Accounting information systems Coursework Example | Topics and Well Written Essays - 1250 words

Accounting information systems - Coursework Example There is a conflict of interest, which can create the conditions for the commission of fraud. 2. The receiving supervisor signed receiving reports showing that the total lquantity shipped by the supplier had been received. A total of 5 to 10 per cent of its shipment was diverted to the boutique. Ans. A fraudulent act. The diversion of part of the shipment is clearly fraudulent. 3. The chains buyers were unaware of the short shipments, because the receiving supervisor would enter the correct quantity on the move ticket accompanying the merchandise to the sales areas. Ans. An event unrelated to the investigation.The activity is within the rules. 4. The chains accounts payable department paid vendors for the total quantity shown on the receiving report. Ans. Event unrelated to the investigation. Payment to vendors was based on appropriate and verified documents. 5. Based on the supervisors instructions, quantities on lthe move tickets were not compared with those on the receiving reports. Ans. Indicator of, or likely to lead to, fraud. There was laxity in the sense that a control system would require a close comparison between the move tickets and the receiving reports, but this was not done. 5.2 A small but growing firm has recently hired you to investigate a potential fraud. The company heard through its hotline that the purchases journal clerk periodically enters fictitious acquisitions. The nonexistent suppliers address is given as a post office box, which the clerk rents. He forwards notifications of the fictitious purchases for recording in the accounts payable ledger. Payment is ultimately mailed to the post office box. He then deposits the check in an account established in the name of the nonexistent supplier. Fraud investigation is the process of a searching inquiry for ascertaining facts; detailed or careful examination related to the likelihood or incidence of fraud (See also http://dictionary.reference.com /browse/investigation) b.

