Expository Prose Assignment Essay Example for Free

Expository Prose Assignment Essay1.Ed Pilkington purpose for this clause is to inform the interview that he wants to annihilate the rule of execution because in this article, the U.S legal system made a grim mistake by sentencing an innocent man to his wipeout. This article is in expository mien because it has a thesis that explains what he is passing game to talk ab turn up and it has the proper structure of beginning, body and conclusion. A nonher reason is because the former is explaining his knowledge on what he believes on, which is informing his audience by sharing the trail of an innocent man. The thesis in this article is explicit. It is explicit because the root clearly states it in the article near the beginning. It is now clear that a someone was executed for a crime he did not commit, and his name Carlos Deluna is being shouted from the rooftops of the Columbia humankind Rights Law Review.This article is also considered in expository style because it includ es methods of exposition. One of the methods that are being utilise is the short anecdote. This method is shown when the spring explains a short flashback of the day of the murder and this evidences to the audience that there is inference that Carlos Deluna is innocent. Carlos Deluna told the jury that on the day of the murder hed run into Hernandez, who hed cognize for the previous five years. The two men, who both lived in the Southern Texas town of Corpus Christi, stopped move out at a bar.Hernandez went everyplace to a gas station, the Shamrock, to buy something, and when he didnt return Deluna went over to see what was going on. Another method is utilise when the pen contrast the running game of OJ Simpson with the Carlos trial. This wasnt the trial of OJ Simpson. The author uses this method because he is trying to reach out to his audience by saying that this role has no real evidence that Carlos Deluna is the real criminal.While contrasting to the case of OJ Simpson where there was actu entirelyy proof that OJ was the murderer. The third method of exposition that is used is the process of cause and effect. This example is shown when the author explains how the detectives failed to carry out crucial evidence like race samples. The cause in this case would be the detectives not examining blood samples and the effect would be the death of an innocent man2.The rhetorical situation in this case would be any American citizen that listens or reads about the news and the writer would be Ed Pilkington in new(a) York Times. Ed Pilkington is grabbing the attending of American citizens by informing the citizens that a fatal mistake made by the U.S legal system caused an innocent man to his death. This article is written for almost all Americans because Pilkington is sending a message to the citizens that they should be more aware of the U.S legal system from now on because miscarriages of erectice capability happen again.Another reason why this art icle is for all U.S citizens is because the structure of the article is not dogged and not too difficult to read. The structure of this article is simple and easy to understand. Pilkington made his paragraphs short simply long enough to explain the article precisely. Meaning all Americans can read this article, not just intellectual geniuses. Lastly, the nature of the relationship between the author and the reader is American to another American. The reason for this is because Pilkington wants all Americans to hear about his article, not just specific amount of people. So Pilkington (an American) is explaining his story with other Americans.3.The definition of style is a characteristic manner of expression, combining the idea that is being expressed with the individuality (the crabbed voice) of the author. Style includes such general qualities as diction, sentence structure and variety, imagery, rhythm, coherence, and emphasis. In this article the style the author uses is simple and understandable. The author uses some of the qualities that are mentioned in the definition. One of the qualities the author uses is diction. The diction in this temporary hookup of article is informal and easy to understand.The vocabulary is not difficult and it is easy to read so most Americans will be able to understand the entire article. Also another style quality that is used is the sentence structure. The sentence structure of this article is short but exact. Meaning it has the right amount of important information and since its short, most readers would not lose interest from it.4.The relationship between the audiences is Ed Pilkington the author, to any American citizen. Ed Pilkington in this article seems to know his audience very well. He grabs the audiences attention by using an easy type of style that can be understood by the general public, while still explaining the authors opinion. The author not only grabs the audiences attention, he expresses his purpose throug h out the whole article. The authors purpose is to try to convince his audience that the capital punishment of execution should be abolished.Like I said before, the author uses a style that is effectively easy for the audience to understand the meaning of criminal and political matters. Even though the authors style makes the article well written, the article seems to be less effective then effectual. The author explains the article by implying the meaning in one case. The author could have compared more articles on fatal mistakes from the U.S legal system because the trial occurred few years from now and as years go bye, the organization legal system has been improved.Furthermore, the article is effective because the author proves his thesis by describing how an innocent man was sentenced to death but the fact that the author used one example, makes it a risky decision to follow. So overall, the author proves his thesis by using the right type of style, but the concept of abolishi ng the lethal injection does not seem comprehensible with the proof of just one article.

Culture Influence proposal Essay Example for Free

coating Influence proposal Essay Saudi-Arabian Arabia has a well developed wellness cargonfulness system incorporating clannish and private facilities. by and large, there argon healthc be centers that offer universal health c atomic number 18 go incorporating emergency, preventive as well as basic services to the culturally rich Saudi Arabian population (Marshall, 1999). Largely, the government is quite an instrumental in the supplying of healthcare to its citizens. The government has enjoin in place a referral system that has over three degree centigrade hospitals offering both general and specialized facilities. Thus, vetting and placement of the staff is undertaken by the government. The cultural influences are quite significant as they unsex specialized roles accorded to men and women medical professionals and practitioners (Mansour Al-Osaimi, 2003). This document depicts an in depth champaign and look for of the way the rich Saudi Arabian culture influence s the human resource management as well as quality of service de startry of the healthcare facilities. Introduction to the problem The Saudi Arabian culture is based on the Islamic law and religious teachings, thus there is a discrepancy in the manner in which men and women are treated.Largely, women are discriminated against in regard to the employment opportunities a well as management of healthcare facilities. Saudi Arabias law is based upon such Islamic Shariah premises of equality, justice and consultation (Baldo, 1995). Nonetheless, women are not accorded similar equality as their antheral counterparts. Although, the cultural stipulations play a significant role in setting the gender roles and expectations, some convictions women favor to work in segregated areas involuntaryly.Through close guidance of the highlighted research questions, this study willing seek the cultural influences that equal management styles and staff selection in the healthcare sector. Purpose of the study In all society, cultural practices are critical in determining and influencing personal thoughts, behaviors as well as emotions. More often than not, culture shapes the perceptions and socialization of individuals as both the sub cultural and socioeconomic differences determine the levels of interaction and the manner in which activities are carried out.Data and information obtained from this research will be utilize to explore the impact that culture has on the way human resources management as well as service lurch in the healthcare sector is undertaken. Literature review The Saudi Arabian Ministry of health is tasked with provision of comprehensive as well as integrative healthcare to its citizens which complies with the stipulated Islamic principles (Long, 2007). Largely, the government underwrites that the health care sector is upgraded through provision of qualified employees who not scarcely ensure health care awareness is achieved but also provide the best ser vices to its citizens.The government boasts a wide scat of healthcare facilities. According to Long, (2007) in such healthcare sectors as maternal healthcare and immunization, significant advance in the quality and service delivery has been recorded. The government ensures that employees have appropriate training and good honorarium that ensures they are well motivated thereby able to undertake the specified tasks. Cultural and social complexities are quite prevalent in Saudi Arabia with extensive gender segregation being exhibited in the country.Women are expected to be fully veiled mend in the presence of potent counterparts and avoid any from of contact from unrelated males. According to Ali Mahmoud (2003), a complete veil popularly known as niqab and abaya is meant to ensure that women maintain moral behavior as well the honor of their family is upheld. Ambika, (1998) asserts that for convenience purposes it is common to have women running(a) in separate offices so as to unveil their faces and hair without being subjected to any form of harassment.Women are not allowed to undertake outside assignment except while in the company of their male relatives popularly referred to as Maram (Littlewood Yousuf, 2001). Largely, women are employed in sectors where they will offer medical help to women clientele while male practitioners are re severeed in areas where they will serve male clients. Nonetheless, in the even that a female patient requires specialized treatment which can only be effected by a male doctor, then the male doctor is allowed to offer the services under close watch of a female nurse. Research questionsThis research is intended to establish the correlation between cultural influences in Saudi Arabia and the management practices that are in existence. Primarily, the research question that this research will be pegged upon therefore is Does Culture influence the gender roles and management practices of the Saudi Arabian health care system? I n tack to further widen the scope of this primary research question, other specific questions will also be incorporated. These specific questions are outlined below What is the prevalence of male and female managers in unrestricted and private sector hospitals? Does culture have any influence on management roles of humankind hospitals in Saudi Arabia? Do religious beliefs have any impact on gender roles? Does personal behavior and legitimate procedures influence selection and placement of staff to manage of healthcare facilities? Has modernity had any influence on the management of healthcare facilities? Scope of the study This research will focus primarily on the public healthcare sector. The main reason why the study will be concentrated in the public sector is because in Saudi Arabia, most of the population relies on the public hospitals for provision of healthcare services.Largely treatment is provided free of charge in the public hospitals although patients maybe inevi table to purchase prescribed drugs (Khoja Kabbash, 2007). In public healthcare facilities, Islamic rules and culture influences are adhered to strictly during staff placement process and are also the guiding principles in the daily running of the facilities (Khoja Kabbash, 2007). The public sector will essentially present an ideal backdrop upon which the research will be based. Research methodology This segment details the entropy haveion modalities that will be used to analyze highlighted research questions.Largely, the research will incorporate live interviews and questionnaires to collect selective information which is not only reliable but also valid. Interviews are reliable as the interviewed medical professionals will provide original selective information obtained from their specific work stations. It will also put the investigator at a advantageous position as the researcher will not only collect the data but will also observe the respondents. Additionally, the question naire will be structured in such a way that the research questions will be met and will therefore make data description process easy.Through the use of questionnaires, the researcher is assured of obtaining detailed data that is essentially efficacious in the analysis of the research questions. Interviews will essentially provide up to date data as the interviewed respondents are those currently operating in the public healthcare facilities. Additionally, interviews essentially enrich the data interpretation process especially because some respondents are likely to share in depth insights regarding the management of the healthcare facilities.Interviews will also work to collect conclusive data especially because questions that may be misinterpreted in the questionnaires can be easily addressed. Interview Schedule In ordain to have valid data collected on the research questions, it is essential that only reliable respondents are interviewed. Largely, the bulk of respondents will b e the former and current public health care management officers as they are aware of the modalities that are put in place to ensure efficient management of the facilities (Marshall, 1999). In this regard, the interviewer has approached over twelve respondents namely Two Saudi Arabia Ministry of health Human resources officers Two public hospitals Chief Executive officers. Four male Public health doctors Four female public health doctors Additionally, the researcher has developed a questionnaire with the specific research questions that the respondents will be expected to respond to. The targeted respondents have expressed outmost willingness to provide required data. Reflection on limitations The researcher is well aware of the limitations associated with collection of the required data.For instance, getting respondents who are willing to offer required information in the projected time span is a challenge. The targeted respondents are medical professionals who have tight and bus y schedules and its possible that they will be handling patients. Nonetheless, in parade to counter this setback, the researcher will incorporate technological advancements such as web teleconferencing thereby be able to undertake online interviews. Another challenge that maybe exhibited through the use of questionnaires is the misinterpretation of research questions.In this regard, the researcher will ensure that the research questions are terse and straightforward in order to avoid any irrelevant responses. Ethical concerns Any credible research must adhere to strict ethical standards. Thus, the researcher has put in place principles to ensure contemporary ethical standards are adhered to. Firstly, the researcher will ensure anonymity of all respondents through concealing all identities. Secondly, respondents will not be coerced to provide required data rather they will provide all information willingly.Thirdly, respondents will be informed beforehand the data collection procedur e as well as the risks associated with the research process. Lastly, respondents will have an opportunity to validate data collected as the researcher will avail copies of the research to the respondents. Conclusion This research will rely on primary data collection procedures namely interviews and questionnaires to collect valid data essential in making inferences regarding cultural influences in the management of healthcare facilities in Saudi Arabia.All the targeted respondents are involved in the management of the healthcare facilities in Saudi Arabia and then there is no doubt that collected data and research analysis will be valid. Upon reception of feedback on this proposal, the researcher will formulate interview schedules that will help investigate the culture impact on human resource management as well as quality of service delivery in Saudi Arabia healthcare facilities. Time schedule This Grant schedule will guide the time durations essential for accomplishment of the t otal research.

