Motivation Aspects to Job Selection

Motivation Aspects to Job Selection Motivation is derived from the latin word â€Å"movere† which means to move. Motivation is the process of moving from ones needs to drives and finally to incentives. Needs are identified because of a deficiency which may be physiological or psychological. Drives activate the behaviour for fulfilling the needs that were identified above. The behaviour which is performed because of drives cause results in a reward or an incentive which may be tangible or intangible. This report is about selecting a job that will motivate us and explaining the same using various motivation theories. We deliberated on the kind of jobs that would motivate us and came to the conclusion that we would wish to be management consultants in a reputed consultancy firm. After looking for vacancies in various job portals and company websites we came to the conclusion that joining Mckinsey and Company would be the best.The details of the job description and the company overview is discussed below. Job Description Junior Associate – McKinsey Company â€Å"As a consultant, you will join teams working with the top management of corporations on critical issues, identifying business opportunities, generating and evaluating solutions, and developing result-oriented change programs. You will also have the opportunity to contribute to the development of state-of-the-art management concepts and practices.† McKinsey Company is a global management consulting firm which started in the year 1926. It is one of the most trusted advisors to the worlds leading businesses, governments and institutions. One of the golden rules that Mckinsey follows is below which is beneficial to both employees as well as clients â€Å"We work with our clients as we do with our colleagues. We build their capabilities and leadership skills at every level and every opportunity. We do this to help build internal support, get to real issues, and reach practical recommendations. We bring out the capabilities of clients to fully participate in the process and lead the on-going work.† Motivation theory – Equity Model This cognitively based model is on the calculation of outputs received by an individual and the amount of input that he/she has put in to get the outputs. The inputs and outputs might be perceived differently by different individuals and hence it is measured relative between individuals. Age, sex, education, social status, organisational position, qualifications and how hard the person works are examples of perceived input variables. Outcomes consist primarily of rewards such as pay, status, promotion and intrinsic interest. Schematically this is represented in the 3 possible scenarios. If the perceived ratio is not equal to the others, he or she will strive to restore the ratio to equity. This striving to restore equity is used as the explanation of work motivation. The person may alter the inputs or outcomes, cognitively distort the inputs or outputs according to his or her scale. Maslow’s Needs Hierarchy and Theory of Motivation The Maslow’s model is one of the classic content theoretical models that explained motivational needs as a hierarchy. To simplify, he believed that once a given level of need is satisfied, it no longer serves to motivate. The next level of need has to be activated, which results in the motivation of an individual. The various levels of Maslow’s need can be understood by the below diagram with reference to a job or career. The job application that we are referring to is catering to the physiological and safety/security concerns that are required. The pay is quite high even at the entry levels with a base package of 20 lakhs p.a. with additional variable salary components that amount to 6 to 8 lakhs more. The next level i.e. the social level has been considered as an important aspect in the work culture of Mckinsey wherein they follow a collaborative approach. The associates work in small groups of 3 to 5 which consists of business analysts, associates and partners. The organisation is flat with few hierarchical levels and hence it makes easy for a person to approach others and get help in case of any issues. Our understanding of different industries and functions will grow exponentially as the teammates share their expertise. Well receive coaching and feedback throughout the engagement. In fact, consultants often find life-long mentors—and friendships—in their senior colleagues. The 3 levels of Maslow’s hierarchy are something which is readily satisfied by the job and the organisation. Hence focusing on the next level is the Esteem. Self Esteem as well as respect from others is an important aspect that needs to be addressed. Taking this job would provide us and opportunity to grow in the organisation. This is evident from the fact that Mckinsey recognises the performance of the individual and promotes them as seen in various posts from associates in forums. Formal performance reviews happen at the end of every project and associates with good analytical and people