Off Balance Sheet Financing Practices Essay Example for Free

Off Balance Sheet Financing Practices Essay OBSF is most of the times used by business enterprises to maintain their leverage or gearing positions in such a way which would not have any negative implications on the company. In the business world of today, OBSF is recognized as an important means for raising finance by means of operating leases, joint venture and collaborations with respect to Ramp;D. Following Off Balance Sheet Financing method results in significant variations in the overall financial reporting of an entity. Considering the changes in accounting and financial reporting requirements, it is generally expected that the companies using these technique will be more able to run their operations efficiently. However, keeping in view the case of off balance sheet financing and accounting in this respect, it is argued that while using OBSF companies are able to not disclose entirely the financing of their capital expenditures and thus the information required to be disclosed in this respect is not made available to the interested parties (Tyrrell 1986). This report discusses this area of accounting and explains how OBSF is actually promoted by the market economies and the expectations of increased profits from the companies. The usage of off balance sheet accounting and financing is not new. In the beginning of 20th century, this concept of managing a company’s balance sheet gained fame and the banking and other corporate sector applied this technique in their best possible interest with the main objective of keeping their balance sheets light weighted. Apart from a benefiting role played by the off balance sheet ccounting techniques, there are some serious consequences which are often associated with the application of this concept. As for instance, it is argued that among many other reasons, the practices of off balance financing and accounting also had a significant share in the recent financial downturn (Allen, et al. 2002). In this regard, Enron would be a good example to look upon. While striving for a healthy outlook o f Enron’s balance sheet, the management made use of special purpose entities with the objective of making large transactions which would not appear on the balance sheet of the company. This resulted in a healthy balance sheet outlook with huge of amounts of capital inflows but at the expense of nothing. However, this bubble of progress did not last long as the company’s stock prices started fluctuating sharply and consistently. These events created a sense of being not informed entirely about the company’s operations among the investors and after the Enron’s climax, the regulators jumped in with Sarbanes Oxley Act 2002. The Act was aimed at securing the investments of investors and introducing regulations with respect to corporate social responsibility. But these checks proved to be ineffective upon the emergence of the financial crisis in 2008 (Hall and Liedtka 2007). Increase in the global competition and more expectations from the investors and shareholders to maximize their value of investments are regarded as the driving forces in the market which influence management to improve the financial picture of a company. In addition, these expectations pose pressure on the management to find ways which may result in better presentation of the financial statements and improved earnings (Boot and Thakor 1991). The Banking sector in particular and other sectors in general are mostly seen following this approach. As for instance, there has been observed a trend of investing in such portfolios and instruments which are regarded as high risk investments. But the intention behind this is to improve or strictly stating ‘inflate’ the earnings of an enterprise without having regard to the riskiness of such investment decisions and the fact that the stakeholders of the business need justification of such improvements in the performance in the form of financial statements disclosures. For the purposes of obtaining security on the risky investments, corporations tend to enter into complex third party arrangements which cannot be disclosed in the financial statements. Apart from this, one other motivating factor which is regarded as the major reason behind this approach of management is that they have their own interests and objectives. As for instance, managers are better off in their performance appraisals when the company is showing profits consistently (Boone and Raman 2001). The practices of off balance sheet financing and accounting, as stated earlier, comprise of operating leases, joint venture and collaborations with respect to Ramp;D. Among these options, operating lease holds special importance and is given more consideration by the management due to the fact that they require minimum disclosures in the financial statements and are usually for a long term. Lease accounting is covered by IAS 17, SSAP 21 (UK) and FAS 13 (USA) (McGerty 2004, Lim, Mann and Mihov 2005). Prior to the formulation of these accounting standards, there were no obligations on the companies to disclose in their financial statements the future payments related to lease and therefore leasing was recognized as an off balance sheet financing technique. Apart from leasing techniques, there are various other methods being employed by different companies to move certain items off the balance sheet of the company. The use of off balance sheet techniques has been used to manipulate things. The most commonly used techniques to manipulate the financial information presented in the balance sheet of a company include swaps, variable interest entities (VIEs) and Special Purpose Entities (SPEs) (Ketz 2003). Although these tools have been used by companies around the world for different purposes which are mostly disclosed and transparent but the misuse of these tools has been also observed frequently by way of not disclosing the true facts. This practice has caused major setbacks to the global economy and also shattered the confidence of shareholders and investors (Hall and Liedtka 2007). As for instance, the collapse of Lehman Brothers is argued to have resulted due to off balance sheet approach followed by the company. In order to narrow down its balance sheet, Lehman Brothers moved its assets worth US dollar 50 billion from its balance sheet with the objective of portraying less amount of debt in the balance sheet (Rezny 2010). Keeping in view the above discussion and the facts stated related to the real world cases, it can be said that it is high time for the respective authorities to take measures in relation to this area of financial reporting. It is recommended that the governmental authorities and other financial reporting standards issuing bodies shall intervene appropriately through the right channels to ensure transparency in the financial reporting. Apart from this, the board of directors of corporations shall standardize the decision making processes and perform an effective oversight duty. In addition, it shall be made obligatory for business enterprises notwithstanding the sectors into which they fall, that every transaction shall be disclosed appropriately in the financial statements. Furthermore, the managers shall be motivated not pressurized to perform in the best interest of the organizations (Adams 1998). While concluding this report, it can be said that applying off balance sheet accounting and financing, whether for a good or evil purpose, has become necessary due to the increased expectations of the investors and shareholders related to the profitability of a business concern and also for the purposes of improving the financial statements overlook. Moreover, the lack of regulatory measures in this respect also has its share in promoting the adoption of this approach. Apart from this, it can also be stated that the benefits resulting from off balance sheet accounting are also considered as a means of attaining hidden objectives by managers which in turn motivates them to misuse the concept and benefit from the regulatory loopholes. For the purposes of addressing these issues, it is pertinent that the regulatory authorities who are responsible shall make such arrangements which may promote such financial reporting practices which are more representative of the facts. In addition to this, the disclosure requirements related to off balance sheet accounting and financing activities are required to be revisited.

