Tactics in Negotiations

Introduction Just like many other business processes, there is an increasing need to use the principles of management during business negotiation. These principles include planning, organizing, directing and controlling. They aid in attaining completeness, as far as business negotiation processes are concerned. This paper explores the need to embrace each of these principles during business negotiation.Advertising We will write a custom essay sample on Tactics in Negotiations specifically for you for only $16.05 $11/page Learn More Essence of planning, organizing, directing and controlling According to Lewicki and Hiam (2006), businesses negotiation comprises of different processes. This is why there is need to have adequate preparation for negotiation. Strategic planning is vital since it ensures that all the issues to be negotiated about are identified and clearly understood by the negotiating team. Planning also helps in addressing the critical issues that need to be captured during the entire process. This ensures that there is flow in negotiation. Organizing is another critical managerial principle in business negotiation. Organizing comes in during the pre-phases of negotiation. The essentiality of organizing during business negotiation revolves around the logistical issue that appertain the negotiation. Issues of venue, time, listing of issues to be negotiated about, and the approaches to be deployed in the process of negotiation are brought out (Lewicki Hiam 2006). Directing ensures that a certain level of command is attained by the negotiators in line with the main goals of the firm; which mostly revolve around business sustainability and profit making. Controlling ensures that the desired procedures are strictly adhered to during negotiation. Controlling also ensures that a desired level of flexibility is attained during the give and take part of the negotiation to ensure that the goals of a company are attained. Skills and competencies for effective business negotiation Business firms operate under a competitive environment. To this effect, any business negotiator has to be familiar with the prevailing aspects’ competitive dynamics in the market and the essential business strategies that can be used by firms to help ease the competitive pressure. Therefore, the first vital skill in business negotiation is to understand the microeconomic and macroeconomic dynamics in the business environment and how they affect the operations of a firm (Garrett, 2005). The main reason why a firm engages in business negotiations is to secure outcomes that can aid in increasing the business payoffs for the company. Therefore, business negotiators have to understand the business goals and objectives of the company in order to further them during the negotiations. This also entails understanding the business goals and objectives of the business partners in order to make reasonable demands and adjustments during the negotiation (Lewicki Hiam, 2006). Essence of understanding and applying different strategies of negotiation Several communicative attributes and strategies are deployed during business negotiation. Each of the strategies are applied with the aim of either ensuring that the negotiation flows or ensuring possible maximum payoffs are attained by the negotiating team. The planning stage in business negotiation entails the rehearsal stage.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Rehearsal is meant to ensure that all the strategies that are to be used during business negotiation are mastered by the negotiating team. The technical areas of each of the strategies are developed during the rehearsals. The strategies that are deployed by a given team in the process of negotiation ought to be patterned by counter strategies from the other team. This implies that a mastery of massive busine ss negotiation strategies can help a firm to adjust and attain favorable outcomes (Cellich Jain, 2012). References Cellich, C., Jain, S. C. (2012). Practical solutions to global business negotiations. New York, NY: Business Expert Press. Garrett, G. A. (2005). Contract negotiations: Skills, tools, and best practices. Chicago, IL: CCH. Lewicki, R. J., Hiam, A. (2006). Mastering business negotiation: a working guide to making deals and resolving conflict. San Francisco, CA: Jossey-Bass. This essay on Tactics in Negotiations was written and submitted by user Jadiel K. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

What Is the Right Supply Chain

What Is the Right Supply Chain Functional products are those staples bought by individuals in a broad range of retail outlets. They include things like groceries stores as well as gas stations. In real sense such products do not undergo major changes over time.Advertising We will write a custom essay sample on What Is the Right Supply Chain specifically for you for only $16.05 $11/page Learn More Their demand predictability is far much stable, apart from having life cycles that are long. As a result of these properties, such functional products invite lots of competition which at the end leads to low profit margins. On the other hand, innovative products are those products which have the ability of giving clients extra reasons for buying them. However innovative products have life cycles that are short as a result of imitation by competitors, apart from having volatile demands. This means that their demand changes from time to time hence demand prediction is very difficult. Those organiza tions engaged in innovative products experience high profit margins as compared to those engaged in functional products. This is because; there are higher risks when dealing with innovative products than dealing with functional products. An efficient supply chain for functional products means that the primary objective of the supply chain is to supply efficient and predictable demands at the lowest costs possible. In addition the manufacturing processes should also be aiming at maintaining an average utilization rate that is very high. Nevertheless, inventory strategies should also have the ability of generating high turns, as well as minimizing inventory in the entire chain. Moreover the lead-time focus should be looking at ways of shortening lead time without increasing the operation costs. Another thing meant by efficient supply chain is selecting suppliers with the aim of reducing costs, as well as improving the product quality. Last but not least, efficient supply chain means h aving a product design strategy that minimizes costs, but maximizes performance. On the other hand, having a responsive supply chain for innovative products means; having a quick response to uncertain demands with the aim of minimizing stock-outs, obsolete inventories as well as forced markdowns. It also means having a manufacturing focus that deploys excess buffer capacity to ensure that products are manufactured just before demand is materialized. In addition, it means using inventory strategies that have the ability of providing buffer to excess stocks of either parts or finished products. Moreover, a responsive supply chain for innovative products means investing so much in factors that may reduce lead times. Nonetheless, the approach of selecting suppliers should aim at increasing speed, improving quality as well flexibility when responding to demand uncertainties. Last but not least, it also means employing modular design in postponing product differentiation for a long period of time, to ensure that it has a longer life cycle.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A personal computer is one product that belongs to the lower left hand cell (box) that is, innovative product that uses responsive supply chain. This is because; computer companies can replace mainframe technologies with personal computers which at the end reduce the lead time, though the process can be expensive, but the main objective is reducing lead time. In addition, personal computers are very innovative in a manner that they can be sold at a premium price to generate more profits to cover the costs and uncertainties involved in responsive supply chains. Moreover personal computers have been designed in a manner that there are no frequent introduction of new computer offers, few varieties and very high profit margins.