Reward systems at heritage le telfair

compensate push throughlines at heritage le telfairTourism attention is a heavy dependent of human interaction, including employees (Baum, 1993 Davidson, 2003). Go et al., (1996) reason that the of products or experiences quality relies on competent, committed, and satisfied cordial reception staff. Subsequently, numerous studies admit demonstrated a dogmatic correlation mingled with employee satisfaction and guest satisfaction (Schmitt and Allscheid, 1995 Schneider et al., 1998 Ulrich, et al., 1991 Wiley, 1991) cited in Jing and Avery (2008). Hence, to ensure job satisfaction the permit re collapse mechanism needs to be adopted (Danish and Usman, 2010 Bai et al., 2006). strengtheners play an important role in organizations at present they exercise a variety of process- associate demeanor (Eastaugh, 2002 Helmer et al., 1988) and as well as the demand of employees (Nayeri et al, 2005). Reward put forward be defined as the get derived from performing a task, renderi ng a service or discharging a responsibility (Pitts, 1995 Silbert, 2005). Thus, this conceptual analysis aims at re run intoing clear definitions of strengthener ashess (Lawler, 1993 Herzberg, 1966) and its structure (Bartol and Srivastava, 2002). Light entrust withal be shed on the development of retort systems by Zhou et al., (2009), its objectives by Lawler (1993), and the tot up takings system (Armstrong, 2006). Furthermore, the literature sets out the prominent reward practices of the hospitality industry argued by a myriad of authors, lists the tools to determine reward effectiveness (e-reward, 2009) and finally analyse the perceptions of managers and employees on rewards by Nelson, 2003 Perkins, 2007, among separates.2.1 give back SYSTEMSReward Systems atomic number 18 a critical part of any physical compositions design. The way in which they fit with its other systems leave determine the latters effectiveness and the quality of breeding of its employees (Lawle r 1993, p.2). Reward systems refer to the intrinsic and extrinsic benefits that workers receive from their jobs (Herzberg 1966 Katz and vanguard Mannan, 1977). Moreover, Byars and Rue (1997) define reward systems as beingness all the returns employees receive as a conclusion of the employment by their organization, monetary as well as non-monetary. In contrast, Armstrong, (2006) incorporates the element of effective reward management in order to benefit both batch and organisation in his definition.2.1.1 STRUCTURE AND COMPONENTS OF REWARD SYSTEMSAccording to Bartol and Srivastava, (2002) and Grawitch et al., (2007, p.3), rewards could range fromMonetary andNon-monetary incentivesIn addition further research by De Cenzo et al. (1996) has been agreed by Bartol and Srivastava, (2002) on the categorisation of rewards as being intrinsic and extrinsic (depicted in figure 2.1.1).Figure 2.1.1 Reward Structure- citation De Cenzo et al., 19962.2 DEVELOPMENT OF REWARD SYSTEMSAttesting that reward development has experienced five phases, Zhou et al (2009) summed up the germane(predicate) records in table 2.2a.Table 2.2a The Five Phases of Reward-Source Zhou et al, 2009To provide a historical glimpse, a nonher var. on the development of reward systems-figure 2.2b-has been compiled from Shermon, 2004 World at work, 2007 AWLP, 2006.Figure 2.2b Brief Overview the Evolution of Reward SystemsSource Adapted from Shermon, 2004, World at work, 2007, and AWLP, 20062.3 OBJECTIVES OF REWARD SYSTEMSEvery hospitality industry employer wants to recoup back enthronement on its employees (Glenn, 2006). Traditionally, the intent of reward systems is to monetarily reward desirable behaviour (Bartol and Srivastava 2002 Rajagopalan and Finkelstein 1992). But, further research suggests that there atomic number 18 other objectives which potentially evictnister impact organization effectiveness (Lawler, 1993).1. Attraction and RetentionEnz (2009) affirms that attachment and property ar among the main HR atomic number 18as of concern in the hospitality industry. A firms reward system prat influence employees desire to stay in the company-as demonstrated by Bamberger and Meshoulam, 2000 and MacDuffie, 1995. Similarly, Gerhart and Milkovich, (1992) are convinced that organisations which give the virtually rewards tend to attract and retain most people. However, owing to its unretentive image in terms of net in devolve and working conditions (Baum, 2007 Kusluvan and Kusluvan, 2000), the hospitality sector has lost its ability to attract and retain skilled staff compared to other sectors (Christensen Hughes, 2002 Lucas and Jeffries, 1991 Barron, 2008). On a serious none Terry and Lam (2000) cited in Chellen and Nunkoo (2010) warns that if hotels want to survive in todays mellowedly competitive arena, they earnestly need to attract and retain quality employees. Though not being a panacea, to facilitate organisational commitment to employees has been the idea proposed by Dawson and Abbott (2009) with the aim of a positive relationship with attraction and retention of these employees2. Motivation of PerformanceWagner (1990) claims that a primary concern in the design of reward systems is how well the plan volition work in motivating employees. Responding to this, the works of Gerhart and Milkovich, 1992 Lawler, 1971, 1990 Bamberger and Meshoulam, 2000, MacDuffie, 1995 have be that reward systems have been demonstrated to instigate performance under certain specifiable conditions. Simons and Enz (1995) research translated that hotel employees viewed bonuses associated to guest-satisfaction scores as an prospect for motivation. Affirmatively, Torrington et al, (2009, p. 162) and Rabey (2000) allege that expectancy theorys advocates and behavioural sciences believe that employees will work harder if rewards are attached. Nonetheless, (Luthans and stajkovik, 1999) contest that there are a few who challenges the above perspectives. such( prenominal) a scholar is Kohn, (1993), who concur that any incentive system makes people less enthusiastic, hence, less committed to excellence to their work. Notwithstanding with the above views, Chopin et al., (1995) have pitch that stipend depends on firm size and performance3. Skills and KnowledgeJust as reward systems can instigate performance they can motivate skill development by tying rewards to it (Lawler, 1996b). Jamison and OMara, 1991 and Pfeffer, 1998 explain that healthy work programmes are those which provide employees with the opportunity to increase and apply their knowledge and skills to different situations. Indeed, Kilik and Okumus (2005) ascertained that education and formulation were associated with productivity in hotels. Also, there has proved to be a positive relationship between train and employee retention, as reported by Dearden et al. (1996) Umiker (1994) and Blundell et al., (1996). However, being reputed for its high labour turnover culture (Denvi r and McMahon, 1992 Deery, 1999 Tracey and Hinkin, 2006 Pizam and Thornburg, 2000 Rowley and Purcell, 2001 Lo and Lamm, 2005), the hospitality industry faces a lot of educational investment loss when training was provided to those leaving employees (Kang and Gould, 2002, Iverson and Deery, 1997 Rowley and Purcell, 2001 Jenkins, 2001).4. CultureKerr and Slocum (2005) are among the advocates of the mount that the reward system can be a powerful means for influencing an organisations corporate culture. This is because of their important influence on communication, motivation, satisfaction, and membership (Lawler, 1998). Going a step further and in accordance with Brewster (1995) Bellenger et al, (1984) Miliki (2007) and Nacinovic et al., (2010), Lawler (1998) suggests that compensation systems can help to change culture. As a deduction, Bauer and Erdogan (2009) admit that which behaviours are rewarded and punished determine the progression of a companys culture. Tracey and Hinkin (2 000) and Davies et al., (2001) propose that increased lucres and improved management practices such as increase staff motivation, commitment, flexibility and the quality of employees deep down an organisation could be efficient tools to remedy for the labour turnover culture in the hotel industry. However, Buultjens et al., (2007) emphasise on the fact that hospitality businesses should adopt a more strategical approach to reward and monitor its effectiveness.2.4 THE TOTAL REWARD SYSTEMThe quantify when reward was except about cash and when people worked only for money, has nearly reached, if not yet, its extinction (Thompson, 2002 Phonsanam, 2010 Silverman, 2003 Schuster and Zingheim, 2000). Gao (2009) states that hoteliers have shifted from traditional to total reward systems. Simply defined, check Rewards are the monetary and non-monetary return provided to employees in exchange for their time, efforts and results (Worlda bothrk, 2007). Alternatively, Zingheim and Schuster (2000) suggest that the new concept of total rewards manufacture four total reward components as depicted in figure 2.4a.Figure 2.4a Total Rewards-Source Zingheim and Schuster, 2000For the purpose of this guinea pig, the below model has been derived from the extensive list of total rewards provided by Worldatwork (2007) (Find in Appendix) which will be apply to categorise Heritage Le Telfair Golf and Spa Resorts reward model.Figure 2.4b TOTAL REWARD stickerSource Adapted from Total Rewards Different things to different employers Worldatwork (2007)A summary of the components build in the TR system with specific reference to the hospitality industry brought the classification of some points (Refer to Appendix B)The justification to adopt a total reward approach might be because it improves job satisfaction, work efficiencies, job performances, psychological peg down and organizational citizenship behaviours (Zhou et al., 2009). Pessimistically, Kantor and Kao (2004) attributes to HR professionals of go throughing confused or sensing chaos regarding TR thus contributing to the poor, tangled and risky development and execution of TR (Thompson, 2002) leading to counter productivity and resource wastage (Albertson, 2000). Ergo, an advice would be that all constitute components should be aligned complementarily and that the TR strategy should be derived from business strategy and, most importantly, be communicated to all employees, (Lyons and Ben-Ora, 2002 sarin and Cornish, 2005).2.5 REWARD PRACTICES IN THE HOSPITALITY SECTOR2.5.1. MYTH OR REALITY?Stereotype thinking has been revealed to be that the tourism and hospitality sector offers low pay, very little training and course prospects, limited stove for promotion, and unsociable working hours (WTTC, 2002a HTF, 2000 Walmsley, 2004). Nickson (2007) also narrates the analogous facts but he associates this situation to the endemicity of unskilled or semi-skilled employees in the hospitality sector.2.5.1. 1 Low PayRecurring evidence shows that that the compensation of regular employees of the hospitality is averagely lower relatively to other sectors (Deery and Shaw, 1999 Hoel and Einarsen 2003 ABS, 2006a Baum, 2007 Lucas and Jeffries, 1991 Tracey and Hinkin, 2000 Worcester, 1999). However, hotels and restaurant recruiters are reporting that down to the growth of the industry employers are increasingly offer attractive recruitment packages to attract the right staff (Wilson, 1999 HCIMA, 2010). Furthermore, wages in hospitality is on a rising trend owing to an increase in minimum wage (Clarke and Chen, 2007 McManus et al., 2011). Yet, Baram (2008) reports that minimum wage emanation is not enough to survive in a high cost of living economy.2.5.1.2 Unsociable working(a) HoursThe hospitality sector requires employees to work relatively long hours (Pratten, 2003 Baum et al., 1997 Kelley-Patterson and George, 2001 OLeary and Deegan, 2005 Wallace, 2003 Lo and Lamm, 2005 Baum, 2006 Kar atepe and Uludog, 2007 and Wong and Ko, 2009 Birdir, 2002) which deter a good work demeanor sentence balance. Further contributing to the b lose list, this sector is also associated to high-burn out service jobs (Maxwell Faulkner and Patiar, 1997). Astonishingly, we have not come across any studies which sing the praises of working hours in the hospitality sector. It can thus be deduced that the hospitality workplace will fit only those who love the job environment and working night shifts that Barrons et al., 2007 study concluded.2.5.1.3 Limited TrainingThe EFILWC (2004) and STB (2002) stress that training is viewed as interesting by both employers and employees but is not the priority due to time and money constraint. Jameson, 2000 Dawson, 2006 Roberts 1995 Pratten, 2003 Lucas, 2002 Maxwell et al., 2004 Choe and Dickson, 2010 and Cairncross and Buultjens, 2007 also ratify the lack of investment in training. Indeed, Sigala et al., (2001) and Lashley and Best (2002) affiliate this with the high labour turnover in the industry. Howbeit, employers who admit that employee training