Definition And Description of Employee Innovation Behaviour

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

Mending Wall by Robert Frost Essay -- Mending Wall Robert Frost Poem E

â€Å"Mending Wall† by Robert Frost   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Mending Wall† by Robert Frost is a poem in which the characteristics of vocabulary, rhythm and other aspects of poetic technique combine in a fashion that articulates, in detail, the experience and the opposing convictions that the poem describes and discusses. The ordinariness of the rural activity is presented in specific description, and as so often is found in Frost’s poems, the unprepossessing undertaking has much larger implications. Yet his consideration of these does not disturb the qualities of accessible language and technique, which give the poem its unique flavor and persuasiveness. The poem works on two levels of realism and metaphor, with a balance as poised as the act of mending the all itself.   Ã‚  Ã‚  Ã‚  Ã‚  (themes) Perhaps one of the reasons that Frost remains one the best known and best loved American poets is that his themes are universal and attractive. They offer the reader affirmative resolutions for the conflicts dramatized in his life and his poetry. Readers, whether young or old, waging their own struggles against the constant threat of chaos in their life, find comfort and encouragement in many of Frost’s lines which are so cherished that they have become familiar quotations: â€Å"Good fences make good neighbors†, â€Å"Miles to go before I sleep.†   Ã‚  Ã‚  Ã‚  Ã‚  (theme) â€Å"Mending Wall† is about boundaries. Frost, in a personal evaluation of this poem stated, â€Å"Nationality is something I couldn’t live without. I played exactly fair in it. Twice I say ‘Good fences’, twice I say ‘Something there is—‘. While giving a reading of his poetry in Santa Fe, Frost called the â€Å"Mending Wall† ‘too New Englandish’ and that mending wall is an occupation he used to follow. The neighbor in the poem is not a Yankee as represented, but is actually A French-Canadian who was very particular every spring about setting up the wall.   Ã‚  Ã‚  Ã‚  Ã‚  (theme/subject) Frost often stated that he felt ‘spoken to’ by nature. He called these incidents ‘nature favors’ and these favors served as inceptors of his poems. Many people refer to him as a nature poet, however there is always a person, a character in his nature poetry.   Ã‚  Ã‚  Ã‚  Ã‚  (subject/setting) Frost always claimed he wasn’t a nature poet and that there is almost always a person in the poem and that the poem is about the person, not about nature, which is usually beautifully described. Nature se... ...ngs). Something refers to a big, unknown unspeakable force – God? (expand on this). Or it could refer to the fact that in New England the frost heaves the ground in the winter, much as ice cubes swell up. Anything made of stone or brick suffers because of the upward pressure. Also: In actuality, stone walls were never built between properties. As farmers would plow their fields the stone were unearthed and carried to the property line and dumped. I’m sure Frost was aware of these facts but didn’t really care about how the physical wall came about, for he uses this wall only in the metaphoric sense to describe the way we wall ourselves in, while not knowing what we might be walling out. In Mending Wall Frost has recognized the existence of a force that sends a powerful emotion, a groundswell under the barriers that human beings create around themselves in an attempt to break these barriers down.   Ã‚  Ã‚  Ã‚  Ã‚  Mending Wall has a man who both builds and repairs the wall, as well as works to topple the wall. He makes boundaries while at the same time trying to break them. That’s part of what makes this poem universally acceptable and enjoyable. Frost has described all of mankind.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  

Improving Performance and Productivity in a Pharmaceutical Company through Total Quality Management Essay

The high technology pharmaceutical company needs organizational change to improve its quality of performance and increase productivity because the adoption of advanced manufacturing technology (AMT) is costlier than training and replacing skilled workers (Sargent, 1997), and it requires â€Å"large resource base, a good reputation and wide experience and contacts† that often lack a strong technical base (Bessant & Rush 1995, p. 07). Total quality management (TQM) approach is recommended to make the company improve and standardize its process through collaborative learning (Adler, 1993), enhance employee expertise and knowledge (Kirkman, Lowe, & Young, 1998), and help the company increase its production volume and quality (Lawler, 1994). TQM â€Å"makes quality control an inherent part of the production job and checking is achieved either through automatic monitoring systems or by training the operator in quality monitoring† (Doyle, 2002, p. 174). It involves management practices that encourage employees to be more responsible in ensuring the quality of the products or services and their overall performance for the company’s competitive advantage (Dean & Bowen, 1994). Changes should be made to attain the objectives of TQM such as: (1) implementation of cross-training and skill-based program to promote cross-functional teams, help employees develop skills and enhance knowledge, and motivate them with rewards like cash and flexible work scheduling; (2) commitment to the values of quality and service in order to keep a long term customer partnership; (3) innovation of product design in order to attract more customers and meet their demands (4) ensuring effective data and records management application to secure and make information accessible and reliable; (5) improvement of the quality of business management with suppliers and dealers; and (6) enhancing top management’s performance efficiency, commitment, and flexibility in decision-making and human resources management.