This essay is about what your life would be like not being as you are

This is about what your life would be like not being as you are now. Imagine yourself from a different background, or phy - Essay Example Indeed, my life is difficult, since I belong to a n extremely low income family, and my entire area comprises of such people. As far as my cultural adaptations are concerned, I have to comply with what the society’s elders dictate to us. This means that I need to ask my husband regarding the changes in living conditions which come about every now and then. Since he helps next to nothing, it is just me who has to follow all the cultural and societal necessities. This makes it even harder for me since I do not have much on my hands and the only income that I receive is through cutting and stitching of clothes for middle income families which I do at night. I sleep little, yet I am able to devote my energies towards my family, and especially to my kids (Quaye n.p.). My husband does not ask anything apart from food 3 times a day, which I have to fulfill as a compulsion otherwise he beats me. Somehow life is moving forward and I am doing my best to adapt whatever comes my way. From my circumstances, I have realized that life is not a bed of roses, and that I have to live through this ordeal on a daily basis, for the rest of my life. I have also come to the reckoning that no one shall help me until and unless I help myself and find out answers to hidden questions. Even though I have no savings, yet I have to save for the rainy day because this is significant for the future of my family and especially my kids who shall grow up one day and start earning. But before that they must be educated, and I am doing my utmost to make this happen. All the boys are going to school while my youngest daughter is an infant at present. After school hours, 3 of my sons work at a local retail store for 3 hours each, this gives us enough to feed the family (O’Boyle n.p.). My husband does not help at all – and this is something that breaks my heart everyday. If only he had not committed himself towards drugs and found a decent job, our condition would have been so mu ch better. Yet this never came about, especially after our marriage. The limitations are immensely drawn my way. I have to get acquainted with the changes of weather, culture, and the people’s attitudes and moods towards us on a permanent basis. I also have to keep a check whether or not all my kids have had proper food before going to sleep. Sometimes I skip my own meals to make sure that my kids and my husband do not sleep without having something in their stomach. It indeed is a very difficult life and I am doing my best to make things work. My limitations have increased and I know this for sure that when my children grow up, these problems would enhance with the passage of time. I must be ready to counter such a threat which is something that makes me go worried for long periods of time. There just is no respite available to counter such a threat which looms large. If only I had a little more money, perhaps my mind would start functioning in a much positive fashion. But t hings are like that – few and worrisome. I can only wish for a life which will make my family succeed but as things are now, this does not seem to be a probability. I cherish for a life where there is instant result for someone who does good and quick consequence for ones who forget their responsibilities and commit to their own good. I hold my husband responsible for making our lives miserable. Even though he spends quite a depressed life himself, but at least he could have or still can do something better to make

Week Case Assignment

In the orientation process I would Inform them of our hospital's fantastic mentoring program. How we promote confidence, learning and professional growth. I would explain that we adapted the culture from Johns-Hopkins Hospital in Baltimore, which has been ranked the top 25 hospitals, â€Å"Best Hospitals† for twenty- one consecutive years. I would stress on utilizing the hospital's tuition reimbursement and the quarterly professional development classes.How we believe in the staff so much that we provide free medical care for the employee and family members within our hospital. The hospital offer discounted rates for the on-site dry cleaners and discounts for entertainment. I would help them manage stress and prevent burnout by providing discounts to local restaurants [business and hosting annual employee appreciation dinners. I would have monthly raffles that would give the winner a day off with pay. The hospital would have surprise pep rallies that would consist of balloons and clowns.By offering these incentives the hospital will give the newly hired nurses the culture and values of the hospital environment. 2. Hospital staff has to endure with fast-paced, long shifts, stressful environment hat are constantly pushed to limitations. (Evangelic, Kankakee, & Matheson) By creating a trusting, and open communication that support the staff in a hospital environment will help reduce and manage their stress levels. Having management and departmental leaders display the desired behavior they would like to have the employees demonstrate on the Job and off the Job.The management and departmental leaders set clear expectation of hospital staff. Hospitals could keep an effective mentoring program that employees could rely on for providing confidence, learning, and professional growth. 3. Exhibit 2. Intervention Points to Influence Culture Change. The cycle of the points are; Behavior, Justification of behavior, Cultural Communications, Hiring and colonization of m embers who fit in with the culture (Culture), and Removal of members who deviate from the culture. Evangelic, Kankakee, & Matheson, Exhibit 2. 6 Intervention Points to Influence Cultural Change) A company that I was previously employed with had poor communication problems with the staff. During a restructuring process the facility manager was fired. A manager from the Greensboro, NC faculty relocated to the Memphis, TN faculty. He Implemented shift dieting that started at the beginning of every shift. The meeting would inform the He would have a weekly meeting with his managers and supervisor for them to inform him of any problems.He would advise us of any information that we would have to convey back to the employees. He took away dress down Fridays for office staff, supervisors and departmental managers. He wanted to give a professional environment to the hourly employees at all times. The multiple communications and the dress code he created in the organization changed the behavi or of the employees and the supervising staff. I believe it was successful in creating a desired culture.

Models of Criminal Justice System in England and Wales Essay

Models of Criminal Justice System in England and Wales - Essay Example These delegate the Police with the responsibility of the control of crime (Lea 2002, pp.32,67); the Prison Service, to run prisons; the Probation Service with the role of rehabilitation; the Crown Prosecution Service, for bringing action against those suspected of committing a crime; the Magistrates' Courts and the Crown Court with the responsibility of dealing with the trial of suspected criminals; the Court of Appeals for the final conviction of the perceived criminal; the Prison Service, for running prisons; the Serious Fraud Office for the investigation of frauds and other similar offences that affect trade the corporate world (Davies, Croall & Tyrer, 1995, pp.274, 342, 121, 152, 156, 274, 133). A new CJS agency in England and Wales took effect in 2001. The new Criminal Defence Service was established by the Access to Justice Act of 1999 which also established a Legal Services Commission which supervises this new agency (Wheeler 2006,p.165). This provides state-employed defence counsel that serves as lawyer to indigent defendants (Hirschel et al 2007,p.176). The CJS in England and Wales is essentially rooted in three principles. The first is that an accused is presumed to be innocent until proven guilty by proof beyond reasonable doubt. The second is that the criminal justice system is basically adversarial in nature i.e. that the accused is aided in his defence by a counsel while a prosecutor tries to prove that he is guilty and both parties face each other in court as adversaries (Davies, Croall & Tyrer 1995, p.193). The third principle states that there is criminal liability only when there exists in the actor

1880 Halloween Riot Essay Example | Topics and Well Written Essays - 250 words