skills move up the ladder. The â€Å"Up or Out† approach makes sure that the performing people deserve to go to the top, right to the level of a CEO. Self-actualisation is indeed the most important aspect of this hierarchy where the professional tends to move towards satisfaction in life, both professional and personal. To cater to this need, Mckinsey creates a conducive environment where we will get many opportunities as described below. â€Å"Our private-sector work will put you at the center of the transformative forces sweeping business. We work in just about every industry and functional area you can imagine, with engagements that range from creating entirely new businesses, to leveraging leading-edge technologies, to reinventing manufacturing, to advising companies on the future of media and social sharing. Our public-sector and social-impact work is global in nature. We advise many of the worlds governments and NGOs on everything from re-imagining the delivery of education and the healthcare services to creating centers of local entrepreneurship.† Apart from professional aspirations, there is a scope of people for pursuing their passions such as singing, travelling and other personal wishes by opting for a programme known as the TIME-UP programme. The highlights of the programme are â€Å"Our â€Å"Take Time† program allows consultants to take time off between engagements to pursue personal interests and passions, whether that includes spending time with family or going on a dream trip. This â€Å"on and off† model allows consultants additional time to recharge without disrupting client work.† Making a difference in the world is a deep motivation. Porter Lawler Model Porter and Lawler suggested that motivation does not equal satisfaction or performance but they are all separate entities. They say that effort does not lead directly to performance but is directed by abilities, traits and by role perceptions. The rewards that follow and how they are perceived will determine satisfaction. Unlike the content theory, here performance leads to satisfaction. In lieu of the above theory, Mckinsey is cutting back their financial-incentive programs, but have used other ways of inspiring talent. The understand how to make their employees perform better and hence get satisfaction. Analogous to Porter-Lawler’s model we have:- Opportunity to perform- Mckinsey provides ample opportunities to its employees in order to enhance performance a chance to lead projects or task forces. Abilities Traits- As a company Mckinsey believes in its employees’ abilities and delegates work as per their abilities. Their belief helps the people to understand their potential and work towards better and better performance. Role Perceptions—Managers set expectations for the employees under them to perform better with specific roles. Effort Level and Direction of Effort- Praise from immediate managers for their work is found to be an effective way to boost the morale of the people. The employees are guided towards a direction so that their own effort is rightly appreciated and is fruitful for the company Self-Efficacy- Inculcating a strong sense of self-efficacy among the people helps them to develop deeper interest in the activities they perform. By Leadership attention-Managers go on one-on –one meeting with their team members to help them develop the desire to perform and produce a desired effect. Effort-Reward Probabilities- Team members are rewarded as per their performance. As budding managers this study helps us to realise that we need to inculcate the culture of performance driven satisfaction among our peers and subordinates. It is important for us, as managers, that we have belief in our team members and motivate them to perform better which will help us and them to gain satisfaction.

The Odd Man Out :: essays research papers

The Odd Man Out Fifth Business, by Robertson Davies is a great piece of literature. Though the story was not always interesting to me, it is apparent that the author is talented. The story begins in 1908 in a small fictional Canadian village called Deptford. I think this village is very important to the story. The author describes everything one could possibly need to picture Deptford in his mind. This helped a lot in showing what the main character’s childhood was like. Later in his life, the main character traveled a lot, so many other places were described. I don’t think these places are as important as Deptford. It seems that the author thought this also, for he didn’t use as many details to describe these places as he did with the village. The main character is Dunstable Ramsey, Dunny for short. He is a very real character to me. The whole book is a letter that the old Dunny is writing to someone about his life. The way the author writes as Dunny is great. I can picture an old man sitting at a desk writing the letter. For parts of the story that have lots of detail, I imagine that the old Dunny remembers these parts of his life because they were important to him. For the parts he is vague about, Dunny