“A Secret Lost in the Water” by Roch Carrier Essay

The story â€Å"A Secret Lost in the Water† by Roch Carrier, is about the importance of valuing something before it is lost. I would recommend this story to others because it conveys a strong reverence for nature on a spiritual level, it teaches the reader to value their elders and appreciate the wisdom and knowledge they pass down, and it treasures the relationship between a father and his son. â€Å"A Secret Lost in the Water† should definitely be read by others because it conveys a strong spiritual veneration for nature. The words â€Å"Piety† and â€Å"Religious† are mentioned whenever the author talks about nature: â€Å"My father opened his pocket and cut the branch he selected with pious care.† This quote expresses the appreciation the father has for living things, and shows the spirituality in his gift by using the word â€Å"pious†. Later on in the story, the father says, â€Å"I’ve just taught you how to find a spring†¦It isn’t something you learn from school.† Through this, I can perceive that practicality is more important to the father than complexity. This story should be read and studied by others because it teaches the reader to value our elders and appreciate the wisdom and knowledge passed down. At the end of story, when the narrator is given a chance to recollect the talent passed down by his father in his early childhood, he struggles to perform the gift. As the narrator fails to hear the gushing water and feel the writhing branch, a fellow farmer says, â€Å"Nowadays fathers can’t pass on anything to the next generation.† This quote is very powerful, since it points directly to a message in the story, â€Å"Nowadays, children aren’t as willing to accept knowledge from their parents.† Also, in Roch’s childhood, the father says, â€Å"A man can get along without arithmetic, but he can never get along without water.† The water is a metaphor describing the skills and lessons his father taught him, and how the gift is vital to their relationship. Soon after, the father mentions that it was something that his father passed on to him, but now it is lost because the narrator claims that â€Å"Somewhere along the roads I had taken from my childhood, I had forgotten my father’s knowledge.† This citation represents the journey mankind is taking today, in the form of a metaphor. â€Å"A Secret Lost in the Water† illustrates and compares the relationship between a father and his child. Roch’s father taught him a gift â€Å"you can’t learn from school†; and something that his own father taught him. Roch inherited the gift from his father, but lost it as life went on, as mentioned earlier in the essay. In addition, the farmer too experiences this moral, for he has the â€Å"finest farm in the area†, and his children do not want to inherit the farm, in which their father spends his whole life preparing for them. This portrays the social issue in the story, inheritance, and exemplifies the importance of valuing something before it is lost. â€Å"A person without the knowledge of their past history, origin, and culture is like a tree without roots†. â€Å"A Secret Lost in the Water†, by Roch Carrier, is a deep and insightful story that should be used to educate mankind. It delivers a strong admiration for nature, it teaches the reader to respect our elders, appreciate the wisdom and knowledge that is passed down to us, and it illustrates the significance of a relationship between father and son.