1880 Halloween Riot - Essay Example The violence swelled with two or three thousand Colorado residents begun throwing bricks and breaking into Chinese owned establishments. The police was not able to stop the mounting riot due to its sheer number and they were tremendously outnumbered until finally, Chinese homes and business were destroyed by the angry mob despite the Mayor’s call for the mob to disperse. The riot culminated when they broke into Sing Lee’s laundry business where he was dragged down the street and was attempted to be hung on a lamp post. He eventually was beaten to death. Other Chinese nationals would have suffered the same fate but some residents were able to stop them. Police also kept the Chinese locked in their county jails to protect them from angry mob. When the mob was finally over, Chinese businesses and homes were destroyed and the people who were jailed for the killing of Sing Lee were acquitted for lack of evidence. Despite this, Chinese nationals remain in Colorado and rebuild their business and

Issues with Police Human Rights

Issues with Police Human Rights Chapter one: Introduction and overview 1.1: General Introduction: Police rights and police history has been a subject of limited interest to the scholars of criminal justice, labor history and industrial relations across the world (Baker, 1999). When human rights of police are prescribed and debated, the issue creates much controversy and draws strong reaction from the academician, human rights experts, police controlling authority and public (Marks Fleming, 2006). Police are usually perceived as state agents that serve the interest of the government. They think that police are bound to respect human rights of the population they serve while performing duties and functions specifically during using force, arresting and detention. The members of the police force often claim that they have equal rights and privilege similar to other citizens in addition to their duties and responsibilities. Apparently, there is a clear split between two poles on the one hand each citizen or criminal, whose rights must be respected and protected, and on the other ha nd the police officers who have no rights, responsibility only. This partisan may prompt another debate on whether the police officers have less or more rights and obligations then the rest of the citizens. But it is totally incorrect that police officers have obligations only but no rights. Police are also citizen entitled to the same rights, privileges and benefits of citizenship (Bruce Neild 2005). They are also protected by the same human rights standards (Feiner, 2009). If police are expected to defend democracy and human rights, they should not be denied basic democratic and basic rights (Marks Fleming, 2006). The rights of police officers are constrained by regional, national, and international regulatory frameworks (Marks and Fleming 2006). Sometimes their rights are reduced to such a level that they do not have many basic rights as a citizen in many countries. In Bangladesh, the rights of police officers also seem to be ill-understood and neglected on both intellectual and state level. The prolonged struggle of the police officers for the realization of the rights is not well-documented either in the academic or popular literature. The existing literature, human rights publications and the media while discussing about democratic policing often refer to the police accountability, civilianization of policing, policing outcomes and performance measurement, and community participation and partnerships but they hardly mention about the human rights of the police officers like other citizens of the country. As a result, the rights of police officers are subject to a wide range of violations in and outside the organization. The widespread violation of police rights varies from economic and social rights to civil and political rights, from individual level to collective level. This study attempted to investigate the economic and social rights viol ations of the police officers by narrowing down its focus only on the working environment they operate. The studies approached to examine the police work phenomena from human rights perspective where most of the studies described it from physiological, psychological and organizational perspective. 1.2: Objectives: The primary objective of this research is to depict a real picture of human rights situation of the crime fighters within the organization, to investigate its possible causes and impact on the police individual and society as a whole. The secondary aims include directives for future research into police rights discourse for academician, and to recommend ways to improve human rights situation of the police officers which might help strengthen ongoing Police Reform Program in Bangladesh. I firmly believe that the outcome of the research can contribute to the policy makers of the government and non-government organizations in resolving the human rights abuses in and outside the police organization. 1.3: Research Question: The following questions have been formulated in order to meet the research objectives: which of the economic and social rights of the police members in Bangladesh come under violation? What are the factors leading to the violation of the economic and social rights of police members? What are the possible consequences ofthe violation on victims lifeandon society at large? 1.4 Background to the study 1.4.1 Personal Motivation: Having both the human rights and police background, I perceived I would be the right person that would be able to precisely elucidate the complexity and peculiarity of human rights situation of the police workplace in Bangladesh. Police in Bangladesh are frequently accused of human rights abuse by the national and international human rights organizations (see Amnesty International, 2000, Odhikar, 2009). A number of studies can be done to answer ‘why do police violate human rights. But being an insider, I understand well where the tension between policing and human rights and between the ethics and the practice of policing lies. Nearly five years field level experience with the organization as a mid-level police supervisor has given me an impression that the overall environment where they operate is not congenial to human rights friendly atmosphere both for the general people and the police members. A big share or contribution to the adverse environment is made by the stressful job itself and different kinds of organizational factors. The factors outside the organizations also have a significant role in creating human rights unfriendly environment. Some of the abuses by the police are taking place for personal gain of the individual police members whereas some are the result of imposed burden which they are unable to resist. Resource constraints and staff shortage that put physical, psychological and organization pressure often compel them to exhibit deviance behavior. In addition, deprivation of several basic rights as a consequence of poor working conditions and low wages creates deep frustration and depression among them resulting in strong job dissatisfaction. When all these internal factors combine with other factors, it is very likely that the police officers show up with extreme police deviance behavior having serious impacts on human rights. Unfortunately, no shed of light fell on the fragile and poor working conditions of the police in Bangladesh so far. It is also harder for them to talk to the media, and claim their rights in the same way as the workers in the private sector do through demonstration or strike. As a result, their inhumane sufferings remain beyond the reach of media, human rights activists and general public. In 2005, government introduced police reform programmes assisted by UNDP, DFID and other international donors. The local newspaper being influenced by the programme, sometimes published reports on the organizational problem of the police discretely. However, I did not find any systematic academic researches that have been carried out on the economic and social rights of the Bangladesh police in relation to their workplace. 1.4.2 Relevance in history: The police struggle for their rights across the globe has been long and old. While police officers in Bangladesh are barred from being qualified as worker in the labor law, the police in Australia, Europe, North America and New Zealand are now fully entitled to have equal citizenship rights including economic and social rights (Finnane, 2001). In Europe, British Police stood up to establish their industrial and social rights through police strikes in London and Liverpool in 1918-9 and succeeded to ensure their industrial and social rights many decades ago. Following the British example, the adventurous police unions activities in New Zealand forced the government to mandate police unions and associations during 1919 ( Finnane 2001). There are also a number of instances of force revolt in the history of Bangladesh such as BDR mutiny in 2009. In 1993, subordinate police officers of Dhaka Metropoliton police at the Rajarbagh Police Lines in Dhaka agitated demanding better working condit ions and increased pay (ICG, 2009). Fortunately, it ended up without any bloodshed and increased salaries but many officers got sacked. In 2009, the paramilitary force Bangladesh Rifles which is also regulated by the same ministry, led a murderous uprising in response to poor working conditionss and low pay leaving more than 75 people dead (ICG 2009). 