has become prevailing for hotels, gain from improved service quality, decreased labour costs, increased productivity and profitability, high retention (Kim, 2006). Such companies are Ritz Carlton which provides its employees with 200 hours of training each year (Snell and Bohlander, 2010), Choice Hotels International, Coastal Hotel Group, Four Seasons Regent Hotels and Resorts, and Disneys Polynesian Resort (Enz and Siguaw, 2000).2.5.1.4 Limited scope for promotion and career prospectsIn accordance with Getz, 1994 Hjalager and Andersen, 2001 and Page et al., 2001, Walmsleys (2004) exact terminology for tourism jobs are lacking in a clear career structure. Furthermore, various studies have shown that the hospitality sector is not a career option but rather a refuge sector. (Szivas and Riley, 1999 Riley et al., 2002 Wildes, 2007). Wright and Pollert (2006) also talk about an inhibita tion of promotion of employees in hotels. Though, Hai-yans and Baums (2006) review findings revealed that a majority of 68.1% envisage their future within the hotel sector, the other facet of the research is that nearly half of the staff feel uncertain about their hotel career and whine about promotion opportunities. Regardless of the above, Visit Scotland/George Street Research, (2002) and Wilson (1999) found that careers in the industry were in fact considered challenging and interesting.2.5.2 FINANCIAL REWARDSFinancial reward are rewards that enhance directly the financial offbeat of the employee Chelladurai, (2006) and consists of base and variable pay, employee benefits and allowances (Armstrong, 2002). In an effort to develop a comprehensive understanding of the remuneration in the hotel sector, Mars and Mitchell (1974, p.27) and woods (1994, 1997) suggested that payment to hotel employees from the perspective of a total payment system is comprised of basic pay ,subsidized food and lodging, tips, fiddles and knock offs.Base payBase pay is a crucial component of any individuals total pay, and is used as a tool by many employers to attract talent (Sturman, 2006 footer and Miller, 2008 Saks et al., 1996). Basic pay is the rate of pay which notionally reflects the market value for a job in an organisation (Heery and Noon, 2001). By far, many studies discerned that wages were preponderant and powerful motivational factors among hospitality employees (Simons and Enz 1995 Griffin and Moorhead, 2009 Blinder, 1990 Lawler, 1991e). Nevertheless, as Milkovich and Newman, 1990 expressed, pay is only one attribute among many others in attracting candidates.Pay for Performance PlansMost hospitality businesses are currently using some form of pay-for-performance compensation (Berman, 2010). Pay for performance has often been viewed as a norm of distributive justice by Campbell et al., (1998). UNISON (2001) highlights that the most joint types of performance pay are piecework, payment by result, organisation wide incentives, merit pay, performance- link pay, competence based pay, profit related pay. When pay advancement is based upon an assessment of individual performance, against pre- complete objectives, it can be referred to as performance related pay (Egan, 2010 Tanke, 2000). Nonetheless, when employees receive permanent pay increases based upon individual performance assessments, this can be referred to as merit pay (Heneman and Werner, 2005 Park and Sturman, 2009).Indeed, research evidence clearly supports that pay-for-performance plans have been found to help achieve desired results, at both the individual level (Bonner and Sprinkle, 2002 Gerhart and Milkovich, 1990 Heneman and Werner, 2005 Lawler, 1971, 1981 1992 Schwab and Olson, 1990) and organizational level (Gerhart and Milkovich, 1990 Gomez-Mejia and Welbourne, 1988 Lawler, 1981). In contrast hay and Ninemeier (2009) avow that hospitality managers disagree that pay should be li nked to individual performance as this has proved unbeneficial to teamwork. Many other counteracting studies divulged that PFP plans do not always affect performance (Heneman and Werner, 2005 Kahn and Sherer, 1990 Kuvaas, 2006 Pearce et al., 1985 Rynes et al., 2004 and Benson and Brown 2000) and does not unfeignedly lead to motivation (Marsden and Richardson, 1994 Harris, 2001). Furthermore, PFP has been categorised as being subject to favouritism, personal bias, and deliberate distortion (Pfeffer, 1998 Milkovich and Boudreau, 1991 Campbell et al., 1998) and as an anxiety generator among employees (Bassett, 1994). Thus, the minimum requirement for the proper functioning of PFP should be, as Kessler (1994) says agreeable to employees.TippingTipping is a common practice in the hotel industry and is a considerable source of revenue for service employees (Lynn, 2003 Azar, 2004). Lynn (2001) defines tipping as an sparing payment that occurs in the context of a commercial exchange there by encouraging many hotel managers to view it as a useful management tool. Ogbonna and Harris (2002) perceive tipping as an effective way to control employee behaviour and wage cost, and a potential path towards organizational profitability, whilst Lynn (2001) distinguishes tipping as a tool to measure customer satisfaction and servers performance. Also, tips represent an opportunity for workers to supplement low pay level (Wood, 1992). It is commonly believed that there is a relationship between service quality and tip size (Lynn and Graves, 1996 Conlin et al., 2003). However, empirical research examining this relationship found it to be insignificant (Lynn and Graves, 1996 Lynn and McCall, 2000 Lynn 2001 Azar, 2003a). As such, tipping is an investment for future good service and deters reduced attention (Pearson, 2010 Bodvarsson and Gibson, 1999 Lynn and Withiam, 2008 Lynn and Thomas-Haysbert, 2003). Azar (2007b) strictly disputes this and notes that future service is not depende nt on tipping. Consequently, Casey (2008) warns service managers not to count on tipping to motivate staff to provide good service as researchers have found tipping negatively effects employee commitment. Withal, Wood (1992) Lucas, (1996) and Shamir, (1983) criticise this practice as research has demonstrated that tipping can bring perturbation, increase competition and individualism, and overdependence on customers among workers at the workplace. Williams et al. (2004) identified that the collection and distribution of tips method was also customary by managers.2.6 NON-FINANCIAL REWARDS FOR EMPLOYEESDirect financial rewards albeit play a central role in the attraction of talented employees, it has been proved that they trail only a short-term impact on employees motivational levels (Ellis and Pennington, 2004 Samodien, 2004). This is where non-financial reward programs come in handy. They are in fact tied to the quantity and quality of individual performance to generate greatest im pact on improving overall business value (Stolovitch et al., 2002). Non financial rewards, according to De cenzo and Robbins, (1994, p.413), emphasise on making life easier on the job more attractive. According to Armstrong (2002) it includes of apprehension, achievement and responsibility.Non-Financial Recognition (NFR)I can live for two months on a good compliment.Mark TwainAccording to Moody (2008, p. 277), non-financial compensation is defined as satisfaction that a person receives from the job itself or from the psychological and/or physical environment in which the person works. Recognition forms an indispensible part of the total reward system of a company (Dessler, 2009 Human groovy Institute, 2009). Recognition typically relates to formally recognising employees accomplishment to strengthen employee loyalty, intrinsic motivation and productivity (Aamodt 2007 Dessler 2009 Marchington and Wilkinson 2008 Blum and Tremarco, 2008). Liu (2010) expresses that NFR can show the m essage on the type of performance that the organisation expects from them to other employees Silverman (2004) and Human Capital Institute (2009) elucidate that the NFR schemes may vary from informal to formal structures (See figure 2.6.3 a)Figure 2.6a A dissection of Non-financial RecognitionSchuster and Zingheim (2000) categorise recognition as being verbal, written, work related, social, symbolic, tangible, and financial. According to an employee recognition survey carried out in 2002, 84 per centum of the responding 391 companies had the following forms of recognitionNote Total adds more to 100% because respondents were asked to indicate all that apply.Gift Certificates 63%Other 31%Cash 58%Watches 28%Office accessories 41%Electronics 24%Jewellery 40%Travel 14%Household items 35%Debit cards 6%Table 2.6b Employee Recognition survey Findings-Source Compensation and Benefits Report, 2003Some authors highlight the essential nature of employee recognition as a vector of motivation ( Dutton 1998 Appelbaum and Kamal 2000 Saunderson 2004 Grawitch et al., 2006), identity (Dejours, 1993), component of meaningful work (Mow, 1987 Morin, 2001) and company success (Ford and Fina, 2006 Armstrong and Brown 2006 Cilmi 2005 Schuster and Zingheim, 2000). In fact, a lack of recognition embodies the second-largest risk factor for psychical anxiety at work (Brun and Biron et al., 2003) and to high turnover in hospitality industry (Raleigh, 1998). Surprisingly, Nelson (1998) reports that employee recognition might not be beneficial when it becomes annoying to others who have to assure the continuous praises of their colleagues. Moreover, it has been found that traditional forms of recognition such as Achievement Awards, Cash Substitutes, Nominal Gifts or Food, and Public Perks have diminished in importance for most of todays employees (Nelson, 2004). Results from various studies have indicated that indicate that wage increases and cash incentives are important motivational rewa rds for lower-level employees (Hong et al,. 1995 Arnolds and Venter, 2007). Thus, managers should bear in mind that recognition might not always be appropriate for everybody.Fiddles and Knock-offsAlthough recruitment, retention, and understaffing issues in hospitality are well documented (Baum, 2002 Brien, 2004 Choi et al., 2000 Gustafson, 2002 Jameson, 2000), there is poor literature dedicated to the issue of fiddles and knock-offs (Jones and Groenenboom, 2002). In addition to tips, some hotel and catering workers might also benefit from Fiddles and Knock-offs (Wood, 1992). Fiddles refers to pilferage that goes on in hotels. Whilst knock-offs is a particular form of fiddle involving the purloining of (usually) small items such as lather and towels, but mostly consisting of stealing food (Mars, 1973 Mars and Nicod 1981). In accordance with Mars and Mitchell (1976) and Nickson (2007) who establish that fiddles and knock-offs are in fact institutionalised in hotels whereby management collude on allowing to a certain expiration this practice, Gill et al. (2002) have also stated that small-scale theft of hotel property are tolerated as a form of shrinkage. The reasoning behind might be explained by Hollinger and Clark (1983) who found that employer retraction against theft was in return related to theft. Despite that, agreement is widespread that theft in the workplace is a serious puzzle (Greenberg, 2002, Weber et al., 2003) and has proved costly for businesses (McClurg, 2006). Hence, the challenge lies in managements concern in setting parameters beyond which pilferage will not be tolerated (Mars and Mitchell, 1976).Fringe BenefitsHeneman and Schwab (1985) defined benefits as indirect pay or payment for time notworked such as health care, privacy account, and insurance. Benefits account for a big portion of the reward package, and employees recognise them as an integral part of their reward package (Gross and Friedman, 2004 Williams et al., 2007). In its si mplest forms benefits may include breakfasts, lunches, dinners and snacks, that the employees and their families can have (Rubis, 2004), free cab rides home after certain times (Oldfield and ODonovan, 2001). Namasivayam and Zhao. (2007) apprised that benefits should be offered to all employees as they found out that benefits had greater positive effects on motivation, retention and job satisfaction on non-managerial employees. Considering the lack of academic research in the field of employee benefits in the hospitality industry, information on employee benefits at three international hotels has been gathered from their respective websites in the table 2.6c.Conversely, Hansen (2005) recur that the cost of employee benefits in the get together states is killing profitability for whole sectors. Because of such costs, organisations are increasingly implementing cost containment strategies to lower labour expenses (Lucero and Allen, 1994). The same authors continue to argue that negati ve repercussions can range from mild dissatisfaction to severe outcomes like outrage, resentment, and anger.Table 2.6c Examples of Employee Benefits in international