Booker T. Washington, W.E.B. Du Bois, Ida B. Wells-Barnett

Booker T. Washington, W.E.B. Du Bois, Ida B. Wells-Barnett Free Online Research Papers Booker T. Washington He was born in Hale’s Ford, Virginia, on April 5, 1856. His mother was a cook for the James Burrough plantation. His father was a man from a farm nearby. After the emancipation proclamation, on January 1, 1863, Booker T. Washington and his mother became free slaves. At age nine he and his mother moved in with his stepfather in Malden, West Virginia. He than began working in salt and coal mines, he started working at 4 a.m. So he could go to school. His education expanded when he began working as a houseboy for rich white women, who were so astonished by this little black boy’s intelligence that they gave him more books to read. At age 16 Booker T. Washington walked about 500 miles back to Virginia to enroll into the Hampton Institute. Later on, he became an instructor at Hampton then the principal. He founded the Tuskegee institute in Alabama in 1881. He believed that if black people worked hard enough and â€Å"tolerate the subjugation of the black community† that they would gain their rightful place in society. He died at the age 59. W.E.B. Du Bois He was born on February 23, 1868 of Great Barrington, Massachusetts. W.E.B Du Bois was a woman of Dutch, Indian, and African decent. His father was a light skinned man who his mother’s family cared nothing for. W.E.B Du Bois was educated all his life he had a pre- school education all the way to a college education and more. His mother was the spine of his education. When the town voted for two thousand dollars is put to establishing a high school. She believed from that moment on that education was the tool to achieving success. In 1875 his Grandmother died. This caused his family to move again. They had to move in this house close on Railroad Street which wasn’t the good part of Great Barrington. â€Å"I had to use my wits to survive living†¦ quite clear to me that education would be my salvation.† Dubois stated. In 1884 he graduated valedictorian of his high school. He received his bachelors of arts from Fisk University in Nashville Tennessee in 1888. He enrolled in Harvard University as a junior and took bachelors of Arts cum laude in 1890. From 1892 to 1894 he engaged in graduate studies in history and economics at the University of Berlin on a Slater fund fellowship. He served for 2 years as professor of Greek and Latin at Wilberforce University in Ohio. In 1896 he married Nina Gomer, and they had two children. 1896-1897 Du Bois became assistant instructor in sociology at the University of Pennsylvania. 1909 Du Bois was among the Founders of the NAACP. He believed that for Blacks to get the respect that they deserve in society that they would have to demand it. Ida B. Wells-Barnett She was born July 16,1862 in Holly Springs, Mississippi. Her mother was a famous cook and her father was a carpenter. Her father was on the board of trustees for Rust College a freedman school where Ida received a basic education. When she was 16 her mother and father and some of her younger siblings died from yellow fever. She was determined to raise her younger siblings the best she could. She posed as a woman by putting her hair in an adult style and putting on a long dress and convinced people she was 18 and received a teaching job. A few years later after putting the older children in as apprentices, she moved to Memphis with younger ones and got a teaching job at Fisk University. She was telling the truth in a local newspaper, about the school system, how the school supplies and resources that the African –American children were inferior to the ones the white children. Mrs. Barnett lost her teaching job in 1891. She married to Fredrick Barnett in Chicago Illinois in 1895. She believed that Blacks will gain their equality through education. She used her writing skills to educate the people all around the country and some of Europe of the way Blacks were being treated in the south. Research Papers on Booker T. Washington, W.E.B. Du Bois, Ida B. Wells-BarnettThe Story of Beatrix PotterDistance Learning Survival GuideHip-Hop is ArtInfluences of Socio-Economic Status of Married Males19 Century Society: A Deeply Divided EraStandardized TestingAmerican Central Banking and OilThe Fifth HorsemanThe Equal Rights AmendmentNever Been Kicked Out of a Place This Nice

Initiation Essay Essays - Everyday Use, Free Essays, Term Papers

Initiation Essay Essays - Everyday Use, Free Essays, Term Papers Initiation Essay Initiation Essay An initiation story may be said to show its young protagonist experiencing a significant change of knowledge about the world or himself and this change must point or lead him toward an adult world. In this essay I will be characterizing and evaluating each of the major protagonist in the following short stories. The first is Sammy of the famous short story A&P. The second protagonist is Mama from the sad Everyday Use. Finally Jackie the crazy kid from First Confession is my last protagonist. Sammy is a 19-year-old teenager who is from a small town near the ocean. He works at a grocery store as a cashier and three young ladies walk in wearing bathing suits and nothing else but their pride. He could not remember his name to save his life, let alone check ones groceries correctly. His emotions are on high and he is checking out the ladies left and right just like a teenager would and he stares not caring how it makes the women feel. He passes judgment on how the look and act during the whole time they are shopping; yet he has never met them. Keep in mind all of this is going on in his head for no one else can hear. Then he spots the store manager out of the corner of his eye and he turns sour because he knows he will do his best to kick the ladies out and ruin his fun. The store manager makes a big ordeal out of the situation and embarrasses them in front of the whole store. That very instant he knows the manager was wrong and does the righteous thing and quits. Sammy tells off his boss and walks out hopping maybe the women are still waiting on him. Mama is about forty or fifty and a mother of two Dee and Maggie. Mama is in real life I am a large, big-boned women with rough, man-working hands. She loves Dee when she was a child the most and was considered her favorite. She loves Maggie too but Dee was the smart one so with some help from the church they raised some money to send her to college. Maggie stayed with mama and learned her way of life. Dee came home with a boy friend and tells mama that her name is no longer Dee. Mama takes this as an insult and gets up set thinks she is trying to forget her heritage. Dee, as if that isnt enough she starts to ask for antiques not because of the memories but because they were in style. Mama at this point was very angry but she handles the situation very well by not getting violent. She grabs Maggie kisses her and realizes how special she is. Jackies grandfather died and his grandmother has to live with them now. She is a big old country women drinks like a fish and walks in bare feet, he hates her. He has a sister that torments him all day long; I dont blame him for getting violent with a butter knife. He thinks the whole world is out to get him. Ryan an old lady they pass on the street prepares him for his first confession. The only thing she ever talks about is hell, people burning furniture with their hands and putting one finger over a flame for five minutes. He goes to his confession not with his mom but with his evil sister. When he gets into the confessional both he does not know where to look so he starts to climb until someone answers. The father answer and is upset because he climbing around. Jackie adjusts and falls into the aisle and gets embarrassed. He ends up confessing all and finds out that this guy is the most interesting person he has meet and the experience wasnt as painful as everyone made it out to be. In conclusion, each one of the protagonists had some from of transformation in their life. For Sammy it was the manager embarrassing the women, mama it was Dees desirer to forget her past and Jackies was his first confession. Who controls the past controls the future. Who controls