1.4.3 Rationale of the study: Realization of all the human rights including civil, political, economic, social and cultural rights is nearly impossible without social order (Crashaw 2002). Article 28 of the Universal Declaration of Human Rights enables everyone to be entitled to the right to social and international order.   It is the police force whose fundamental function is to maintain social order by keeping criminality and social tension or civil unrest at tolerable level through effective policing. The dream of complete policing defined as effective, lawful and humane-would remain a dream only until and unless the police agencies are well managed and well resourced by the respective governments. Only through the promulgation of police code of conduct and ethics, human rights training, monitoring and oversight mechanism will help a little to improve the overall human rights records and performance of the police unless their basic rights remain unheard, unmet and fulfilled. Human rights of more than 150 mil lion people of Bangladesh will also be at risk if police with its limited resources and poor working conditionss fails to maintain social order and stability. 1.4.4 Overview of the study: The real working experiences of one and a half dozen of police officers are explored and analyzed using data obtained from their narratives conversational interviews. With direct reference to the existing available literature, it is attempted to demonstrate that the police members in Bangladesh have also been subject to the violation of economic and social rights in the workplace. But the human rights advocates ignore the close connection between internal and external violation i.e. human rights violation of the police and human rights abuse by the police. As a result, it has been a common practice among the human rights organizations, media and academician to criticize the police-subculture, corruption and lack of human rights training responsible for human rights violation by them. The sufferings and miseries of the police hardly managed to draw attention of the human rights organizations or the academician. The human rights organizations usually end up their duties by suggesting h uman rights training and monitoring mechanism to stop human rights abuses and corruption of the police. Despite the necessity of the human rights training and oversight mechanism, all these efforts may be proved meaningless for them if they do not see the application of those human rights in their practical lives. 1.4.5 Overview of the thesis: The thesis will be presented in six chapters: Chapter One: This chapter presents the background describing my personal view and motivations including primary and secondary objectives. Chapter Two: This chapter briefly describes the study population and the subject area including statistical numbers, facts and figures. Chapter Three: This chapter gives a theoretical and conceptual background of the topic based on existing literature and other secondary source of data. Chapter four: This chapter of methodology and method gives a full description of participant selection, interview process, ethical issues and the challenges to recruitment.   Chapter Five: This chapter explains how data is examined and analyzed to develop the themes expressed by the participants. Chapter Six: In this chapter, Findings are discussed and reviewed with the objectives. This chapter also discusses the implications and limitations of the thesis. 1.4.6 Conclusion: This chapter gives an overall idea on the topic and describes the genesis of the research topic. Personal motivation for undertaking this project and the relevance of the research has also been discussed. It also gives an overview of the research and the chapter outlines. The following chapter discusses about the population under study and the subject area highlighting various aspects of the organization. Chapter two: Demographical and organizational context of the research 2.1 The study population: Bangladesh Police is a national organization with headquarter based in Dhaka. It is answerable to the acting government which controls and oversees the organization under the administrative control by the Ministry of Home Affairs (MoHA). The organization consists of a number of branches and units that mainly include Range and Metropolitan police, traffic, an armed police battalion(APBN), a criminal investigation department (CID), special branch (SB), Rapid Action Battalion (RAB), and training institutions (Shahjahan, 2000). The ‘Range and ‘Metropolitan police are again subdivided into districts, circles, police stations and outposts (Shahjahan 2000, ICG 2009). Bangladesh has a total of 123197 police officers for its over 153 million population (ICG 2009). It means there is only one police officer for more than 1,200 people in Bangladesh. This ratio is probably the lowest ratio among the other South Asian nations, and nearly three times lower than the recommended ratio of 1:450 by the UN (ICG 2009, Appendix C). In some areas for example in Sylhet and Coxbazar district of the country the ratios are 1:3500 and 1: 2000 respectively (ICG 2009). The total force with eighteen ranks can be categorized into gazetted (ASP to IGP) and non-gazetted ranks (Constable to Inspector) which is roughly analogous to commissioned and non-commissioned officers in the military. Subordinate officers with numbers 121,659 have overwhelming majority over the gazetted officers numbering 1538 only (ICG 2009: 8). The Inspector General of Police (IGP), Deputy Inspector General (DIG), Assistant Inspector Generals(AIG) or superintendents of police (SP) and Assistant Superintendent of Police constitute the four gazetted ranks while subordinate ranks include the positions of inspector, sub-inspector, sergeant, and assistant sub-inspector, head constables both armed and unarmed, naiks and constables (ICG 2009:30). Out of 121659 subordinate officers, constables are bulk forces having a figure roughly 88,000. The total number of women police is also very low standing at 1,937 i.e. roughly 1.5 percent in compared to that of other low income countries having 8.5 per cent policewomen (ICG 2009: 9). 2.2 The subject area: In recent years, both the print and electronic media of the country also revealed many facts and figures about the working conditions of the police in Bangladesh. Karzon (2006) in a newspaper article stated that the police in Bangladesh are confronted with many kinds of problem that ranges from weak infrastructure to poor working conditions.Although Bangladesh got independence in 1947 from British rule and got separated from Pakistan in 1971, it has failed to rebuild its police force. The country still retains a colonial system of policing with little change that it inherited from its colonial master ( Karzon, 2006; ). The subsequent governments kept century-old police laws such as the Police Act of 1861; the Evidence Act of 1872; the Criminal Procedure Code of Police of 1898; and Police Regulation of Bengal of 1943 that were primarily devised to deter anti-British movements (Shahjahan, 2000; Karzon, 2006). Many provisions of the outdated laws have flaws and gaps that are inconsisten t with the human rights spirits, rule of law and modern democracy (Karzon, 2006; ICG 2009). Police in Bangladesh particularly the subordinate ranks lead a very difficult and unrewarding life because of deplorable working conditions, abysmal salaries, excessive workload, corrupt and politicized transfer and promotion system (ICG 2009; ). In terms of salary, the top-most police boss draws a monthly salary of Taka 23 000 ($333) while the lowest salary of the organization amounts to Taka 3000 which is just $1.30 a day which is approximately equal to the international poverty line of $1.25 per day (see appendix B). The working hours of the police members are almost double than that of other government employees (Karzon, 2006). It is also reported that they do not have adequate logistic support such as vehicles, prison vans, radios, fuel for vehicles, bicycles, modern weapons and even stationery to write reports (Karzon, 2006; ICG, 2009). Vacation, public holidays, annual and other leaves are rare and unheard and all these problems remain a great source of frustration and low mor ale for the officers (ICG, 2009). The annual budget of $420-million in addition to the resource constrains and staff shortage is simply unable to meet the organizational needs. In a report, another national daily revealed that 99 percent of the policemen blame the poor working conditions and lack of logistic support as major factors that prevent them from performing their duties (The Daily Star, 2007).   It commented that the police members in Bangladesh will continue to lead in human life until and unless salaries are increased, daily work hours are reduced to an acceptable level and all operational costs are met by the government. Referring to Paolo del Mistro, a Police specialist of the UNDP, a newspaper stated, â€Å"the police in Bangladesh are leading unsatisfactory life and they do not enjoy their policing job as it often destroys their self-respect. Moreover, they are not well-equipped† (cited in Azad, 2007).  