Variable of Organization Culture and Characteristics

Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. 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William (2002),Communication and loyalty among knowledge workers: a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261. Standing, G. (1997), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Globalisation, labour flexibility and insecurity: the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37. Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London. Weick KE (1987), à ¢Ã¢â€š ¬Ã…“Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue: 2, Pages: 112-127. Variable of Organization Culture and Characteristics Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance: A managerial perspective, Management Research News, Vol. 22 Iss: 6, pp.1- 12 Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance: a new dimension for HRM Volume: 46 Number: 2 pp: 284-309 Barney B. Jay (1986) , à ¢Ã¢â€š ¬Ã…“Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665 Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment: implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482. Bijlsma, K. and Koopma, K. (2003), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Introduction: trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4. Blumberg, M., Pringle, C. C. (1982), à ¢Ã¢â€š ¬Ã…“The missing opportunity in organizational research: Some implications for the theory of work performance. Academy Of Management Review,7: 560-569. Boeker Warren (1997), à ¢Ã¢â€š ¬Ã…“The Influence of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170. Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture: how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553 Chen Feng Yi and Tjosvold Dean, Participative Leadership by American and Chinese Managers in China: The Role of Relationships,Journal of Management Studies 43:8 December 2006 0022-2380 Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995. Dirks, K. and Ferrin, D. (2002), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Trust in leadership: meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28. Fassin Yves and Buelens Mark, à ¢Ã¢â€š ¬Ã…“The hypocrisy-sincerity continuum in corporate communication and decision-making: a model of corporate social responsibility and business ethics practices, Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium. Gershenfeld Cutcher(1988), à ¢Ã¢â€š ¬Ã…“Industrial Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, Michigan State University.. Gillespie, N. and Mann, L. (2004), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Transformational leadership and shared values: the building blocks of trust, Journal of Managerial Psychology,Vol. 19 No. 6, pp. 588-607. Glinow Ann Von Mary, Huo Paul Y., Lowe Kevin (1999),Leadership across the Pacific Ocean: a tri-national comparison,International Business Review, 8(1), 1-15. Gordan G. George DiTomaso (1992), Predicting corporate performance from organizational culture, Journal of Management Studies. Volume 29, Issue 6, pages 783-798. Gupta K. Anil and Govindarajan .V (1984), à ¢Ã¢â€š ¬Ã…“Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation, The Academy of Management Journal, Vol. 27, No. 1,pp. 25-41. Ilias Azleen, Rahman Abd Rahida, Abd Razak Zulkeflee Mohd (2008) à ¢Ã¢â€š ¬Ã…“Service Quality and Student Satisfaction: A Case Study at Private Higher Education Institutions, International business research, Vol. 1, No 3. Ilozer Dozie Ben, Love E.D Peter. Treloar Graham (2002), The Impact of Work Settings On Organizational Performance measures in built FacilitiesVolume 20, pp 61-68. Jaikumar, R, à ¢Ã¢â€š ¬Ã…“Post industrial manufacturing. Harvard Business Review, 64(6). 1986; pp.69-76. Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92 Kim Soonhe (2002), à ¢Ã¢â€š ¬Ã…“Participative management and job satisfaction: lessons for management leadership. Public Administration Review. Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658 Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63 Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research. Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19  · Number 1, 3-12. Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19 Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue: 2, Publisher: Samfundslitteratur, Pages: 3-16 Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119. Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056. Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers: a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261. Standing, G. (1997), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Globalisation, labour flexibility and insecurity: the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37. Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London. Weick KE (1987), à ¢Ã¢â€š ¬Ã…“Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue: 2, Pages: 112-127.

