most expensive. Meaning and Definition: After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing the knowledge and skill of an employee for doing the particular job. Training is a short term educational process and utilizing systematic and organized procedure by which an employee is learned the technical knowledge. Definition: Staimez: defines ‘Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill† Mamoria: defines â€Å"Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women. S. P. Robbins: Defines â€Å"Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience. Dale Yoder: Defines â€Å"It is that deals with the effective control and use of manpower as a distinguished from other source of man power† Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, conducted in a definite time period, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way. Although learning can be incidental, training is concerned with the worker learning clear and concise standards of performance or objectives. Training is the acquisition of technology which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Principle of Training: 1. Training Plan: This must be well planned, prescribed and ably executed effective implementation depends to great extend on planning. Organizational objectives: T D program must meet objectives of the Organization 3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training. 4. Application specification: Training content is balanced between theory and practical. It must be ‘Application specification’/ 5. Upgrading information: T and D program is continuous reviewed at periodic interval as order to make them updated in terms of knowledge and skill. 6. Top Management support: Top management support is essential to make Training and Development effective. 7. Centralization: For economy of effective uniformity and efficiency, centralization of training department is found more common and useful. 8. Motivation – Training and Development have motivation aspects like better career opportunity, individuals skill development etc. , Importance of training in recent years: Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labor market has increased the importance of training in several ways. First higher employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of top-quality staff. Need for Training: Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners. In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppliers to ensure the quality of critical inputs. Organisations with a strong focus on customer service may provide training for purchasers to their product.