Ã‚   He blamed the system not the police department fo r the grim working and living conditions. A civil society member in a seminar also stressed the need for increasing the salary and allowances for the police so that the police members change their mindset (The Independent, Bangladesh, 2008). In a round table discussion, another civil society member of the country went further and suggested that police officers with low salaries should be allowed to do other jobs so that they can compensate for the poor pay. He asserted, â€Å"They can not do that as long as their time of duty is not definite† (The Daily Star, August 12, 2007). The police in Bangladesh have a bad reputation for their alleged involvement with corruption and brutality (ICG, 2009). According to Transparency International Bangladesh report, 96.6 per cent of Bangladeshs households experienced some form of corruption that came across with law enforcement agencies (TIB, 2007). Police organization in Bangladesh had been identified as the most corrupt agency among all the government agency (karzon, 2006). A leading national daily of the country in its editorial wrote that the poor working conditions obstruct police to become servant of the people (The daily prothom alo, 2007). It recommended increasing the number of police personnel, vehicle and remuneration of police in addition to improving the poor working condition. Chapter three: Literature Review 3.1 Introduction: This chapter reviews the existing literature and other secondary sources of data that are related to the economic and social rights of police. The complex nature of the issue has been organized into various sections giving different aspects including the causes and consequences if remain unrealized. 3.2 Economic and social rights of police: The concept of human rights of police does not imply a new thought or idea. Rather these are the same rights and benefits to which every citizen is entitled. Referring to police rights, Bruce and Neild asserted: the facts that police are citizens, means they are entitled to the rights, privileges and benefits of citizenship (2005:41). Therefore human rights of police include all the civil, political, economic, social and cultural rights (Feiner, 2009; Aitchison, 2004). The rights of police officers are also protected by the same human rights standards enshrined in the Universal Declaration of Human Rights as well as in the various regional and international human rights charters such as International Covenant on Economic, Social Cultural rights, and European Convention on Human Rights (United Nations 1948; United Nations 1976; ECHR 1950). The economic and social rights of police are also clearly stated and standardized in the European Social Charter 1961 and the European Code of Pol ice Ethics 2001 (ESC 1961; ECPE 2001). Both the charter provides a set of   standards for police officers including reasonable working hours, rest periods and paid holidays, remuneration enabling them to have a decent standard of living, increased overtime payment, health and safety regulations in the workplace and a system of social security considering their special nature and character of work. Article 11 of the European Convention on Human Rights and article 6 of the European Social Charter 1961 recognize the right of the police members to form and join trade unions.   International Labour Organization as a specialized international agency of the United Nations set some international labor standards and fundamental rights at work in its various conventions (ILO 1998). It sets standards determining hours of work, shift work, holidays, vacations, wages, social security and policy, accommodation, trade union, collective bargaining, rest and leisure for the workers to promote strong social policies, justice and democratic institutions. The benefits of the work standards set by ILO are equally applicable to the members of police in their work place. But it is important to make clear that the police officers can claim the rights against the state not other citizens. The failure of the state to protect the rights does not give legitimacy to police to resort to violations of human rights of general people or citizens. Police like other employees of the state are the public servants that serve state interest. As an employee or worker, the human rights of a police officer mainly revolve around the economic and social rights that mainly fall into the following categories: labour rights and the right to adequate standard of living, right to food, right to health, right to housing and right to education (Nel Bezuidenbout, 1997:97). The bulk labour rights include the right to trade union, right to organized and collective bargaining, right to rest and leisure, right to no forced labour, right to work and equal pay for equal work. Bruce and Neild also argued that central to recognizing police as citizens revolve around their right to decent conditions of service, the right to form employee representative organizations, and the right to engage in collective bargaining (2005:43). 3.2.1 Democratic policing versus economic and social rights of police: There is a close link â€Å"between organizational police democracy and societal democracy† where citizens are able to participate in decision-making processes and where basic human rights are protected (Marks Fleming, 2006:179). It means police are likely to respond more democratically and humanly if they also experience the benefits of democratic labor and social rights in their organizational set up (Berkley 1969, 46-51). Hence the right of police officers to engage in direct and indirect forms of democratic participation is crucial to rights based awareness. Police rights movement through democratic police union is also consistent with the advancement of democracy and good governance (Finnane, 2002; Prasad Snel, 2004). Police rights movement is now viewed as a countervailing force and broadcasting agendas for social change directed to establish racial justice, gender equality, and urban change (Berkley, 1969; Johnston, 2000; Robinson, 2000; Sklansky, 2005b; OMalley Hutc hinson, 2005). Police union can be seen as a bulk force for them because through the exercise of this right they might get the recognition of other economic and social rights in the workplace. In addition, police democracy brings not only the democratic benefit for them, rather through democratic police rights movement through police union can serve as a necessary internal check against bureaucratic usurpation within the organization (Gammage Stanley, 1972; Fleming Lewis, 2002:92). Despite all the benefits and importance of police trade union as core labor rights of ILO, it creates more controversy and brings criticism from academics, police managers and public than any other labour union. Police organization that allows police union is branded as ‘obdurate organization by the police scholars as the union engages only on their own vested interests such as workplace improvement and status enhancement rather than social justice features (Fogelson, 1977; OMalley, 2005b; Reiner, 1978). The critics argued that this narrowness or ‘bureaucratic conservatism of police union may thwart democratic aspirations within trade union structures (Hyman, 2000; Prasad et al 2004; Burgmann Burgmann, 1998:63). 3.2.2 Positive development towards police rights: A significant change is occurring in the police organizations across the world through the ‘privatization, civilianization, and responsibilization of policing (Marks Fleming, 2006: 193). International Labour Organization recognizes all the employment rights of the police officers except few restrictions for the emergency services (ILO 2004). But in a recent move, the ILO develops codes of practice to promote social dialogue within the public service including emergency service too. In a joint meeting on public emergency service (such as police) in 2003, The ILO adopted a document Guidelines on Social Dialogue for Public Emergency Services in a Changing Environment to promote fundamental labor rights such as the right to form and join trade union,   and collective bargaining. Thus these guidelines of ILO give an indication to its member states to allow the police to unionize and to bargain (ILO 2003a). The international network of police unions has also been attempted to pers uade the ILO to review its conventions (Mark Fleming, 2006).   They quoted Shizue Tomoda, an ILO technical specialist, as saying, â€Å"As long as a large number of member states feel that it is proper for police labor rights to be regulated by national laws, the ILO Secretariat can do little to change the status quo.