hotelsTHE RITZ CARLTONFOUR SEASONS HOTELS AND RESORTSSHERATON HOTELS AND RESORTSWell-tailored UniformsMedical, Dental, Vision CoverageLife and Accidental Death Dismemberment Insurance laconic and Long Term DisabilityHealth Care and Family Care Spending AccountsDomestic Partner BenefitsVacation, nauseous/Personal and Holiday PayRetirement 401(k) PlanEmployee Stock Purchase PlanEmployee supporter courseEducational Assistance ProgramEmployee Discounts on hotel rooms, restaurant outlet meals and retail itemsComplimentary Employee MealsComplimentary waistband at Four Seasons properties with discounted mealsPaid holidays / vacationEducational assistanceDental and medical / disability / life insuranceRetirement benefits / pensionEmployee service awardsAnnual employee party / social and sporting eventsComplimentary meals i n dedicated employee restaurantsComprehensive, low cost health insurance for employee and familyDental and vision insurance coverageCompany-sponsored retirement plans (U.S. 401(k) program)Life Insurance and Disability InsuranceFlexible Spending AccountsEmployee Stock Purchase PlanEmployee Assistance ProgramAdoption AssistanceDomestic Partner eligibilitySOURCE Adapted from http//corporate.ritzcarlton.com/en/careers/benefits.htm, http//jobs.fourseasons.com/workingatfourseasons/benefits/Pages/fsbenefits.aspx, http//www.starwoodhotels.com/sheraton/careers/offer/benefits.html2.7 metre THE EFFECTIVENESS OF REWARD SYSTEMSYou cannot improve what you cannot measureLord KelvinPfeffer (1998) remarked that there was little devotion in measuring the efficacy of rewards although the design of the reward system loomed much management attention. However, Armstrong et al. (2009) rate the importance of such practice even above the design and execution of rewards. The primordial reasons for measuring reward effectiveness are to apperceive the benefits and impediments of a reward strategy Hodgson (2010) and to discern potential areas for improvement (Armstrong et al. (2009). Yet, Heneman (2002) comments that the evaluation of a reward systems effectiveness remains often overlooked. For instance, reward survey conducted by the CIPD in 2009 showed that only 32 percent of respondents had carried out any form of evaluation. In addition, a survey of reward by e-reward in 2009 established that only a low proportion of 12 percent of respondents had evaluated their performance-related pay schemes.Tools used to carry out the evaluation, according to e-reward (2009a) areExternal market surveyStaff attitude surveyBenchmarkingInternal selective information analysisEqual pay reviewsApparently, simpler methods for such practice do exist. For example, a survey carried out by Edenred concluded that reliance on manager observation, feedback and employee surveys were common for measuring reward effectiveness Hodgson (2010). Other criteria that could be used to measure reward effectiveness include improved performance, compliance with laws and regulations, cost reduction, contribution to strategic plans (Bergmann and Scarpello, 2002) Gomez-Mejia, 1992) and employee attitudes (Ram and Prabhakar, 2010). Hence, hospitality businesses could engage in carrying out such assessments in order to investigate the problem of high labour turnover in the industry.The tendency for overlooking the evaluation of rewards as highlighted by Heneman (2002) can be justified by the following reasons provided by Pfeffer and Sutton (2006)Lack of time and resources to evaluateBewildering sources of informationLack of training and skills in statisticsLazinessConstant change in organisations2.8 THE GAP BETWEEN HOW MANAGERS REWARD EMPLOYEES AND HOW EMPLOYEES WANT TO BE REWARDEDFigure 2.8 What Do Employees Want From Their Jobs?-Sources Foreman Facts, Labor Relations Institute of NY (1946) Lawrence Lind ahl, Personnel Magazine (1949) tell with similar results Ken Kovach (1980) Valerie Wilson, Achievers International (1988)Bob Nelson, Blanchard Training Development (1991)Sheryl Don Grimme, GHR Training Solutions (1997-2001)Most managers feel that all employees want is more money (Nelson, 2003). Research shows there is a wide gap between managers and employees on this issue, as shown in the figure 2.8.1. However, other survey findings revealed new elements which have not been found by the original study in 1996. Thus, the below list has been compiled from various authors survey findings on the subject in hand.Fair (competitive) Compensation (Perkins, 2007)Flexible working hours and time-off from work (Nelson,

Diffusion Coefficient of 2m NACL in Water

distribution Coefficient of 2m NACL in WaterThis examine patterns to determine the airing coefficient of a runny mixture, sodium chloride re rootage, in de-ionized body of water. This is d wizard by the commit of a fret public exposure cellular phone which consists of 121 erect capillaries which ar 5mm long and 1mm in diameter. Ficks Law of scattering is implementd in this experiment to calculate the spreading coefficient of sodium chloride re dissolving agent in de-ionized water. The counterchange in preoccupancy of the sodium chloride in the de-ionized water is measur fit by apply the conduction meter, since sodium chloride dissociates in water. The calculated economic respect of spreading coefficient was compargond with the writings value derived from Eletrochemistry textbook, and the difference in set lead be discussed.Some assumptions are being made to slang the calculations much simpler. The minginess at the refuse culmination of the diffusion c ell is take for granted to be pair to 2M, which is the hoagieity of the sodium chloride solution. The concentration at the f number end of the diffusion cell is taken to be effectively zero.Certain factors that affect diffusion and the calculation of the diffusion coefficient are overly discussed to lowstand more(prenominal) about their effects on diffusion. However, this experiment did not place emphasis on these factors, and these factors are assumed to be negligible in the experiment as steps impart been taken to belittle their comportment in this experiment.ObjectiveThe objective of this experiment is to determine the diffusion coefficient of 2M Sodium Chloride solution in de-ionised water.Principles1. DiffusionMolecular diffusion, or simply known as diffusion, is a spontaneous process that endpoints in the elucidate channelise of molecules from a region of higher concentration to another region of lower concentration. This net transport is a result of the intrinsic thermal energy present in all molecules at temperatures preceding(prenominal) absolute zero.The phenomenon of diffusion set up be mathematically described victimisation Ficks Law (or Ficks 1st Law), which states that for a two component outline consisting of A and B, the molar flux, Ni , of the individual component (i = A, B) is defined as(1)where D is the diffusion coefficient , Ci is the concentration of component i, and is the concentration gradient in the z-direction. The negative target indicates the flow of transport is from region of higher concentration to region of lower concentration. In the context of this experiment, Ficks rectitude in one-dimension is considered, and there is no mean flow of mixture in the observational set-up. Therefore, Equation (1) for the molar flux is valid for this experiment.2. Experimental Set-upA diffusion cell is an instrument that is used to study the diffusion of liquid or gaseous mixtures. The diffusion cell used in this experiment c onsists of a honeycomb of 121 accurately dimensioned vertical capillaries that are 5mm long and 1mm wide in diameter. This is to restrict the diffusion to a one -dimensional diffusion.To prepare the diffusion cell for use, a small volume of concentrated solution is first dictated on one side of the honeycomb, whilst the other side consists of a large volume of pure resolvent (de-ionized water). The concentration within the larger volume provide append gradually as diffusion of the solute occurs. This change in concentration is monitored closely with a conductivity sensor and meter. To ensure a uniform concentration within the larger volume, the mixture is continuously stirred with a magnetic stirrer. (Figure 1)The concentration at the lower end of the pipework is in fact constant and is equal to the molar concentration of the solution. The concentration at the upper end of the tube is effectively zero (Figure 2).Honeycomb twist with capillariesConcentration of solution outsid e tube is zeroConcentration of solution inside tube is 2M NaClTherefore it shadower be said that(2)where M is the molarity of the solution and L is the length of the tube. The amount of sodium chloride diffusing per unit time from the hairlike is approximately(3)where d is the diameter of the capillary, n is the number of capillaries and L is the length of the capillary.Outside the tube, since sodium chloride is able to dissociate in water into sodium and chloride ions, the accumulation of the sodium chloride salt in the de-ionized water displace be easily calculated by the pacement of change in the conductivity k of the solution with respect to time t. The amount of sodium chloride accumulating per unit time outside the vas is approximately(4)where V is the volume of water in outer vessel and CM is the conductivity change for unit molarity change and has the value of 0.41-1M-1 for the solution used in this experiment.Mass balance requires that the amount of sodium chloride breathing out out of the capillaries must be equals to the amount of sodium chloride accumulated in the de-ionized water.(5)Therefore,(6)By rearranging Equation (6),(7) entirely the terms in equation (7) are constants and known, except for . However, to determine, we can plot a graph of conductivity as a utilisation of time and find the gradient, which is equals to. Thus, by plotting conductivity as a function of time, the value of the diffusion coefficient D for the sodium chloride solution can be determined.Equipment and MaterialsOne lambert vessel with cell holder (Figure 3)Magnetic stirrer with variable speed (Figure 3)Magnetic stir bar (Figure 3)Diffusion cell (Figure 4) subscribe toivity meter (Figure 5)Conductivity leadsStopwatch (Figure 6)A bottle of de-ionized water (Figure 7)50 ml beaker (Figure 8)2M sodium chloride solution in a 100ml glass bottle (Figure 9)Experimental ProcedureThe one litre vessel was fill with de-ionized water up to 1cm below the graduation (black) mark.The magnetic stirrer was set to the low setting.The conductivity meter was connected to the electrodes and indeed switched on.The yarn on the conductivity meter was noted to be less than 10-4-1 (1 -1 = 1 Siemens).The diffusion cell was completely filled with 2M (molarity) sodium chloride solution (116.9g NaCl/litre). Excess solution on top of the capillaries and on the sides was wiped off gently with a soft tissue.The diffusion cell was clamped in its position with the top of the capillaries lying parallel with the graduation mark on the vessel.The vessel was carefully filled to the graduaton mark with the provided de-ionized water bottle. The nozzle of the bottle was aimed away from the capillaries and towards the wall of the vessel, so as to minimise the convulsion caused.The timer was issueed immediately when the vessel was filled to the graduation mark. The reading on the conductivity was noted raven at the same time.The conductivity readings were noted down every 200 seconds till 3600s.After the end of Run 1, the solution in the vessel and diffusion cell was disposed. Both the vessel and the diffusion were process thoroughly with de-ionized water.Steps (1) to (10) were repeated to get another set of readings for Run 2.ResultsThe results are tabulated in table 1.QuestionsPlot conductivity (k) versus time (t) and determine the slope of the best fit straight line through the points.From the plot, the gradient of slope of the best fit straight line for Run 1 and Run 2 are4 x 10-8 and 3 x 10-8 respectively.Determine the diffusion coefficient of 2M NaCl using equation (6).To use equation (6), we need the value for . The value for is determined from the graph. We will take the average of the gradient of the 2 slopes we get from the graph.