Assessing the Quality of Education in the Philippines

The goal of this Article is to ensure that quality education will be vailable to Filipinos from all walks of life in four corners of our country. Why powers and functions of and Dep- Ed does the 3 education bodies put into action their duties and powers for delivering of quality education and holistic development of Filipino students and graduates? Dep-Ed, CHED and TESDA are working hand in hand independently from each other. These three education bodies report directly to the Office of the President. Like what was mentioned above, the three sectors are all mandated to ensure the quality of education in their own respective level. The separation of 3 bodies ensures that there would be the necessary attention, priorities and resources for all levels. Each sector also ensures the readiness of a student to the next level. For example, Dep-Ed needs to make sure that the graduating elementary students are all ready and prepared to handle the programs and curriculum of high school level until they finish high schools. A student who finished high school should be ready to the tasks and programs in college either a bachelor degree or vocational courses. Given that these three educational bodies work accordingly and will be given the mandated resources nd budget, the quality of education in the Philippines would soon be competitive and be affordable to every Filipino child. The education plan on the reform to be initiated by the new president of the Philippines. length of education to global standard which was from 10 years to 12 years. I have two stands on this initiative. First, the idea of aligning the length of education to the global standard would be an effective way of ensuring that our grade school and high school students have the enough time to get the necessary quality of education Time as evolved so fast and it has been said that the only constant in world is change. It could be Just appropriate to align our education duration to global standard to ensure our students would be able to cope with the rapid- changing society. On the other hand, this initiative would only be effective to private schools whose students are fewer than the students in public schools. Also, I do not agree with this initiative as I do not see any problem with the length of education in the Philippines even if it doesnt really follow the global standard. I believed that it is not the length of basic ducation that we need to focus on. Philippines was able to make good and topped student that has excel in many filel and in many countries with the education we have. What we need to focus on are the numbers of classrooms and facilities in public school, strengthening the research for all levels and increasing the numbers of public teachers. We need to focus on the materials and resources we are to give to our education sector and strengthen the existing policy for us all to be effective. Give your stand regarding the criticism on sex education by the Dep- Ed and church? Sex education has been one of the 3 most controversial topic across all corners in the Philippines. For the longest time, sex education has been the discrepancy of parents whether to discuss it with their children or not. I partially agree to the motion of sex education among our students. I guess it would be time for our students to end their curiosity. Sex, whether we like it or not, is a subject we all need to discuss with our kids. We got no choice but to discuss sex with them since this is something that has been abused by many young people. Sex has been abused and has been done because young people were not disciplined and educated to them. It is said in the bible that sex is a gift from God and should only be done by a married couple. It is also said in the bible that God asked us to promulgate. However, it is also mentioned in the bible that once we have promulgate across all over the world then it we need to take the measures to control it. Young people, at the right time and at the right way, needs to be educated with sex. A good curriculum is needed to ensure good education regarding sex to our young people.