†(p.189). In parallel with ILO prescription, many nations have promulgated special legislations that enable police officers to be entitled to all the citizenship rights including police union for instance, Police Officers Bill of Rights of USA; the European Social Charter and European Code of Police Ethics in Europe. The modern policing are now centered on the principle of more democracy, more accountability, more equitability, and more professionalism. Police organization within public sector is now defined as growing labor-intensive industry that enables police to be qualified as ‘worker having all the labour rights (Mark Fleming, 2006). Hence, being a member of a labor-intensive industry, they are also equally concerned about the working conditionss and wages (Wellington Winter, 1969; Reiner, 1978).The current global socio-economic climate leads police unions and public sector unions to work more closely with the labour movement in terms of their rights to collective bargaining (Reiner, 1978). EUROCOP, an association of twenty-seven member police organizations across Europe, is also promoting fairness and equal opportunities in the police service of its member organizations (Marks Fleming 2006).   Berkley (1969:46-51) also mentioned about the highly developed police unions across th e Europe such as in Germany, France, Sweden, and the United Kingdom. Griffin (2001), Chief executive officer of the Canadian Professional Police Association noted that the police representatives in Canada are now a part of broad labor union body (Fleming Lewis, 2002). In the United States, Police unions go beyond the narrow interest of the police members promoting the public interests agenda consistent with community preferences in partnership with other police union partner (Magenau Hunt, 1996).   The police federation of Australia is also affiliated and aligned with the national trade union federation (Marks Fleming, 2006). Some unions of Australia (for example, the Northern Territory Police Association NTPA) are now playing a very significant and central role to solve the resource problem of the aboriginal territory. In South Africa, the Police and Prisons Civil Rights Union (POPCRU) established in 1989 is also affiliated to the progressive trade union federation committed t o democratic governance. They defend the socio-economic interests of the communities which is now well-recognized by the international human rights organizations (Marks Fleming, 2004). Police in Lesotho, Zambia, and Botswana who were denied the police rights, called upon the South African police union, POPCRU, to assist them in convincing police authorities and managers about the benefits of police unionization (Hopkins, 2004). 3.3 Theoretical framework: 3.3.1 Occupational police stress: A number of books, reviews of literature and public seminars on the study of the stressful nature of work indicate the growing interest in the field over the past 45 years across the world including America, Britain, Australia and New Zealand (Hurrell, Nelson, Simmons , Buunk de Wolff, 1992; Fried, 1993; Huddleston, 2002). One of the main reasons behind the interest is work-related stress causes huge human and monetary cost (Schuler Van Sell, 1981; Cooper Marshall, 1976; Levi, 1981; Moss, 1981 cited in Parker DeCotiis, 1983). The recent years have also witnessed ‘a sizeable body of literature that examines police stress from a variety of perspective (Webb Smith, 1980:251). This study will look into the police stress from human rights approach taking its physiological, psychological and organizational consequences into account. Even though a certain levels of stress are found in almost all occupations, police work has long been termed as a high stress, high strain and â₠¬Ëœcritical profession (Anshel, 2000, Brown Campbell, 1994; Horn, 1991; Kroes, 1976; Kroes Hurrell, 1975; Raiser, 1974; Reilly DiAngelo, 1990; Violanti Marshall, 1983, Paton 1996a). They are usually the first to reach and the last to leave the scenes of murder, suicides or accidents. One police psychologist stated: â€Å"It is an accepted fact that a police officer is under stress and pressure unequaled by any other profession† (cited in Webb Smith 1980:255). They are frequently confronted with very sad and violent categories of incidents (Carlier, 1999, Carlier Gersons, 1992) and ‘hidden victims of work-related psychological trauma (Paton, 1989, 1994b). Apart from the aforementioned intrinsic job stress, the police stressors may range from critical staff shortage to interaction in and outside the organization. Police stressors within the organization may be characterized as excessive workload, staff shortage, work interfering with family, poor or inadequate equipment or resources, seeing criminals go free and inadequate pay, uncivil interaction with co-workers and administrative hassles (Collins Gibbs, 2003; Davey, Obst, Sheehan, 2001; Morash, Haarr, Kwak, 2006; Pasillas, Follette, Perumean-Chaney, 2006, Huddleston 2002). Rigid organizational structure, shift work, excessive overtime, lack of opportunities for the advancement, workplace discrimination or harassment, administrative pressure to solve the problem, and conflicts over role and responsibility, job transfer, daily hassles, work-related disasters   can also cause serious police stress (Collins Gibbs, 2003; Brown Campbell 1994; Sewell 1993; Pratt Barling, 1988). A p olice officer without the support of his or her family or friend and personal skills is more vulnerable to police stressors (Dewe Guest, 1990; Latach Havlovic, 1992; Tho Issues with Police Human Rights Issues with Police Human Rights Chapter one: Introduction and overview 1.1: General Introduction: Police rights and police history has been a subject of limited interest to the scholars of criminal justice, labor history and industrial relations across the world (Baker, 1999). When human rights of police are prescribed and debated, the issue creates much controversy and draws strong reaction from the academician, human rights experts, police controlling authority and public (Marks Fleming, 2006). Police are usually perceived as state agents that serve the interest of the government. They think that police are bound to respect human rights of the population they serve while performing duties and functions specifically during using force, arresting and detention. The members of the police force often claim that they have equal rights and privilege similar to other citizens in addition to their duties and responsibilities. Apparently, there is a clear split between two poles on the one hand each citizen or criminal, whose rights must be respected and protected, and on the other ha nd the police officers who have no rights, responsibility only. This partisan may prompt another debate on whether the police officers have less or more rights and obligations then the rest of the citizens. But it is totally incorrect that police officers have obligations only but no rights. Police are also citizen entitled to the same rights, privileges and benefits of citizenship (Bruce Neild 2005). They are also protected by the same human rights standards (Feiner, 2009). If police are expected to defend democracy and human rights, they should not be denied basic democratic and basic rights (Marks Fleming, 2006). The rights of police officers are constrained by regional, national, and international regulatory frameworks (Marks and Fleming 2006). Sometimes their rights are reduced to such a level that they do not have many basic rights as a citizen in many countries. In Bangladesh, the rights of police officers also seem to be ill-understood and neglected on both intellectual and state level. The prolonged struggle of the police officers for the realization of the rights is not well-documented either in the academic or popular literature. The existing literature, human rights publications and the media while discussing about democratic policing often refer to the police accountability, civilianization of policing, policing outcomes and performance measurement, and community participation and partnerships but they hardly mention about the human rights of the police officers like other citizens of the country. As a result, the rights of police officers are subject to a wide range of violations in and outside the organization. The widespread violation of police rights varies from economic and social rights to civil and political rights, from individual level to collective level. This study attempted to investigate the economic and social rights viol ations of the police officers by narrowing down its focus only on the working environment they operate. The studies approached to examine the police work phenomena from human rights perspective where most of the studies described it from physiological, psychological and organizational perspective. 1.2: Objectives: The primary objective of this research is to depict a real picture of human rights situation of the crime fighters within the organization, to investigate its possible causes and impact on the police individual and society as a whole. The secondary aims include directives for future research into police rights discourse for academician, and to recommend ways to improve human rights situation of the police officers which might help strengthen ongoing Police Reform Program in Bangladesh. I firmly believe that the outcome of the research can contribute to the policy makers of the government and non-government organizations in resolving the human rights abuses in and outside the police organization. 