= = 3.5 x 10 -8Where,V = 1 Litre = 0.001 m3L = 5mm = 0.005 mCM = 0.41-1M-1n = 121M = 2Md = 1mm = 0.001 m(gradient of slope) = 3.5 x 10-8 (s)-1For = 3.5 x 10-8 (s)-1,How does your value(s) compare with belles-lettr es values? Comment on sources of error.Table 2 is obtained from the literature of an Electrochemistry textbook. The data in the table are obtained by various observational techniques, such as tracer diffusion determination.The diffusion coefficient of Na+ and Cl- ions in water, extracted from relevant data in Table 2, are found to be 1.33 x 10-5 cm2/s and 2.03 x 10-5 cm2/s respectively. These noodle diffusion coefficients do not take into consideration the effect of solvation of the water molecules on the ionic species.From Table 2, both the sodium ion and chloride ion have divergent diffusion coefficient from each other. However sodium chloride diffuses with simply one coefficient, thence we need to compute the average diffusion coefficient, DNaCl.From the equation(8)j1 = j2 = Dc1 = c1The average diffusion coefficient of the electrolyte NaCl ,DNaCl = 2 (9)(1/DNa+ + 1/DCl- )= 2(1/1.33 + 1/2.03) x 105= 1.607 x 10-5 cm2/s= 1.607 x 10-9 m2/sPercentage difference between experim ental and literature values of diffusion coefficient= (2.246 1.607)/(1.607) x 100%= + 39.8%The experimental diffusion coefficient values of 2.246 x 10-9 m2/s is slightly higher than the literature value of 1.607 x 10-9 m2/s, and this could be collectible to some realistic sources of error (Will be further discussed in the next section).The calculated value (DNaCl) based on Table 2, equation (8) and (9) does not take into consideration the effect of hydration of the water molecules on the ionic species. The phenomenon of solute-solvent interaction between sodium chloride and water is called hydration. The solute and the solvent both interact to form a new species, which is the certain species diffusing in the solventHence, it should be expected that our experiment value will be different from the literature value (DNaCl), as hydration do play a part in the experiment. In addition, the high concentration of the sodium chloride solution (2M) may result in convection, which will als o affect the rate of diffusion. (Will be further under Discussions) practicable Sources of ErrorS/NPossible Sources of ErrorSolution1.If thewalls of the capillary tubes arewet, or if the diffusion tube is filled up too tardily or wrongly, air bubbles may form underthe capillariesin the honeycomb structure. The bubbles can significantly impede diffusion through the capillaries, affecting the rate of diffusion.Ensure that no air bubbles are formed in or under the honeycomb structure. This can be achieved by filling the diffusion cell slowly.2.Evaporation of water from the 1 litre vessel during the experiment could affect thevolume present in the vessel and hence diffusion coefficient would be affected, since the calculation of the diffusion coefficient involves the volume of water present in the vessel.The vessel could be covered with a cover or lid to minimise evaporation of water.3.The stopwatch should be startedas close as possible to the instant when the water covers the surface of the capillaries. This is because significant changes in concentration can occur at this pointintime callable to the steep concentration gradient between the 2 solutions. However, human reaction time will result in some delay. get down one somebody to fill up the vessel until the honeycomb structure is fully submerged in water, while another person looks from the side and starts the stopwatch once the honeycomb structure is fully submerged. This will minimise the human reaction time.4.The solution may not be well-stirred enough, thus resulting in a higher concentration at the diffusion surface than the rest of the solution.Have more than one conductivity sensor at various locations or depth along the vessel enables us to get more accurate conductivity readings by averaging the values obtained.5.The needle was fluctuating at some of the instant when readings were supposed to be taken, making it hard to determine the value to be put down. By the time the needle stabilised, it has already exceeded the stipulated time (e.g. 1000s), and the reading obtained from the meter would not reflect the conductivity of the solution at that particular time but instead for another timing.A data logging system should be used where signals from the conductivity meter used for the diffusion cell can be recorded into a computer at fixed regular time interval. This helps to eliminate human error from wretched judgment in the reading of results as well as allows for a more accurate reading of the conductivity.6.The vessel may not be thoroughly cleaned from previous experiment by other students, therefore leaving sodium chloride residue at the wall of the vessel. This may add to the conductivity of the solution during the diffusion experiment when the vessel is filled with de-ionised water and therefore lead to an error when calculating the diffusion coefficient of sodium chloride.Clean the equipments thoroughly once more with de-ionised water to ensure that no residues are pres ent on the equipment.7.Small air bubbles could have been trapped at the opening of the capillaries of the diffusion cell before the start of the experiment. This would affect the diffusion rate of the sodium chloride solution.A porous plate can be used. It enables the solute and solvent to pass through freely, minimizing the chance where the molecules are stuck at the pores or in the capillaries.8.Convection occurred in the experiment is a major factor that will affect the accuracy of our experiment. Effort has been made to minimized convection. However, the extent in which convection has affected our experiment values is unknown. The rotation of the magnetic stirrer could introduce convection currents in the water.The addition of sully to the vessel containing watercan be used to determine whether the magnetic stirrer is causing too much convection. This should be done before the commencement of the actual experiment to ensure minimal or no convection are present. The dye should n ever be used during the commencement of the experiment as it baron interfere with the diffusion rate of sodium chloride solution.9.The changes in the conductivity may be so small such that the elongate meter is not able to detect the changes. The use of an analog meter also depends on how the person judges the values of the readings when the needle is in between the markings on the meter. This might result in stochastic errors.A digital conductivity meter or data logger should be used to minimise the random errors that might be introduced if an analog meter is used. A digital conductivity meter or data logger would be more able to reflect the small changes in conductivity of the solution, enceinte us readings that are more accurate and more precise.10.The temperature of the sodium chloride solution in the diffusion cell and the water in the vessel is assumed to be the same and constant throughout the experiment. However, this may not be true due to the fact that the experimental setup is exposed to the surroundings, thus it is very thorny to ensure constant temperature within the system, unlike the case of a water bath. Temperature, however, does affect the diffusion coefficient.Conduct the experiment in an enclosed environment to minimise contact with the surroundings. Measure the temperature of the water and sodium chloride solution constantly to ensure constant and identical temperature throughout the experiment.DiscussionsSolute-Solvent interaction (hydration)In the experiment, the species that are diffusing are not just pure sodium and chloride ions. In fact, sodium chloride and water interact to give a new species which is the actual species diffusing in the solvent.The effect of hydration can be studied by using the following flux equation(10)j1 = D0 (1 + ) c1(11)j1 = (1 + ) c1where D0 is the new diffusion coefficient, is the solvent viscosity, R0 is the solute radius, and 1 is the activity coefficient.Equation (10) and (11) can be affected by h ydration in two ways. These two factors are the hydrated species radius R0, and the concentration dependency of diffusion.From equation (11), the solute radius R0 is that of the hydrated species. This can be related to the true solute radius R0 by the following equation R03 = (R0)3 + n() (12)Where VH2O is the molar volume of water and n is the hydration number.The third column of Table 3 shows the values obtained from equation (12).If we were to take the values of Na+ (0.5) and Cl- (-0.7) and compute the average radius R0, the radius obtained will be a smaller value as compared to the case when no hydration is considered. Therefore, we will obtain a larger D0 if we substitute a smaller R0 into equation (11). This explains why we get a larger D0 from experimental results as compared to literature values.ConvectionIn our experiment, the sodium chloride solution has a molarity of 2M, which is a concentrated solution. such concentrated solution may cause convection in our experiment, thus affecting the rate of diffusion.Total mint candy transported = Mass transported by diffusion + Mass transported by convection(13)The total mass flux n1, (mass transported per unit electron orbit per unit time)n1 = j1a + c1vawhere j1a is the diffusion flux and c1va represents the convection.From equation (7)(7)D =If we add in the convection term, it becomes(7.1)D = + (convection)From equation (7.1), we can detect that the presence of convection in the experiment will mean a bigger value for diffusion coefficient since the total mass transported is now dependent not solely on diffusion only. Convection does play a part in the transporting of mass.In order to examine whether the effect of convection is significant in our experiment, we can verbalize the experiment with sodium chloride solution at lower concentrations. The diffusion coefficient obtained will then be compared against literature values. If the degree of difference between experimental results and literature valu es is similar to that of using 2M sodium chloride solution, then we can say that the effect of convection is negligible in our experiment, and vice versa.Temperature dependence of diffusion coefficientIn our experiment, the temperature of the water in the vessel and the sodium chloride solution is assumed to be the same and constant throughout the experiment.The dependence of diffusion coefficient on temperature in liquids can be determined using the Stokes- Einstein equation(14)where T1 and T2 declare temperature 1 and 2 respectivelyD is the diffusion coefficientis the dynamic viscosity of the solventFrom the equation, we can see that temperature does affect the diffusivity of the sodium chloride ions. In order to ensure that this problem does not affect our experiment, we should continuously measure the temperature of the water in the vessel and the sodium chloride solution to ensure identical and constant temperature throughout the experiment.ConclusionsThe aim of the experimen t was to determine the diffusion coefficient of 2M Sodium Chloride solution in de-ionised water. The purpose of the experiment is achieved through the use of diffusion cell and the conductivity meter to study the change in concentration along the vessel at regular intervals.The value of our experimental result is of the order of 10-9 m2/s, which is common for liquid mixtures. This implies that the method of using honeycomb diffusion cell and measuring the change in conductivity to calculate the accumulation of the sodium chloride in the de-ionized water is appropriate for the determination of diffusion in a liquid mixture in this experiment. However, one should be aware that the conductivity method is only applicable for solute which fully dissociates in water. Solutes which do not dissociate in water will not give whatsoever changes in conductivity of the de-ionized water.It was found that the diffusion coefficient determined in the experiment is 39.8% larger than the literature v alues. This is most likely due to the fact that the literature values did not consider the effect of hydration on the sodium and chloride ions. The effect of hydration tends to increase the rate of diffusion, and this was the case for sodium chloride solution. Therefore, if we were to take into consideration the effect of hydration on the ions in our calculation of the literature values, the diffusion coefficient calculated will be close to our experimental value.We have discussed that convection is an important factor that might affect the reliability and accuracy of the experimental results. Due to the limitations of the experiment procedure, we were unable to determine the extent in which convection affects the experiment. Dyes could have been used to detect the presence of any significant convection currents due to the rotation of the magnetic stirrer.This experiment has showed that it is very difficult to calculate the actual diffusion coefficient very accurately using mathemat ical models and scientific concepts that we currently have. Due to the fact that the values of diffusion coefficients for liquid mixtures are very small, of the order of 10-9 m2/s, any slight error during the experiment will result in a big difference from the actual value. This difference might be small in magnitude, but the application of this value may have large implications in actual situations, such as in chemical plants. Therefore, much effort should be utilised for future research works to accurately determine the actual diffusion coefficients under different situations and conditions.