Internal Combustion Engines :: physics internal combustion engine

Most motor vehicles today use an Internal Combustion Engine (ICE) to give them power to drive down the road; ICEs are a form of a heat engine. Gasoline is burned to push a piston, which in return forces the car down the road. As the gas in the cylinder is ignited and expanded it forces the piston down the shaft. The force is carried through piston, which is connected to a crankshaft. The force moves through the transmission, down the driveshaft, and out the tires. The Otto Cycle is used to turn as much heat into the driving force as possible. â€Å"A heat engine is a machine that converts heat into work† (Heat Engines). A heat engine absorbs a quantity of energy from a hot reservoir, does work, and then gives up a quantity of energy to the cold reservoir. In the example of an ICE, gasoline is burned, creating heat and expanding the gasses. This expansion pushes the piston down the cylinder and the excess heat is carried out through the coolant system or exhaust. The work done by the engine can be determined using the equation: W=Q(hot) - Q(cold) The efficiency of a heat engine can be determined using the equation: e=W/Q(hot) Gasoline engines have four strokes and six processes in each cycle. During the intake stroke, air and fuel are drawn into the cylinder; the volume and potential energy increase. Next, the compression stroke adiabatically compresses the gases; the volume decreases and the temperature increases. The spark does not occur during a stroke but when the piston is fully raised, this causes the gases to ignite keeping relatively the same volume. In the power stroke, the gas adiabatically expands; the temperature decreases and the volume increases. Finally, the exhaust valve is opened so in the exhaust stroke when the piston moves up the gasses are released causing the volume to decrease. A hemi engine refers to the way the pistons, heads and block are designed. This style of engine claims to provide a better flow of air inside the cylinder by creating more room for larger valves in turn providing more power. The chamber on a hemi is hemispherical instead of being flat like traditional engines. This shape provides more surface area on the block allowing room for the larger valves. When the engine can breath better there is less friction and more clean air / fuel mixture providing more power.

Pest Analysis England

†¢Environmental regulations and protection: As the menace of coal smoke receded the society changed its name (to the National Society for Clean Air) and its focus, and in the 1970s began to campaign vigorously on air pollution from industry and, increasingly, transport. During this period membership was mainly (although far from exclusively) drawn from local authorities, with some industrial membership. Perhaps the main achievement of the Society after the Clean Air Acts was the development of the concept of Local Air Quality Management and the incorporation of this in the Environment Act 1995.The original Environment Bill was intended to deal with issues such as the establishment of the Environment Agency, contaminated land, National Parks and waste topics. †¢Tax policies Britain is becoming a less attractive place to invest and work in because of government tax plans, trade and investment minister Digby Jones said on Friday, the latest non-political appointee to question policy. The ruling Labor party has come under pressure to match opposition plans to raise more tax from wealthy foreigners living and working in Britain.It has proposed to end tax breaks which mean rich residents who are non-domiciled for fiscal purposes pay no UK tax. †¢International trade regulations and restrictions a. Import Tariffs Customs duty is assessed on the fair market value of imported goods at the time they are landed in the UK. Import prices for products entering the UK from non-EU states generally consist of: Cost, Insurance, Freight and Duty, with VAT of 15% levied on the aggregate value. This sum is the exporter’s â€Å"landed cost, duty paid. The commercial invoice value is usually accepted as the normal price, but if a preferential arrangement has been established between the overseas supplier and the importer, or an unrealistic value has been declared, HM Revenue and Customs (HMRC) reserves the right to assess a fair market value for duty purposes. T he duty is payable at the time the goods are imported, but established importers can defer payment for an average of 30 days. In addition to customs duties on imported goods, an excise tax is levied on in-country sales of alcohol, tobacco, and road vehicles, and on sales of oil and petroleum products. . Trade Barriers The UK has no significant trade or investment barriers and no restrictions on the transfer of capital or repatriation of profits. The very few barriers that exist are almost all attributable to UK implementation of EU Directives and regulations. c. Import Requirements and Documentation A limited range of goods requires import licenses, which are issued by the UK Department for Business, Enterprise and Regulatory Reform’s Import Licensing Branch. These include firearms and explosives, nuclear materials, controlled drugs and certain items of military equipment. d. U.S. Export Controls U. S. exports to the UK are subject to the normal U. S. export control regulatio ns, administered by the Bureau of Industry and Security (BIS) for dual-use items and the Directorate of Defense Trade Controls (DDTC) for military