writes that he would write more if he remembered more clearly. I think those are the times in his life that were not very important to him. A character that stands out a lot for me is Dunny’s mother. She seemed like a very kind and strong woman at the beginning of the story. She kept their neighbors preborn baby alive when the town doctor said he would die. She was committed to that baby with all her heart. Another time, Dunny took an egg from his house so he could try to learn magic tricks with it. His mother noticed it was missing, and when he would not say why he took it, she flipped out. She beat him to pieces with a whip for an hour, screaming the whole time. In my mind she went from being a kind woman to an hysterical fool of a mother. She seems as though she could not be related to this old man reflecting on his life. I think the author is showing how different children can be from their parents. The Odd Man Out :: essays research papers The Odd Man Out Fifth Business, by Robertson Davies is a great piece of literature. Though the story was not always interesting to me, it is apparent that the author is talented. The story begins in 1908 in a small fictional Canadian village called Deptford. I think this village is very important to the story. The author describes everything one could possibly need to picture Deptford in his mind. This helped a lot in showing what the main character’s childhood was like. Later in his life, the main character traveled a lot, so many other places were described. I don’t think these places are as important as Deptford. It seems that the author thought this also, for he didn’t use as many details to describe these places as he did with the village. The main character is Dunstable Ramsey, Dunny for short. He is a very real character to me. The whole book is a letter that the old Dunny is writing to someone about his life. The way the author writes as Dunny is great. I can picture an old man sitting at a desk writing the letter. For parts of the story that have lots of detail, I imagine that the old Dunny remembers these parts of his life because they were important to him. For the parts he is vague about, Dunny writes that he would write more if he remembered more clearly. I think those are the times in his life that were not very important to him. A character that stands out a lot for me is Dunny’s mother. She seemed like a very kind and strong woman at the beginning of the story. She kept their neighbors preborn baby alive when the town doctor said he would die. She was committed to that baby with all her heart. Another time, Dunny took an egg from his house so he could try to learn magic tricks with it. His mother noticed it was missing, and when he would not say why he took it, she flipped out. She beat him to pieces with a whip for an hour, screaming the whole time. In my mind she went from being a kind woman to an hysterical fool of a mother. She seems as though she could not be related to this old man reflecting on his life. I think the author is showing how different children can be from their parents.

Reasons Behind the Gender Pay Gap (Australia) Essay

Despite long established legislation and community standards, women are still far from equal to men in the workforce. Women working full-time earn 18% less than men. On average they also earn $1million less over the course of their lives compared to male counterparts. Labour laws have had a large influence in the size of the gender pay gap (GPG). The wage-fixing principles in the 1970s, has granted immediate collective remedies from industry-wide, award application. However awards are losing prominence with the rise of neoliberalism; and women with lower bargaining power become disadvantaged. This area of law has also had successful attempts of combating the undervaluation of female-dominated industries, although these standards have not been fully developed. On the other hand, anti-discrimination law has had a more limited impact on gender pay equity (GPE). It has mainly expelled the formal barriers that restricted women’s access to the public arena; however they are expected to conform to existing practices. Due to weak substantive provisions, and the judiciary’s unwillingness to alter existing systems, there has been less than desirable change to systemic discrimination. Today, the pay gap is largely attributed to the undervaluation of ‘feminised’ work, the influence of women’s primary caring role on career progression, and the managerial glass-ceiling effect. I THE SDA’S CONTRIBUTIONS TO GENDER PAY EQUITY Anti-discrimination laws have had a limited impact on GPE, since the liberal legal system have not been designed to change social structures, but merely to/ allows women to participate in existing arenas. The Sex Discrimination Act 1984 (Cth) and its equivalent state laws have managed to dispel formal barriers to equality, but largely fails to accommodate women’s differences from men. The Acts attempts to achieve equality through the prohibition of two defined forms of discrimination – direct