Organization and Management Research

Organization and charge queryOrganization and worry interrogation is in danger of becoming ir germane(predicate)Different enquiryes undertaken by organisational watchfulness table services to gain noesis in the solicitude airfield (Sandberg, Alvesson, 2011). Efficient management enquiry is essential for any governing body as it can indicate the success and the failure of that firm (Davis, 2014). The enormous indication in the field of management, over the previous few years, resulted in a great development in academic articles promulgated (Davis, 2014). Despite each(prenominal) the good and valuable work universe produced, this growth has been coupled with invariable debates that management look into is becoming irrelevant in the present judgment of conviction (Davis, 2014). This paper is intended to focus on the conf accustomd debates regarding the present dusk of management research and proposes alternative solutions to those difficultys (Sandberg, Alvesson, 2 011).Despite the vast and painstaking success, organizational and management research has a serious deficiency of high-impact research in the management field. It is argued that the researchers atomic number 18 becoming irrelevant for the concern organizations (Sandberg, Alvesson, 2011). There is a large sh atomic number 18d thought of a disturbing lack of pilot burner ideas and progressive contributions in the management studies (Alvesson, Spicer, 2016). Research process enhances the knowledge and van hatful to question the set norms if they seem backdated. Organizational and management research process has a huge lack of interesting and influential studies (Davis, 2014). The problem is that there is no mark of ch whollyenging the underlying assumptions of established literary works (Sandberg, Alvesson, 2011). The disturbance-spotting research method is mostly used by the researchers and the institutions nowadays which be blocking the entry of creativity in the field of research (Neuman, 2014). regeneration and creativity ar needed in this field, to question the previous beliefs of either private and of course, the next task of the research process will be to provide essential theoretical and practical answer to every individual (Davis, 2014). The incremental consensus-confirming work is in the central attention rather than the consensus-challenging contributions which atomic number 18 really disappointing for the editors, other researchers and for the commentators (Quinlan, 2015).Institutional conditions, professional norms within the management field and the researches identity constructions, these three points atomic number 18 closely interconnected and kinda influential for the organization and management research process (Alvesson, Sandberg, 2012). These three factors are equally supporting and practicing adding-to-the literature form bureau to find come pop of the closet the probable crack cocaine in the research thereby fillin g it up with suitable examples and arguments rather than challenging the whole dust and providing an interesting and innovative framework (Neuman, 2014). There is a constant pressure universal for the researchers in the path of achieving identity (Quinlan, 2015). Nowadays, researchers are more interested in produce their works in the top listed journals accepting the pass-spotting method which decreases the quality of research process (Verma, 2014). New evolutionary research is important not alone to challenge the set assumptions of other hatful blindly but also, it is requisite for clear, critical and new-fangled viewpoints in the organizational and management research (Quinlan, 2015). supposition and literature studies are important in everything that we do they act as a way of guiding us to perform better in our respective fields (Sandberg, Alvesson, 2011). They are essential for organizational behavior, practicing organizational psychology and at the time of studying ( Alvesson, Sandberg, 2012). However, recently, the field of organization and management research has broken its essence and has break down attracted to the interesting puzzles and shiny objects (Donaldson, Qiu, Luo, 2013). There has been no advancement in the management conjecture it is more concerned with the merriment mensurate present in the present articles and theories, rather than focusing on their real- knowledge base value and scientific rigor (Donaldson, Qiu, Luo, 2013). The theories should be accurate and invite value for them to be applied in the real-world practices (Sandberg, Alvesson, 2011).Previously the theories that were developed, especially in the youthful 70s and 80s, they were completely focused and aimed at improving the existing practices of the organizations (Birkinshaw et al. 2014). The authors used to fall hypotheses from theoretical propositions, which were then tested before being formed into a theory (Sandberg, Alvesson, 2011). This helped in severalizeing the underlying relationships like whom do they apply to, and wherefore and where. The theories of that time effectively addressed the what, how, why, when and where of the organizational phenomenon (Birkinshaw et al. 2014). The theoretical contributions were gauged on diverse parameters like what is new, how will it effect, and why now (McKeown, Petitta, 2014).Currently, this has process has almost vanished (McKeown, Petitta, 2014). The researchers are more interested in write downting a high measure of articles anaesthetiseed rather than focusing on the quality of the research or theories. This is because, the number of articles being published each year has increased significantly, and there is high competition among the authors to break their research text file published in leading journals (McKeown, Petitta, 2014). Several new line of credit schools induce been established all around the world and the existing ones fall in expanded significantly, beca use of this there has been a major increase in the number of articles for organization and management research (McKeown, Petitta, 2014). Furthermore, putments rush introduced various assessment formulas like ERA and REF/RAE in Australia and the UK respectively (Birkinshaw et al. 2014). These assessment guidelines have been formulated by the regimen to govern the universities. Thus, because of this, it has become a performance indicator for the top business schools, as the more articles they are able to get published in the high-end journals, their rank and status will be improved (McKeown, Petitta, 2014). This has led to the universities forcing the professors and scientists to get a high number of articles published every year and because of this, they cannot research decent and produce articles which lack good research and theory (McKeown, Petitta, 2014).Additionally, even though there is a high increase in the number of articles being published, none of them have interestin g and innovative theories, and are highly matt (Alvesson, Sandberg, 2012). Since there has been an increase in the quantity of management articles, the authors have become competitive and due to this the quality of the articles has improved (Karlsson, 2016). However, this has not motivated the authors in publishing new and improved theories (McKeown, Petitta, 2014).Research is done so that the knowledge of the particular field is enhanced and new and innovative theories are discovered, which help in making the existing practices better. Nevertheless, the research that is being done currently lacks innovative and interesting theories and ideologies (Alvesson, Sandberg, 2012). The authors have been publishing the equivalent theories repetitively and gap spotting is becoming extremely popular. These articles are highly quantitative and sway figures from the past years, which make them irrelevant and tough to understand (Karlsson, 2016). Furthermore, they are on the dot based on hypotheses and do not always turn out to be accurate. Since these organization and management research papers lack relevant theories and innovative ideas the existing as well as upcoming managers have stopped reading them (Farnsworth, Keeble-Ramsay, Kemble, 2014). These research papers do not have much relevance with the real-time management world and the managers cannot relate to them (Alvesson, Sandberg, 2012). Thus, these papers are not solving the actual purpose and because of this there is a debate on whether these research papers are relevant for the business organizations or not (Karlsson, 2016).The research is done by the authors on the same topic repetitively. In one instance, there were two articles found on the Harvard duty Review, which was written by well-educated authors having good knowledge close to academic management research (McKeown, Petitta, 2014). These articles were written by Bennis OToole (2005) and Behrman Levin (1984) and had a gap of 21 years. How ever, the content of both these articles were same and they addressed the same issues (McKeown, Petitta, 2014). This is a proof of the same research is being repeated time and again. This means that the issues have not changed at all, and the same issues are plaguing the management world even now (Johnston, 2014). Therefore, the researchers should not waste their resources for providing solutions for the same research repetitively and the previous research papers and theories can be used by the existing managers as a guide (Karlsson, 2016). Or the solutions for the problems faced by the manager and how they can improve themselves have not been found by the researchers until now (McKeown, Petitta, 2014).Even though several problems are plaguing organization and management research, and many quite a little have been complaining about the system which is prevalent (Suddaby, Hardy, Huy, 2011). There have hardly been any proper complaints by these people regarding the system. This is because many people are getting benefitted from the prevailing system and are dominating the field, so that it does not get changed. The other segments of people are continuing to support this system voluntarily (Alvesson, Sandberg, 2012). Only few people are there who real want this system to be changed. The benefactors of this system include the deans of the colleges and the status of the universities, publication houses, as well as the authors report the existing articles (Karlsson, 2016). The deans of the colleges are highly benefitted because of this existing system, as according to the government regulations, the colleges can improve their ranking if higher number of articles are published in leading journals, which have been specified by them (McKeown, Petitta, 2014). So, they ensure that various articles from their college get published in these journals thus, increasing their ranking and improving the pick up of the university. The publication houses are getting benef itted because there has been an increase in the research articles being submitted to them, which in turn is improving their brand name. This is also effective for the researchers, as writing these articles and getting them published in prestigious journals enhances their life history (Donaldson, Qiu, Luo, 2013).This has resulted in the biggest problem present in management research, which is gap spotting. scientific enquiries involving questioning the underlying assumptions of the existing research and deal with consensus challenging theories however, gap spotting involves consensus seeking, which is the complete opposite (Karlsson, 2016). This has become extremely popular and the authors identify or construct gaps in the studies that have been done previously. This is known as extending the literature, and the researchers use the previous research studies to extend them by critically or positively referring to them, and base their own study and theories on these works. The conte mporary authors and researchers use this as an excuse in most of the cases, so that they can get their articles featured in leading journals (McKeown, Petitta, 2014). This also has its benefits, as some articles actually need to be improved and challenged, but this has become a bowel movement and the organization and management research is becoming irrelevant due to this (Alvesson, Sandberg, 2012). cranny spotting happens because of various reasons and a major reason is the professional norms that have been dictated by the editors, journals and reexaminationers (McKeown, Petitta, 2014). These journals have started this trend of gap spotting and eer encourage the norm of adding-to-the literature. Since the authors want to get their articles published in these journals, they have to follow the guidelines and rules dictated by them (Alvesson, Sandberg, 2012). They follow a strict review system and to get an article published, an author has to get various changes done. sometimes because of this, several parts have to be deleted and various meaningless additions are done, due to which the meaning of the article gets completely changed (McKeown, Petitta, 2014). Furthermore, all these changes have to be done within the word count stipulated by them and the researchers have to attend to innumerable demands (Karlsson, 2016). This has become a significant problem, as sometimes because of this, people who have written good journals having relevant theories and discoveries, do not get their work featured (McKeown, Petitta, 2014).The near omnipresent condition to constantly publish in the top rank journals has proved that most of the researchers have lost track and the main aim of the management studies, namely, to generate original knowledge that matters to the organization and community. (Quinlan, 2015). Therefore, the most noteworthy point here is that, in suppose to get back the management studies on the previous track, there is a need to shift the interest of the researchers from the recent paper exertion to the production of more innovative and significant ideas that can bring change in both organizational procedure and theories (Alvesson, Sandberg, 2012). Using problematization and empirical material as methods for challenging previous assumptions will be beneficial to get new ways in the organizational and management research process (Neuman, 2014).BooksKarlsson, C. (Ed.). (2016). Research Methods for Operations Management. Routledge.Neuman, W. (2014). Social research methods (1st ed.). Boston u.a. Pearson.Quinlan, C. (2015). Business research methods (1st ed.). Andover Cengage teaching EMEA.Verma, R. (2014). Management research (1st ed.). New Delhi Anmol Publications. diarys Alvesson, M., Sandberg, J. (2012). Has Management Studies Lost Its Way? Ideas for to a greater extent Imaginative and Innovative Research. Journal Of Management Studies, 50(1), 128-152. http//dx.doi.org/10.1111/j.1467-6486.2012.01070.xAlvesson, M., Spicer , A. (2016). (Un)Conditional surrender? Why do professionals willingly comply with managerialism. Journal Of Organizational Change Management, 29(1), 29-45. http//dx.doi.org/10.1108/jocm-11-2015-0221Behrman, J. N., Levin, R. I. (1984). Are business schools doing their job. Harvard Business Review, 62(1), 140.Bennis, W. G., OToole, J. (2005). How business schools lost their way. Harvard business review, 83(5), 96-104.Birkinshaw, J., Healey, M. P., Suddaby, R., Weber, K. (2014). Debating the future of management research. Journal of Management Studies, 51(1), 38-55.Davis, G. (2014). Celebrating Organization Theory The After-Party. Journal Of Management Studies, 52(2), 309-319. http//dx.doi.org/10.1111/joms.12094Donaldson, L., Qiu, J., Luo, B. N. (2013). For rigour in organizational management theory research. Journal of Management Studies, 50(1), 153-172.Farnsworth, T., Keeble-Ramsay, D., Kemble, R. (2014, June). ProblematizingRepeat Studies in Management Sciences. In European Co nference on Research Methodology for Business and Management Studies (p. 144). Academic Conferences International Limited.Johnston, A. (2014). Rigour in research theory in the research approach. European Business Review, 26(3), 206-217.McKeown, T., Petitta, L. (2014). Management studies in mount International, interconnected, yet still unique. Journal of Management Organization, 20(05), 567-571.Sandberg, J., Alvesson, M. (2011). Ways of constructing research questions gap-spotting or problematization?. Organization, 18(1), 23-44. http//dx.doi.org/10.1177/1350508410372151Suddaby, R., Hardy, C., Huy, Q. N. (2011). Introduction to special topic forum where are the new theories of organization?.