end-use items. In June 2007, President Bush and Prime Minister Blair announced a forthcoming bilateral Defense Trade Cooperation Treaty, intended to greatly reduce licensing requirements arising from government-to government defense programs. At the time of writing, the Treaty is under review by the U. S. Senate Foreign Relations Committee.In addition to International Trafficking in Arms Regulations (ITAR), re-exports from the UK and the activities of UK-based subsidiaries, are subject to UK export controls. These are managed by the Export Control Organization (ECO), an office of the UK Department for Business, Enterprise and Regulatory Reform (BERR). U. S. companies supplying certain restricted items appearing on the UK Military List, including missile and long-range UAV technology, are encouraged to consult guidance available from the E CO website on the trafficking and brokering provisions contained in the UK Export Control Act 2002. . Temporary Entry Raw materials, temporarily imported for incorporation into products for export, may be admitted without payment of duties and taxes. The importer must provide a bank or insurance company guarantee or indemnity for the applicable duties and taxes. Goods intended for unaltered re-export may also be imported free of duty for a period of up to six months by prior arrangement with Her Majesty’s Revenue & Custom (HMRC). Temporary entries and goods imported for technical examination and testing are subject to a VAT deposit scheme with VAT refunded following the re-export of the goods.Products imported for repair, calibration, or incorporation are admitted with conditional relief from duty and VAT pending correct disposal of goods, usually re-export from the European Community. Professional and demonstration equipment may be temporarily imported into the UK free of du ty and tax under the Customs Convention on the Temporary Importation of Professional Equipment. Additionally, these goods may also be imported under the above-mentioned VAT deposit scheme for temporary entries. f. Labeling and Marking RequirementsIn the UK, origin, weight and dimension, chemical composition and appropriate hazard warnings are required for consumer protection purposes on any product offered for retail sale. If the product cannot be labeled or marked, the data may be included on any packaging, accompanying printed material, or product literature. European and British clothing and shoe sizes are differently marked, and special provision may have to be made for apparel retail labeling. Dual labeling is strongly supported by the UK, which uses the practice as a cost-saving measure in its exports to North America. . Prohibited and Restricted Imports Prohibited imports include AM citizens band radios, switchblade knives, devices that project toxic, noxious or harmful subst ances (e. g. , tear gas), counterfeit coins and currency, certain types of pornography and hormone-treated beef. The UK participates in the Wassenaar Arrangement for the control of dual-use exports; the Australia Group (AG) for the control of chemical and biological weapons; and the Nuclear Suppliers’ Group (NSG) for nuclear-related goods, preventing the export of restricted goods and echnology to countries of proliferation concern. The UK also supports United Nations’ sanctions restricting exports to certain other destinations. Although sensitive to the extraterritorial application of U. S. law in export controls, the UK authorities cooperate with the U. S. in preventing the re-export of sensitive goods and technology of U. S. -origin to unauthorized destinations, when the enforcement action is based on multilateral controls. h. Customs Regulations and Contact InformationThe documents required for shipments include the commercial invoice, bill of lading or airway bill , packing list, insurance documents, and, when required, special certificates of origin, sanitation, ownership, etc. A copy of the commercial invoice should accompany the shipment to avoid delays in customs clearance. It is worth noting that imprecise descriptions are a common reason for goods being held without customs clearance, meaning that a clear description of the goods is essential and should be worded in such a way as to describe the goods to an individual who may not necessarily have an understanding of a particular industry or article.A clear description of goods should satisfy three basic questions as to what the product is, for what is it used, and of what it is made. No special form of invoice is required, but all of the details needed to establish the true value of the goods should be given. At least two additional copies of the invoice should be sent to the consignees to facilitate customs clearance. Consular documents are not required for shipments to the UK. †¢ Contract enforcement lawA contract is a promise or a set of promises for the breach of which the law gives a remedy, or the performance of which the law in some way recognizes as a duty. This may be seen as giving three interconnected elements: a. A promise In the context of English law, a reference to a promise here may be seen as misleading. It is often (rightly) stated that English law will not give effect to a mere promise and that an agreement, or meeting of minds, is required. In fact, this is simply a way of distinguishing between two types of promise, namely those which do and don't give rise to a legal duty.Thus, a promise to meet one's other half for dinner at 7pm gives rise to no legal obligation – it is a â€Å"mere† promise – whereas a promise to sell someone a car for ? 