What strategies do cyber security use in order to avoid the hackers Essay

What strategies do cyber security use in order to avoid the hackers prevailing users of e-commerce websites - Essay Example About 52% of the UK consumers use online shopping as an opportunity to save cash. In 2009, an estimated 608 million card payments were made online, with  £47.2 billion being spent in 2011 around 74% of UK homes have internet access (Government of the United Kingdom, 2011). The cyber security departments need to have strategies that balances resiliency with focused, protection, risk-informed prevention and preparedness activities in order to manage and reduce the most deleterious risks in e-commerce. E-commerce is regarded as the wave of the future. However, as organizations come up with new web-based strategies so as align themselves with the future commerce, problems are expected on the way inform of cyber attacks. Cyber security is at a sensitive stage in the evolution of e-commerce. A major attack at this particular time, if successful, could significantly affect the future development of the e-commerce business model. This could result to harsh ramifications for the victimized organization(s) in particular. The paper will highlight the strategies used by cyber security in order to avoid the hackers prevailing users of e-commerce websites. The ever increasing roles of information technology as well as the growth of the e-commerce sector have made cyber security be very important essential to the economy. The cyber security standards are prevailing security standards that enable various organizations to practice safe security techniques so as reduce the number of successful cyber security attacks (Amoroso, 2012). The misuse of the online environment through hacking, fake websites and other means have threatened to undermine the social and economic benefits of the online environment by eroding confidence and trust in the security and safety of the online environment (Shoemaker & Conklin, 2011). This is what has necessitated the e-commerce industry to come up with strategies that will boost customer confidence in engaging in online transactions. These

The reflective and reflexive journal Term Paper

The reflective and reflexive journal - Term Paper Example This is essential in helping the students to understand what is being learnt. The teacher asked us to comment on his teaching on the above areas at the end of the session. I noted that he had fulfilled all the requirements except one; avoiding stacking. This involved reading three times; the first time we read headlines then scanned the text then read it in details. This made me to question Hading’s assertion that teachers should avoid stacking. I believe stacking is good as it made me understand the reading. This corresponded with my own experience of learning. I learn well when the teacher is moving around the class since I am able to hear what he/she is saying. We also learnt about using of varied interaction patterns. According to Ur (1996), this involves group work, individual work, pairing, and questioning. In the class we worked in pairs to match items. This gave the teacher time to monitor and for us to interact. We also learnt how to build rapport in classroom and the importance of doing so. Senior (2008) emphasizes the use of rapport for effective class management. This involves developing a respectful and trusting relationship with students so that they can be engaged and motivated. This entails knowing the names of students, reaching out to all students, noticing all that goes on in the class, and acknowledging students contributions. This changed my way of thinking as I always thought that making students to fear the teacher is the best way to make them work hard and respect you. I also thought interacting with students would make the teacher lose respect. However, previous experience has proved to me that engaging with the teacher and building trust is essential since the teacher is able to understand me and am able to connect well with the teacher hence improved understanding. I can ask questions without fear and the teacher is very supportive in helping me to get answers. This session is closely related to the previous lesson on how to mo tivate and engage students to learn effectively. References Harding da Rosa, J-M. (2012) ‘Managing your classes’ in  English Teaching Professional, issue 82, pp 22-24 Senior, R. (2008) 'Developing Rapport' in  English Teaching Professional, issue 54, pp 4-6. Ur, P. (1996)  A Course in Language Teaching.   Cambridge: Cambridge University Press Motivation for me is the inner drive to achieve a desired goal. People are motivated by different things. For some, the desire to get a reward either financial or non financial drives them. For others, having a good environment is motivating while others are motivated by perceived equity and fairness in the classroom (Miner, 2007). I remember when I was in high school we used to be given rewards for exemplary performance, this made me to put a lot of effort in my class work so as to get as may rewards as possible. Motivation leads to engagement which refers to commitment to an objective. This is supported by Thomas (2009, p .42) assertion that â€Å"engaged workers can self-manage, commit to a meaningful purpose, choose how best to accomplish the purpose, monitor their activities and make adjustments as needed.† Motivation and engagement have always been related to the work context but Williams (1999) and Harmer (2006) incorporate these terms into the learning environment. For Williams, motivation determines the rate and