Effectiveness of Sports Sponsorship

Effectiveness of Sports Sponsorship aditFew merchandise weapons platforms butt match the label createing opportunities byeed by genetic mutations patroniseships, with the guarantee of word-painting in print, commodiouscast and stark naked media. In the exceedingly emotive world of divert, the listening sees sponsorship as support for something to which they feel enormous attachment. An average of more than than than 150 million viewers watched all(prenominal) football match in Euro 2004, with 273 million people tuning in for the final, and in the UK, the highest consultation was 20.7 million. (Margraff, 2005) However, publicizing suspendance in the UK is now reaching term proportions. A late(a) study conducted by Continental Research put that 45% of UK adults agree with the statement Given the chance I avoid TV ads as much as I lay nearly.. (Evans, 2006) condescension this, and the fact that consumers be spending less and less time overwhelming traditional media, Evans (2006) reports that lazy marketers still siphon off the major(ip)(ip)(ip)ity of their be turn out out to TV and magazines. Smarter advertisers, however, ar devising new ways to interact with their locate audience.As a result the main feature of the category of the form pass on undoubtedly be in June, where the World Cup allow for break all sponsorship records, and will be the showcase for markers to interact with their consumers the likes of never before. Brands will judge to emulate Pringles, which partnered Yahoo Sports reporting during Euro 2004 to build sensory faculty nearly its dream team concept. (Evans, 2006) For sponsors, such(prenominal) viewing figures emphasise why it is so weighty to be associated with football tourneys and indeed whatever diverts tourneys of magnitude. As a result, Corn thoroughly et al (2005) afford cogitate that sponsorship of free reins tournaments has now reverse a mainstream selling converses pricking. Howe ver, whereas sponsorship involves a fee paid in advance for future possible communication protects, advertising offers a more knowable and more controlled communication. Furthermore, whereas sponsorship requires leveraging advanceal spending in as displaceing to the sponsorship fee to obtain the greatest economical pass judgment, advertising is oft sponsorships well-nigh replete supplement. Sponsorships whitethorn also be directed toward consumers, channel members, financial institutions, government, community, and employees.As a result, in order to compute the full effectualness of sports sponsorship on merchandising and branding, this surveil will review several different donnish journals with varying methodologies, from empirical studies to more pure theoretical approaches, in an attempt to judge the approximately successful approaches The methodologies of the journals will be examined in more lucubrate at the end of the review, and the conclusion will attempt t o discover the most effective methods exercisingd, as well as commenting upon the true value of tournament sponsorship in the context of engagement of modern selling.Whilst the main focus of the methodology analysis will be on the contrast between the empirical, pragmatic, studies and the more abstract, theoretical models, there may be more important analysis contained at bottom the articles which use marketing prototypes as their dominant approach. Within the context of tournament sponsorship, the figure of speech approach focuses on examining the specific thought patterns, both(prenominal) of the marketers designing the campaigns, and the target audience experiencing them. As a result, paradigms offer a much great insight into the intensity of the tournament sponsorship than pure practical or theoretical approaches. However, a multi paradigm approach imparts even greater insight, as it looks at differing thought patterns within target segments, and between marketers in the same sector, or even the same firm. This degree of complexity actor that multi paradigms have not practically been used in the context of tournament sponsorship, but wherever they have been en regaininged, they have been identified and analysed, using the cardinal interacting paradigms defined by Burrell and Morgans (1979) name on multi paradigmsLiterature polish upSports Sponsorship OverviewGrohs et al (2004) analysed re centime stick tos which rear that, while managers tended to favour media coverage around ten years ago, now they rate sponsor sensation and human body switch from the sponsored event to the sponsor as the main reasons for engaging in sport sponsorship.. However, the paygrade of sponsorship has not kept up with this change in priorities, and companies often seem reluctant to evaluate sponsor and spectator sentience even though measurement is straightforward and not genuinely addressly. An important reason might be that previous studies showed th e unsatisfying effects of mill about marketing, a form of marketing where other(prenominal) firms make consumers believe, incorrectly, that these companies are the actual sponsors of an event. This phenomenon will be covered in more detail later in the review but, in the case of image transfer, evaluation seems to be hard-fought due to a lack of a have comprehensive and testable modelDespite these concerns, corporal spending on sport sponsorship continues to escalate up 3.7% from 2001 to 2002, with several companies reportedly spending over $ blow million each year (Stotlar, 2004). Sport sponsorship has been shown in the literature to be a viable component contributing to market strategy, however of late, the downwardly movement in m each corporate stocks through 2003, projected wage shortfalls, and decreased company profitability has caused some shareholders to question sport sponsorship as an appropriate expenditure of funds because footling empirical differentiate of restitution on investment has been provided. However, this can be primarily viewed as organism because many a(prenominal) corporations have failed to pass judgment sponsorships effectiveness in meeting their objectives. maybe the lack of assessment exists because the process for evaluation has not been solidified in theory or consecrate thus an evaluation model for sport sponsorship found on the myriad of contributing factors is needed.Stakeholder PerspectivesCornwell et al (2001a) reports that sponsorship of sporting and other events has become an increasely popular marketing communications vehicle. However, Cornwell et al (2001a) yoke the ranks of academics who claim that precious little interrogation has investigated how sponsorship participation is beneficial to a firm and its brands. Thus their study explores how managers view the brand equity building capabilities of their sponsorship linked marketing programs over time and, in a two-phase survey, 50 managers reporte d on the value of sponsorships in building brand equity. Findings showed that leverage, the use of advertising and promotion to support the sponsorship, and active trouble involvement are significant predictors of both the perceived differentiation of the brand from its antagonists and adding financial value to the brand.To put tournament sponsorship in perspective, the sponsorship of sports, causes, and events has become an established communications tool seen as useful in building brand awareness, brand image, and corporate image (Javalgi et al. 1994 McDonald 1991 Quester 1997 Turco 1995 Witcher et al. 1991). Brand awareness and image, in turn, are intact to the idea of brand equity, the set of value-adding assets linked to a brand (Aaker 1996). twain academic (Keller 1993 Park and Srinivasan 1994) and business writers confirm the role that sponsorship can contribute in building equity for the brand. Indeed, Keller (1993, p. 10), in his theoretical development of customer- fou nd brand equity, notes that anything that causes the consumer to experience or be exposed to the brand has the potential to adjoin familiarity and awareness. Likewise, promotion industry analysts find sponsorship popular as a platform from which to build equity and gain affinity with target audiences (Smith 1996, p. 15). Empirical work, however, concentrates on that a few brand equity elements, for example, brand awareness Sandler and Shani (1992), brand taste sensation Nicholls and Roslow, (1994), corporate image Turco (1995), and adding financial value to the brand (Cornwell et al, 2001b). As a result, Cornwell and Maignan (1998) claim that no study has considered a abundant range of equity elements, thus Cornwell et al (2001a) therefore explore the potential of sponsorship to build various aspects of brand equity, with their intent existence to develop an instinct of how managers view the brand equity building capabilities of their sponsorship-linked marketing programs.How ever, of concern to managers is that, whilst the sponsorship of football is a multi million pound industry, with many sponsors hoping that supporters enthusiasm for their team will translate into long term benefits for the sponsor, the intensity of team alludery center that a sponsorship may also alienate opposing supporters. Davies et al (2006) examined the rival Glasgow clubs, Celtic and Rangers, who undertook a joint sponsorship arrangement with the communications company NTL, study how the benefits obtained compared to those that may have been judge from a single sponsorship. While the sponsorship was very effective in creating awareness for NTL and very profitable for the clubs Davies et al (2006) found ambivalent attitudes towards the company, with the most committed supporters being the least accepting of the sponsorship, and the expected positive relationship between support for the club and brand mouthful for NTL was not found.Of course, the companies and participants are not the only stakeholders in a sponsorship deal, curiously for major events. wiz example of this is in tobacco sponsorship of sporting events, where the opinions of government, wellness activists, and sport organizers towards the concept have been widely discussed and debated. This writing Danyichuk (2000) contributes a new perspective to the debate by providing input from spectators at a major sporting event obtaining four hundred spectator respondents to a paper and pencil survey at a Ladies Professional Golf connector (LPGA) event that had a tobacco company as its title sponsor. The questions evoked demographic information in addition to spectator smoking habits, awareness of title sponsor, awareness of current tobacco legislation, opinion concerning tobacco sponsorship, and suggestions for alternate sponsorship. The final results actually indicated that 73% supported tobacco sponsorship 11 % opposed it and the remaining 16% had no opinion. Those opposed to tobacco spon sorship cited health implications of tobacco use, negative influence on young people, and negative aspects of tobacco promotion in general, and some spectators provided specific examples of alternative sponsors whilst the majority of others indicated that the willingness and financial care of a potential sponsor were key elements of the sponsorship arrangement. The final description of this was that, whilst it would be better to have found another sponsor, it was better to have a tobacco company than no sponsor at all.Given that events would unendingly prefer to have a sponsor, where possible, Westerbeek (2000) tested the hypothesis that revenue maximisation of the tenants of sports facilities is dependent on the geographical location of the facility, or the location of diffusion. To test this hypothesis, revenue maximization was operationalised pertaining to sponsorship, and a survey instrument was sent to all sponsors of a Melbourne based football club. The sponsors were grou ped as location dependent and location independent based on the location of their calculate office and financial turnover achieved in the area around the sports facility. The survey thus collected information on three different step in the sports consumption process including coming to the sports facility, being in and around the sports facility and being serviced in the sports facility, and found that revenue was geographically dependent when the sponsor was similarly location dependent.Finally, Payne (1998) conducted a study into the practice of tarry marketing, and its effect on stakeholder, using the example of The exceeding Games which, as the worlds largest and most prestigious sports event, has been a major target for ambush marketing activity. The position of the International exceptional deputation is that the practice of ambush marketing re incloses a deliberate attempt to profane consumers into believing that the companies heterogeneous are supporters of the exce eding Games. However, it was found that the effects were most marked on the other stakeholders the activities of ambushers were found to erode the integrity of major events and lessen the benefits to official sponsors, who are the real supporters of such events. Ambush marketing has been criticised heavily as it breaches one of the fundamental tenets of business activity, namely, truth in advertising and business communications. As a result, the IOC, as custodian of the Olympic Games, successfully adopts a twofold strategy of protection and prevention to counter the threat of ambush marketing.Integrating the marketing approachStatistics show that sponsorship of sports and other events is one of the fastest growing areas of promotion, despite the fact that the importance of this position strategy is not reflected in the amount of attention it has received in the marketing literature. Although some query has been done in this area, the majority of work has not employed the same theo retical and methodological rigor minded(p) other areas of consumer behaviour. Some scholars, such as McDaniel (1999) have suggested that sponsorship functions like celebrity endorsement advertising, where the perceived match, or mismatch, of brand attributes with the endorsers attributes influences consumer response to such marketing communications, and the marketing mix as a unharmed.However, one of the most difficult challenges for marketers remains the large, diverse means of communication and communication options that are functional to support their brands TV, print, and interactive advertising trade and consumer promotions arts, sports, and cause sponsorships etc. Consequently, marketers mustiness understand what various marketing communication options have to offer and how they should be combined to optimize their marketing communications programs. Towards that goal, Keller et al (2001) considered how to develop, implement, and evaluate an corporate marketing communicat ion program, including event sponsorship. To provide both macro perspectives, curiously relevant for managerial planning, and micro perspectives they provided criteria as to how integrated marketing communication programs can be designed and evaluated as a whole, i.e. according to coverage, contribution, commonality, complementarities, robustness, and cost considerations. They also described how the two perspectives relate and conclude by discussing theoretical and managerial implications and outlining future inquiry directions.The emulous strategy literature seems to offer two principal approaches to the problems of developing marketing strategy in vaporizable environments, labelled as the formal and slack approaches by Wilson (1999).. More recent research into managerial cognition provides promising possibilities for integrating formal and informal approaches to understanding strategy development in volatile conditions, and exploratory research by Wilson (1999) has shown that , in practice and in contrast to much of the strategic marketing literature, the response of organizations in volatile environments depends fundamentally on how the managers involved perceive their environment and that managerial perception can vary intimately between, and even within, rival organizations facing ostensibly similar environments. As a result, the effectiveness of an organizations strategy can depend of the essence(p)ly on these managerial