5000 gives rise to legal obligation. b. A legal duty arising from that promise Here, English contract doctrine distinguishes between bilateral and unilateral contracts. A bilateral contract gives rise to obligations on both sides. Thus in a contract of sale, the seller has an obligation to transfer title in the thing sold to the buyer, whilst the buyer has an obligation to pay the price.A unilateral contract, by contrast, gives rise to obligations on one side only. Thus â€Å"I will give you ? 100 if you run a marathon† gives rise to a legal duty on the maker of the statement (the promisor) to pay the money if the race is run, whilst the person to whom the statement is made (the promisee) is under no obligation to run in the first place. c. A remedy for breach of that duty In considering the development of remedies, a fundamental distinction in English law between common law (often just abbreviated to law) and equity must be understood.For much of its history, England had two separate systems of law working side by side, each of which had different rules. One, administered by the courts of common pleas and King’s Bench, was called â€Å"the comm on law†; the other, presided over by the Lord Chancellor in the court of chancery was â€Å"equity†. Since the Judicature Acts of the nineteenth century the two systems have been administered by the same courts, although they remain separate sets of doctrine.Most important for our current purposes is that the two systems developed different sets of remedies for breach of contract, although other equitable rules which have application to contracts will be discussed as they arise. d. Proof of promise: Objective intention e. Form of promise: Offer & acceptance f. Form of promise: Certainty g. Validity of promise: Intention to create legal relations h. Validity of promise: Consideration †¢Consumer protection The United Kingdom, as member state of the European Union, is bound by the consumer protection directives of the EU.Domestic (UK) laws originated within the ambit of contract and tort but, with the influence of EU law, it is emerging as an independent area of law. In many circumstances, where domestic law is in question, the matter judicially treated as tort, contract, restitution or even criminal law. Consumer Protection issues are dealt with when complaints are made to the Director-General of Fair Trade. The Office of Fair Trading [3]will then investigate, impose an injunction or take the matter to litigation. However, consumers cannot directly complain to the OFT.Complaints need to be made to Consumer Direct who will provide legal advice to complainants, or re-direct the individual complaint to Trading Standards for investigation. Due to restrictions within the Enterprise Act 2002, individual complainants are unable to be told whether their case is being investigated or not. In very rare cases, Consumer Direct may direct a very large number of complaints to the OFT to be considered as a systemic complaint. The OFT can also be engaged by consumer groups e. g.The Consumers Association or the statutory consumer protection body – Consum er Focus – via a super complaint. The OFT rarely prosecute companies, however, preferring a light touch regulation approach. Consumer complaints against companies are not published, but investigation work, undertakings and enforcements are located at [2]. Many of the consumer protection laws e. g. Distance Selling Regulations 2000 or Unfair Terms in Consumer Contracts Act 1997 are actually UK implementations of EU directives. The OFT is one of the bodies responsible for enforcing these rules.This leads to a problem in that these examples of legislation are clearly designed to deal with individual complaints but the OFT will only deal with systemic complaints and will ignore individual complainants redirecting them back to Consumer Direct. The Office of Fair Trading [3] also acts as the UK's official consumer and competition watchdog, with a remit to make markets work well for consumers, and at a local, municipal level by Trading Standards departments. General consumer advice can be obtained from Consumer Direct or via a local branch of the Citizen's Advice Bureau. Employment laws The law has given employees – and in many cases other workers who might not count as employees – rights and entitlements in relation to how they are disciplined and dismissed, how their grievances are handled, wages, absence from work and sickness, holidays, work breaks and working hours, time off for family emergencies, maternity and paternity leave, the right to apply for flexible working, redundancy and retirement. All workers have the right not to be discriminated against in relation to their gender or orientation, race, age, disabilities, or religion and beliefs.Staff who feel they have been denied their rights have redress by taking their employers to an Employment Tribunal. The chances of this happening have increased three-fold for employers in the past decade or so. There was a year on year increase in Employment Tribunal claims of 56 per cent last year ( 2009-10) bringing the number of claims received to their highest level ever at 236,100 claims (source: Tribunals Service). In unfair dismissal cases employers can be ordered to pay compensation of more than ? 76,000. In discrimination cases compensation awards are theoretically unlimited and six-figure payouts are not uncommon.

Modern English - Linguistic Definition