discrimination (DD) is confined to facilitating equality of opportunity, whilst indirect discrimination (IDD) allows some movement towards equality in substance by targeting a restricted range of systemic unfair treatment. However due to the conceptual complexity and evidentiary difficulties of an IDD claim, most cases have been framed as DD. This primary commitment to formal equality is inadequate. Women cannot always conform to male standards and they are punished once they deviate  from established norms. In Purvis, it was held that there is no DD treatment if an act is based on a characteristic or manifestation of a ground, provided that these are borne by the person. Women can thus be treated like other deviants, and treatment is only unlawful if it is applied inconsistently. This system affords women protection so long as they can conform to existing practices. DD arguably only covers blanket exclusions and prejudicial assumptions; although this is not a small area, it does not ensure equality of outcome or resource. In addition, the legislations have poor capacity to tackle systemic discrimination as a result of weak substantive provisions and conservative judicial interpretation. The ability of IDD to challenge disadvantaging practices is seriously blunted by the fact that the court can find these procedures lawful if held reasonable. Countries such as the United States and United Kingdom, upon which Australian anti-discrimination laws are based, have stronger laws. In the US there is a requirement of ‘business necessity’ whilst the UK necessitates ‘a proportionate means of achieving a legitimate aim’. The less onerous Australian standard assigns very wide responsibility to the judiciary to determine whether a disadvantageous practice is lawful. This open texture has allowed the courts in many instances to transmit conservative interpretations which preserve the status quo. The judiciary’s tendency to adopt narrow analyses may reflect an ignorance of the impacts of exclusion and disadvantage, given their relatively privileged social positions. The Act’s treatment of systemic disadvantage has been limited and inconsistent. II Labour Law’s Contributions to Gender Pay Equity The right to equal pay was first entrenched in federal labour law through the adoption of the 1969 and 1972 equal pay principles by Australia’s/n federal industrial tribunal. Due to Australia’s unique system of wage determination, the application of these principles had substantially narrowed the gap between men and women’s pay. Prior to these developments women’s wages were usually set as a proportion of men’s, under the compulsory conciliation and arbitration system of wage-fixing; on the assumption that women were not ‘breadwinners’. In 1969, this institutionalized sex discrimination in wage determination officially came to an end when the federal industrial tribunal implemented the principle of  Ã¢â‚¬Ëœequal pay for equal work’ in wage-setting. This measure had a limited impact, given that it only applied to instances where ‘work performed by men and women was of the same or a like nature’. This narrow interpre tation of equal pay only benefited women with identical jobs as men, leaving female-dominated industries unaffected. Nevertheless, 18 percent of women in the workforce enjoyed equal pay through the industry-wide application of the measures. These limitations were partially addressed in the 1972 National Wage Case, resulting in the new principle of ‘equal pay for work of equal value’. Under this standard, the tribunal can contrast different classifications of work within and across awards to determine work value; taking into consideration the skills, qualifications and conditions associated with the work. However, determinations of work value gave higher favour to masculinised areas of work, and functions linked with predominantly female industries were underappreciated. This concept of work value withstood challenge in the 1986 comparable worth proceedings. The collective, industry-wide remedies that trickled through awards led to an increase in the GPE ratio from 64 per cent in 1967 to 80.1 per cent in 1980. However equality is limited and rests on an implicit male standard. In addition, the scheme did not allow claims by individuals for a single workplace. The GPG has also been influenced by the neolibera l direction of industrial relations policy. Since 1993, the Federal Government has focused on the deregulation of the labour market, favouring enterprise over industry award settlements. The equal pay wage fixing principles were no longer connected with the primary method of wage determination; as pay increases were primarily gained from enterprise bargaining, whilst industry awards largely acted as safety nets adjustments. This process disadvantaged workers with lower skills and bargaining power. Difficulties with measuring productivity in service industries meant that women concentrated in these areas faced problems in productivity-based bargaining. In addition, the uneven and weak state regulation of