perceptions, or paradigms, and that it may be more realistic to regard war-ridden strategy as an organizations response to the perception of combative threat, rather than the more popular emphasis on hazard thus sponsorship is often undertaken as a response to a competitor pursuing a similar strategy, and reaping perceived benefits.Finally, although the importance of signs and symbols has been widely recognise in an integrated marketing approach, only a handful of consumer researchers have highly-developed theory and research p rograms based on semiotics, the doctrine of signs. rice paddy (1986) outlined the emergence and principal perspectives of semiotics and then discussed its applications and implications for consumer research and marketing strategy Among its strengths, semiotics positions meaning at the nucleus of consumer behaviour, provides a rich meta-language for semiotic consumer research, and recommends a multi-paradigm philosophy of marketing which can be use to the effective integration of sponsorship into a wide ranging marketing strategy.Evaluating EffectivenessThe use of gross sales figures, traditionally used to measure marketing effectiveness, as an index finger of sponsorship effectiveness is highly problematic in consequence of the possible influences of validatory marketing communications inputs, carry-over effects of past advertising, changing economic conditions, entry or exit of competing businesses, and so on. Hence, the results of sponsorship are typically appraised in impair ment of awareness trains achieved attitudes created or altered prompted and unprompted brand or company name recall the extents of television, radio and press coverage, and cost per kelvin prospects. (Bennett, 1999) A common approach is to measure the duration of television coverage of a sponsored event and the magnitude of press coverage obtained in terms of single column inches and then to compute the cost of purchasing equivalent amounts of space or broadcast time (Allen, 1990). This is convenient and practicable, but only indicates the extent of the publicity resulting from sponsorship, rather than the impact and effects of the exposure (Meenaghan, 1991).Meenaghan (1991) in fact recommends a three-fold evaluation procedure determination of a companys present position in terms of pre-sponsorship awareness and image with the target audience track to detect movements in customer attitudes towards the firm and the post-sponsorship comparison of military operation levels against sign objectives. A make sense of theorists, primarily Thwaites (1995), have advocated the use of tracking devices to monitor sponsorship effectiveness, however Marshall and Cook (1992) found that although 78 per cent of a sample of 58 UK sponsoring companies evaluated their investments in some way or other, very few of them actually undertook specialised tracking. Allen (1990) similarly reported evidence to suggest that only a small number of companies completed any formal evaluation of their sponsorship expenditure, or engaged in any research whatsoever designed to identify the likely interests of target customers.The survey conducted by Thwaites (1995) found that while two-thirds of a sample of 30 companies sponsoring UK football teams seek to evaluate their sponsorship activities, few went beyond the basic measurement of media coverage, and generally agrestic methods seemed to be applied. Reasons advanced by managers for not evaluating sponsorship effectiveness allow ind th e cost and uncertainties involved, technical research difficulties, absence of meaningful criteria for assessment, and lack of clear initial objectives (Allen, 1990 Thwaites, 1995). As a result, Bennett (1999), suggested that a sponsoring companys ability to create false consensus among spectators represents a concrete and useful device for measuring the effectiveness of sponsorship activities.In the absence of an external measure of validity of sports advertising effectiveness, alternative measures are often utilized. For example, John autograph Financial Services measures the effectiveness of its bowl sponsorship by the number of stories and lineage in newspapers and magazines across the country (McCarthy 1991). For the 1990 John Hancock Bowl, an American football collegiate championship, 21 binders of newspaper clippings were collected, whose value the insurance company estimated at over $1 million of advertising equivalency. Another approach used by event sponsors is to compare sales in periods before and after the sponsored event, however such surrogate measures hallow no evidence of the size of the audience exposed to the promotion. Furthermore, Levin 1993), claims that measures such as these are incomplete because they do not tell how event marketing shapes consumer awareness, attitudes and impressions of a company or its brands..It is possible to have on- localise audience research that goes beyond mere number counting and studies consumer attitudes, interests, and opinions (AIO). For example, statisticians, including Sudman (1980), have developed techniques to make place-based media surveys conform to traditional norms Research has also demonstrated that audiences at particular events have varied demographic and lifestyle characteristics, as well as distinct AIO (Nicholls, Laskey, and Roslow 1992). This finding makes certain events more attractive to some sponsors than others. For instance, Nicholls and Roslow (1994) found that the Maryland Gold Cup steeplechase attracts spectators targeted by the local Mercedes-Benz dealers, whereas those be the Indy CART automobile race in Miami have characteristics sought by Nissan.Even though Mercedes-Benz and Nissan understand the importance of demographics, lifestyles, and AIO, the impact of sponsorship and advertising in place-based media is still enigmatic. Where it is possible to make purchases on-site, sales measures are available and, moreover, can be related to the characteristics of customers. For instance, individuals who purchase particular items at a supermarket may be tracked by specialized Nielsen and IRI databases. (Nicholls and Roslow, 1994) In general, however, advertising effectiveness measures are not available for audiences at most place based sites, including sports events, unless they are specially commissioned. Thus, Nicholls and Roslow (1994) were most concerned with methods of measuring the advertising effectiveness of a specific sports event Traditional measures of effectiveness, beyond actual sales, include advertising exposure, consumer attitudes, brand recall, and purchase intentions, and Nicholls and Roslow (1994) collected and analyzed brand choice on sponsor brands promoted at a master golf tournament in order to build a model of sponsorship effectiveness.Examples from Specific Genres put to death sports, an emerging genre of individualistic sports, increased immensely in popularity over the end of the last century (Bennett et al, 2002). Sponsorship of deed sports events has likewise increased speedily over the last few years, and these sponsorships are prevalent on most televised event broadcasts. Bennett et als (2002) research suggested that there is an expansive and increasing action mechanism sports industry and several major corporate sponsors have show the benefits of advertising on ESPN, NBC, and others. Advertising research is replete with examples of utilizing intermediate measures to assess sponsorship effectiveness, a nd the literature base on intermediate measures in sport marketing has now been well established by the authors listed above, and has provided sport marketing and way practitioners with useful data on intermediate measures utilized by the LPGA, Olympic Games, and Gay Games, respectively. However, despite the development of literature on sponsorship effectiveness within the sport industry, there is a relative paucity of original research on the action sports phenomenon.As such, Bennett and Lachowetz (2004) discussed the attractiveness of the action sports genre to the genesis Y market, claiming that action sports events may increase in popularity even notwithstanding over the next few years. Since action sports were founded by individuals seeking to be involved in participant-controlled sports, the genre will likely continue to have some mass aggregation for the members of Generation Y, and therefore many companies and marketers will seek to benefit from the transfer of brand ass ociations resulting from the firms aligning themselves with the events and athletes that appeal to the youth segment. Certainly, there are valuable lessons for all sports sponsorship marketing practitioners that can be learned from the substantial growth of the action sports industry, and since there has been such a dramatic rise in the popularity and strength of the genre, practitioners should analyze the efforts do by those responsible for expanding the industry. Obtaining sponsors that appeal to targeted markets or have the capability of transferring images is another objective that has been utilized by action sports marketers and managers, and marketers should consider being accepted or creating a cool image when attempting to influence the youth market, especially one so large and filled with cynicism toward corporate sponsorship. As such, Bennett and Lachowetz (2004) concluded that choosing sponsors that can deliver on authenticity rather than simply provide a revenue stream may allow greater ingathering on investment in the future for those targeting Generation Y moving to looking at a more mature genre, certain professional sport organisations fall short of educating their corporate clients with respect to all of the benefits and attributes of the sport products they offer, including sponsorship programs, luxury suites and event sponsorship(Lachowetz et al, 2003). In response to this problem, theorists have developed a nine-step framework eduselling, that identifies corporate sales activities designed to assist professional sport franchises in the education and retention of their corporate customers. Lachowetz et al. (2003) surveyed all 29 teams in the National Basketball Association (NBA) in an attempt to validate the nine-step process, with the purpose of the study being to collect more detailed information about the sales activities used by NBA franchises. As a follow up to the study, marketing directors were selected from five NBA franchises, wi th selection criteria including average to below-average team winning piece and average to above-average corporate customer retention rates, which indicated an effective corporate sales strategy.MethodologyTheoretical ModelsA great deal of fieldwork has attempted to gauge the relative effectiveness of sponsorship in a marketing context, but theorists such as Cornwell et al (2005) claim that these weakly controlled field studies contribute little to our understanding of how individuals process sponsorship-linked marketing communications. By considering qualitative factors, including possible primal information processing mechanics, individual and group level factors, market factors, and management factors, together with theorized sponsorship outcomes, Cornwell et al (2005) thus offers a theoretical model of consumer focused sponsorship linked marketing communications that summarizes and extends theoretical understanding of the topic.Grohs et al (2004) in contrast, examined these o bstacles of assessing sponsor awareness and image transfer in sport sponsorships in two ways. Firstly, as a means of reducing the danger of ambush marketing, they analysed a qualitative model designed to identify what drives correct sponsor identification. Their empirical results, collected to test the model, indicated that event sponsor fit, event involvement, and exposure are the dominant factors predicting sponsor recall, thus offering sponsors a priming coat for successful sponsorship planning and execution through the selection of an appropriate sponsorship. Secondly, Grohs et al (2004) proposed and empirically tested a quantitative model that assesses image transfer in sport sponsorships, finding support for a basic level of image transfer for all sponsors. However, more detailed research and interpretation of results suggest that the magnitude of image transfer depended on two factors sponsorship leverage and event sponsor fit.The other main theoretical pieces of work were c onducted by Keller (2001) and Wilson (1999). Keller (2001) aimed specifically to provide micro perspectives especially relevant for academic research, and in order to achieve this, they introduced the Marketing Communication Tetrahedron, a quantitative model, as a marketing paradigm approach, as well as a means of classifying and analyzing factors influencing marketing communication effectiveness along four broad dimensions, i.e. factors related to the consumer, communication, response, and situation. In contrast, Wilson et al built a model based on research that suggested that organizations seem to respond initially to the perception of competitive threat by reinforcing previous behaviour patterns before later and often reluctantly adopting more innovative reforms, implying a cyclical pattern of paradigm adjustment. Implications for further research and for management practice are discussed including the need for multi paradigm models, to compensate for said cyclical behaviour.Surv ey, Questionnaire and Empirical Data OrientedOne of the major quantitative, practical pieces of work on the subject was the on site survey conducted by Nicholls and Roslow (1994) at the Doral-Ryder Open Golf Tournament in 1992. At the time, this was a major Professional Golf Association (PGA) championship, held each year at the Doral Country Club in Miami, Florida, with the principal sponsor, Ryder System, being a major vehicle leasing corporation, headquartered in the United States, but with legion(predicate) operations abroad. Nine major sponsors were included in the analysis, and the survey was conducted on each of the four days of the actual professional tournament. The championship itself was preceded by several days of pro-am rounds and a musical evening so that the whole affair extended over ten days, and respondents were interviewed as the tournament progressed. severally of the interviewers was assigned to a specific location on the golf course and a total sample of 276 re spondents was obtained during the final four days of tournament play. Interviewers were instructed to select the first person to cross a given focalise following the conclusion of each interview, and this procedure was found to have cut back bias with respect to the interviewer selection of the respondents. Respondents were asked their specific brand preference in the categories included in the study, and the analysis investigated whether the preference for advertiser sponsored brands was related to the number of days attended. Nicholls and Roslows (1994) stated aim was to establish whether there was any empirical relationship between spectators degree of preference for brands advertised on-site and the number of days these spectators attended the tournament, i.e. the number of advertising messages directed to the events audience. Their findings provided a link between the degree of brand exposure and the degree of preference however, despite the large number of respondents interv iewed, the link was found to be indeterminate at best.A more decisive piece of practical work was completed by Bennett et al (2002) who, after concluding that their literature review revealed no significant research involving sponsorship and action sports, undertook an investigation of the effectiveness of action sports sponsorships.. They claimed that such a study was both warranted and timely and thus dispassionate an original 19 item questionnaire in order to measure action sports sponsor and athlete recognition by members of the Generation Y market. The results from these questionnaires were crucial in forming their conclusions about targeting younger people. Similarly, as part of their work, Lachowetz et al (2003) interviewed many individuals by means of a 45-60 minute phone interview. Data from these calls was qualitatively a