1.3: Research Question: The following questions have been formulated in order to meet the research objectives: which of the economic and social rights of the police members in Bangladesh come under violation? What are the factors leading to the violation of the economic and social rights of police members? What are the possible consequences ofthe violation on victims lifeandon society at large? 1.4 Background to the study 1.4.1 Personal Motivation: Having both the human rights and police background, I perceived I would be the right person that would be able to precisely elucidate the complexity and peculiarity of human rights situation of the police workplace in Bangladesh. Police in Bangladesh are frequently accused of human rights abuse by the national and international human rights organizations (see Amnesty International, 2000, Odhikar, 2009). A number of studies can be done to answer ‘why do police violate human rights. But being an insider, I understand well where the tension between policing and human rights and between the ethics and the practice of policing lies. Nearly five years field level experience with the organization as a mid-level police supervisor has given me an impression that the overall environment where they operate is not congenial to human rights friendly atmosphere both for the general people and the police members. A big share or contribution to the adverse environment is made by the stressful job itself and different kinds of organizational factors. The factors outside the organizations also have a significant role in creating human rights unfriendly environment. Some of the abuses by the police are taking place for personal gain of the individual police members whereas some are the result of imposed burden which they are unable to resist. Resource constraints and staff shortage that put physical, psychological and organization pressure often compel them to exhibit deviance behavior. In addition, deprivation of several basic rights as a consequence of poor working conditions and low wages creates deep frustration and depression among them resulting in strong job dissatisfaction. When all these internal factors combine with other factors, it is very likely that the police officers show up with extreme police deviance behavior having serious impacts on human rights. Unfortunately, no shed of light fell on the fragile and poor working conditions of the police in Bangladesh so far. It is also harder for them to talk to the media, and claim their rights in the same way as the workers in the private sector do through demonstration or strike. As a result, their inhumane sufferings remain beyond the reach of media, human rights activists and general public. In 2005, government introduced police reform programmes assisted by UNDP, DFID and other international donors. The local newspaper being influenced by the programme, sometimes published reports on the organizational problem of the police discretely. However, I did not find any systematic academic researches that have been carried out on the economic and social rights of the Bangladesh police in relation to their workplace. 1.4.2 Relevance in history: The police struggle for their rights across the globe has been long and old. While police officers in Bangladesh are barred from being qualified as worker in the labor law, the police in Australia, Europe, North America and New Zealand are now fully entitled to have equal citizenship rights including economic and social rights (Finnane, 2001). In Europe, British Police stood up to establish their industrial and social rights through police strikes in London and Liverpool in 1918-9 and succeeded to ensure their industrial and social rights many decades ago. Following the British example, the adventurous police unions activities in New Zealand forced the government to mandate police unions and associations during 1919 ( Finnane 2001). There are also a number of instances of force revolt in the history of Bangladesh such as BDR mutiny in 2009. In 1993, subordinate police officers of Dhaka Metropoliton police at the Rajarbagh Police Lines in Dhaka agitated demanding better working condit ions and increased pay (ICG, 2009). Fortunately, it ended up without any bloodshed and increased salaries but many officers got sacked. In 2009, the paramilitary force Bangladesh Rifles which is also regulated by the same ministry, led a murderous uprising in response to poor working conditionss and low pay leaving more than 75 people dead (ICG 2009). 1.4.3 Rationale of the study: Realization of all the human rights including civil, political, economic, social and cultural rights is nearly impossible without social order (Crashaw 2002). Article 28 of the Universal Declaration of Human Rights enables everyone to be entitled to the right to social and international order.   It is the police force whose fundamental function is to maintain social order by keeping criminality and social tension or civil unrest at tolerable level through effective policing. The dream of complete policing defined as effective, lawful and humane-would remain a dream only until and unless the police agencies are well managed and well resourced by the respective governments. Only through the promulgation of police code of conduct and ethics, human rights training, monitoring and oversight mechanism will help a little to improve the overall human rights records and performance of the police unless their basic rights remain unheard, unmet and fulfilled. Human rights of more than 150 mil lion people of Bangladesh will also be at risk if police with its limited resources and poor working conditionss fails to maintain social order and stability. 1.4.4 Overview of the study: The real working experiences of one and a half dozen of police officers are explored and analyzed using data obtained from their narratives conversational interviews. With direct reference to the existing available literature, it is attempted to demonstrate that the police members in Bangladesh have also been subject to the violation of economic and social rights in the workplace. But the human rights advocates ignore the close connection between internal and external violation i.e. human rights violation of the police and human rights abuse by the police. As a result, it has been a common practice among the human rights organizations, media and academician to criticize the police-subculture, corruption and lack of human rights training responsible for human rights violation by them. The sufferings and miseries of the police hardly managed to draw attention of the human rights organizations or the academician. The human rights organizations usually end up their duties by suggesting h uman rights training and monitoring mechanism to stop human rights abuses and corruption of the police. Despite the necessity of the human rights training and oversight mechanism, all these efforts may be proved meaningless for them if they do not see the application of those human rights in their practical lives. 1.4.5 Overview of the thesis: The thesis will be presented in six chapters: Chapter One: This chapter presents the background describing my personal view and motivations including primary and secondary objectives. Chapter Two: This chapter briefly describes the study population and the subject area including statistical numbers, facts and figures. Chapter Three: This chapter gives a theoretical and conceptual background of the topic based on existing literature and other secondary source of data. Chapter four: This chapter of methodology and method gives a full description of participant selection, interview process, ethical issues and the challenges to recruitment.   Chapter Five: This chapter explains how data is examined and analyzed to develop the themes expressed by the participants. Chapter Six: In this chapter, Findings are discussed and reviewed with the objectives. This chapter also discusses the implications and limitations of the thesis. 