non-standard casual work, left women, who predominantly do such work, particularly vulnerable after successive phases of neoliberal reform. Due to these developments, the GPG ratio had only increased 4.9 percent from 1980 to 2008. The decline of the institutional and legal structure that had provided women some protection has locked pay inequities. However, in recent years labour law has placed an emphasis on the undervaluation of ‘feminised’ work in labour law. The Industrial Relations Commissions in New South Wales and Queensland have established undervaluation as the threshold for making an equal remuneration claim. Undervaluation can be proven by showing that current rates of pay are inconsistent with the tribunal’s assessments of work value. The test did not regularly turn to a male standard. The Queensland tribunal particularly note factors which may have influenced the valuation of women’s work, such as occupational segregation and the over-representation of women in casual or part-time work. These advances had instituted significant gain wage gains for dental assistants, childcare workers and librarians. However these positive developments were contained when the Federal Government ‘covered the field’ in 2005, replacing them with ineffective principles that hinged on proof of discrimination. However the advent of the Fair Work Act 2009 (Cth) may reaffirm commitments to a test of undervaluation. The successful application of unions in the social, community and disability sector has led to substantial wage gains, upon recognition by the tribunal of an undervaluation of feminised work. Although proof of discrimination is no longer required, the tribunal has refused to adopt a clear remuneration principle, and has insisted that its powers to issue orders are discretionary. The recent measures to tackle female undervaluation may be transient and its current foundations are unsecured. III FACTORS INFLUENCING GENDER PAY INEQUITY The GPG is partly the result of women taking work that accommodates their familial obligations, instead of career-enhancing work that match their skills and experience. The dramatic increase in women’s workforce participation in the last fifty years has not been offset by an increased contribution by men in the household, and women continue to be disproportionately burdened with family caring responsibilities. In 2002, an Australian Bureau of Statistics (ABS) survey revealed that of employees who took a break after the birth of their youngest child, six per cent of men took longer than six weeks, compared to around 93 per cent of women. National time use studies show that the number of unpaid hours that men and women devote has not changed notably; with women being found to have  contributed 65 percent and 64 percent of household activities in 1992 and 1997 respectively. As a result of women’s primary caregiver role, they are pushed into compromising between paid and unpaid duties. In 1999, it was found that for families with both parents employed, 70 per cent of mothers exercised flexible working arrangements such as flexible working hours, permanent part time work and working at home, to give adequate time for child-rearing. Women have continuously been over-represented in part-time employment, with three-quarters of all part-timers being women in August 2011. However, these arrangements limit women’s ability to excel in the labour market given that most quality positions are structured for ‘ideal workers’ that can operate under full-time hours and without familial pressures. Flexible part-time work often cripples career advancement and most are precarious casual jobs that severely lack the benefits associated with standard employment (such as leave benefits, training, and higher remuneration). Women are generally penalised in the workforce for acting as non-standard workers. The persistence of the GPG can also be attributed to the existing undervaluation of work provided in female-dominated occupations. ‘Feminised’ work is associated with lower remuneration relative to male-dominated occupations. Wooden (1999) indicated that upon controlling for individual and job characteristics, the higher concentration of females in an occupation had a significant negative influence on general earnings. It found that the unequal remuneration of male and female-dominated occupations had created a gender earnings differential of around 4 percent, or one-third of the gender wage differential. This low appreciation of feminine tasks is a serious issue given that women’s employment remain highly concentrated in clerical, sales and service jobs. The comparative worth policy being implemented in recent years may effectively tackle this issue; although at present there are still a significant number of occupations that have yet to benefit from its application. The undervaluation of work undertaken in female-concentrated occupations contributes to the gender pay gap; and the comparable worth principle must be implemented more widely to overcome this problem. Another factor which contributes to the gender earnings gap is the particularly sharp pay inequity between men and women in management. Women are underrepresented in top management and a glass-ceiling phenomenon  operates which block the climb from middle to senior management. A recent study found that 65 and 90 percent of the gender pay gap (of 27 percent) in the sample cannot be associated with managerial characteristics and is potentially caused by discrimination. It was also found that unlike men, the financial returns to experience fall in the latter years for female managers.Women’s inability to break through upper management worsens the pay inequality between the sexes. CONCLUSION Since the 1970s, considerable progress has been achieved for women’s rights. Australia’s distinct system of wage-setting has garnered substantial collective benefits for women. However this system is now in decline and women are insufficiently protected in today’s deregulating markets. Anti-discrimination laws have proved disappointing given its limited coverage to equality based on same treatment as men. There have only been modest changes to systemic discrimination due to weak substantive provisions and a lack of judicial will. In order to further combat GPE, there remains a need to deal with the undervaluation of ‘feminised’ work, the lack of flexibility in good quality positions, and the bar that inhibits women from progressing to higher positions of management. BIBLIOGRAPHY 1. Articles Adams, K. Lee, ‘Defining Away Discrimination’ (2006) 19 Australian Journal of Labour Law 263. Baxter, Janeen, and Chesters, Jenny, ‘Perceptions of Work-Family Balance: How Effective are Family-Friendly Policies?’ (2011) 14 Australian Journal of Labour Economics 139. Broohim, Ray and Sharp, Rhonda, ‘The Changing Male Breadwinner Model in Australia: a New Gender Order?’ (2004) 15 Labour and Industry 1. Broomhill, Ray and Sharp, Rhonda, ‘The Changing Male Breadwinner Model in Australia: A New Gender Order?’ (2004) 15 Labour and Industry 1. 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Using the Spanish Verb Bastar

Bastar is a fairly common Spanish verb that means to suffice — or, less formally, to be enough. Its use can seem less than straightforward to learners of Spanish, however, because it is often used in different sentence structures than when similar thoughts are expressed in English. The Most Common Uses of the Verb Bastar Impersonal bastar con: Con is the most common preposition to follow forms of bastar, usually in the impersonal third-person phrase basta con. (Other tenses, such as bastaba and bastarà ¡, can also be used.) Although this phrase could literally be translated as it is sufficient with, you need not (and shouldnt!) use such an awkward phrase in English. The phrase is typically followed by a noun or an infinitive: No basta con cerrar el campo de concentracià ³n. It isnt enough to close the concentration camp.Tengo muy baja tolerancia al alcohol: me basta con comer un bombà ³n con licor y ya no conozco ni a mi madre. I have very low tolerance to alcohol; for me, it is enough to eat a liquor bonbon and I dont even know my mother.Me bastaba con un mà ­nimo de 6 gigas. A minimum of 6 gigabytes was enough for me.No basta con una semana descubrir la riqueza histà ³rica del paà ­s. A week isnt enough to discover the countrys rich history.Te basta con mi gracia. My grace is sufficient for you.Me basta con estudiar un poco la noche antes del examen. Its enough for me to study a little bit the night before the test. Note that as in some of the examples, bastar can take an object pronoun. The difference between me basta con un dà ­a and basta con un dà ­a is the difference between a day is enough for me and a day is enough. Bastar para: When bastar has a stated or implied subject (in other words, when its not used impersonally, as in the examples above), it can be followed by para and an infinitive: Una sentencia de culpabilidad no basta para hacer justicia. A guilty verdict is not enough to do justice.Una sola comida con grasas saturadas basta para obstruir las arterias. A single meal with saturated fat is enough to obstruct the arteries. Bastar (a): With a stated or implied subject, bastar can also take direct objects. The direct object is the person for which the stated thing or condition is sufficient: Los planes no le bastan al presidente. The plans arent enough for the president.Me bastarà ­an 50 km/hora. Fifty kilometers an hour would be (fast) enough for me. Bastarse: In the reflexive form, bastarse carries the idea of self-sufficiency: James se basta para desquiciar a los Spurs. James alone can get the Spurs unhinged.Nadie podemos decir que nos bastamos a nosotros mismos. Nobody can say that we can do it all by ourselves. Basta as an interjection: Either alone or with other words, basta can be used in exclamations to indicate having had enough of something:  ¡Basta de racismo! Down with racism! ¡Basta de coches enormes! Enough with big cars! ¡Basta! Enough! ¡Basta ya! Enough already! ¿Basta de todo en TV? Had enough of everything on TV?