1.4.6 Conclusion: This chapter gives an overall idea on the topic and describes the genesis of the research topic. Personal motivation for undertaking this project and the relevance of the research has also been discussed. It also gives an overview of the research and the chapter outlines. The following chapter discusses about the population under study and the subject area highlighting various aspects of the organization. Chapter two: Demographical and organizational context of the research 2.1 The study population: Bangladesh Police is a national organization with headquarter based in Dhaka. It is answerable to the acting government which controls and oversees the organization under the administrative control by the Ministry of Home Affairs (MoHA). The organization consists of a number of branches and units that mainly include Range and Metropolitan police, traffic, an armed police battalion(APBN), a criminal investigation department (CID), special branch (SB), Rapid Action Battalion (RAB), and training institutions (Shahjahan, 2000). The ‘Range and ‘Metropolitan police are again subdivided into districts, circles, police stations and outposts (Shahjahan 2000, ICG 2009). Bangladesh has a total of 123197 police officers for its over 153 million population (ICG 2009). It means there is only one police officer for more than 1,200 people in Bangladesh. This ratio is probably the lowest ratio among the other South Asian nations, and nearly three times lower than the recommended ratio of 1:450 by the UN (ICG 2009, Appendix C). In some areas for example in Sylhet and Coxbazar district of the country the ratios are 1:3500 and 1: 2000 respectively (ICG 2009). The total force with eighteen ranks can be categorized into gazetted (ASP to IGP) and non-gazetted ranks (Constable to Inspector) which is roughly analogous to commissioned and non-commissioned officers in the military. Subordinate officers with numbers 121,659 have overwhelming majority over the gazetted officers numbering 1538 only (ICG 2009: 8). The Inspector General of Police (IGP), Deputy Inspector General (DIG), Assistant Inspector Generals(AIG) or superintendents of police (SP) and Assistant Superintendent of Police constitute the four gazetted ranks while subordinate ranks include the positions of inspector, sub-inspector, sergeant, and assistant sub-inspector, head constables both armed and unarmed, naiks and constables (ICG 2009:30). Out of 121659 subordinate officers, constables are bulk forces having a figure roughly 88,000. The total number of women police is also very low standing at 1,937 i.e. roughly 1.5 percent in compared to that of other low income countries having 8.5 per cent policewomen (ICG 2009: 9). 2.2 The subject area: In recent years, both the print and electronic media of the country also revealed many facts and figures about the working conditions of the police in Bangladesh. Karzon (2006) in a newspaper article stated that the police in Bangladesh are confronted with many kinds of problem that ranges from weak infrastructure to poor working conditions.Although Bangladesh got independence in 1947 from British rule and got separated from Pakistan in 1971, it has failed to rebuild its police force. The country still retains a colonial system of policing with little change that it inherited from its colonial master ( Karzon, 2006; ). The subsequent governments kept century-old police laws such as the Police Act of 1861; the Evidence Act of 1872; the Criminal Procedure Code of Police of 1898; and Police Regulation of Bengal of 1943 that were primarily devised to deter anti-British movements (Shahjahan, 2000; Karzon, 2006). Many provisions of the outdated laws have flaws and gaps that are inconsisten t with the human rights spirits, rule of law and modern democracy (Karzon, 2006; ICG 2009). Police in Bangladesh particularly the subordinate ranks lead a very difficult and unrewarding life because of deplorable working conditions, abysmal salaries, excessive workload, corrupt and politicized transfer and promotion system (ICG 2009; ). In terms of salary, the top-most police boss draws a monthly salary of Taka 23 000 ($333) while the lowest salary of the organization amounts to Taka 3000 which is just $1.30 a day which is approximately equal to the international poverty line of $1.25 per day (see appendix B). The working hours of the police members are almost double than that of other government employees (Karzon, 2006). It is also reported that they do not have adequate logistic support such as vehicles, prison vans, radios, fuel for vehicles, bicycles, modern weapons and even stationery to write reports (Karzon, 2006; ICG, 2009). Vacation, public holidays, annual and other leaves are rare and unheard and all these problems remain a great source of frustration and low mor ale for the officers (ICG, 2009). The annual budget of $420-million in addition to the resource constrains and staff shortage is simply unable to meet the organizational needs. In a report, another national daily revealed that 99 percent of the policemen blame the poor working conditions and lack of logistic support as major factors that prevent them from performing their duties (The Daily Star, 2007).   It commented that the police members in Bangladesh will continue to lead in human life until and unless salaries are increased, daily work hours are reduced to an acceptable level and all operational costs are met by the government. Referring to Paolo del Mistro, a Police specialist of the UNDP, a newspaper stated, â€Å"the police in Bangladesh are leading unsatisfactory life and they do not enjoy their policing job as it often destroys their self-respect. Moreover, they are not well-equipped† (cited in Azad, 2007).  Ã‚   He blamed the system not the police department fo r the grim working and living conditions. A civil society member in a seminar also stressed the need for increasing the salary and allowances for the police so that the police members change their mindset (The Independent, Bangladesh, 2008). In a round table discussion, another civil society member of the country went further and suggested that police officers with low salaries should be allowed to do other jobs so that they can compensate for the poor pay. He asserted, â€Å"They can not do that as long as their time of duty is not definite† (The Daily Star, August 12, 2007). The police in Bangladesh have a bad reputation for their alleged involvement with corruption and brutality (ICG, 2009). According to Transparency International Bangladesh report, 96.6 per cent of Bangladeshs households experienced some form of corruption that came across with law enforcement agencies (TIB, 2007). Police organization in Bangladesh had been identified as the most corrupt agency among all the government agency (karzon, 2006). A leading national daily of the country in its editorial wrote that the poor working conditions obstruct police to become servant of the people (The daily prothom alo, 2007). It recommended increasing the number of police personnel, vehicle and remuneration of police in addition to improving the poor working condition. Chapter three: Literature Review 3.1 Introduction: This chapter reviews the existing literature and other secondary sources of data that are related to the economic and social rights of police. The complex nature of the issue has been organized into various sections giving different aspects including the causes and consequences if remain unrealized. 3.2 Economic and social rights of police: The concept of human rights of police does not imply a new thought or idea. Rather these are the same rights and benefits to which every citizen is entitled. Referring to police rights, Bruce and Neild asserted: the facts that police are citizens, means they are entitled to the rights, privileges and benefits of citizenship (2005:41). Therefore human rights of police include all the civil, political, economic, social and cultural rights (Feiner, 2009; Aitchison, 2004). The rights of police officers are also protected by the same human rights standards enshrined in the Universal Declaration of Human Rights as well as in the various regional and international human rights charters such as International Covenant on Economic, Social Cultural rights, and European Convention on Human Rights (United Nations 1948; United Nations 1976; ECHR 1950). The economic and social rights of police are also clearly stated and standardized in the European Social Charter 1961 and the European Code of Pol ice Ethics 2001 (ESC 1961; ECPE 2001). Both the charter provides a set of   standards for police officers including reasonable working hours, rest periods and paid holidays, remuneration enabling them to have a decent standard of living, increased overtime payment, health and safety regulations in the workplace and a system of social security considering their special nature and character of work. Article 11 of the European Convention on Human Rights and article 6 of the European Social Charter 1961 recognize the right of the police members to form and join trade unions.   International Labour Organization as a specialized international agency of the United Nations set some international labor standards and fundamental rights at work in its various conventions (ILO 1998). It sets standards determining hours of work, shift work, holidays, vacations, wages, social security and policy, accommodation, trade union, collective bargaining, rest and leisure for the workers to promote strong social policies, justice and democratic institutions. The benefits of the work standards set by ILO are equally applicable to the members of police in their work place. But it is important to make clear that the police officers can claim the rights against the state not other citizens. The failure of the state to protect the rights does not give legitimacy to police to resort to violations of human rights of general people or citizens. Police like other employees of the state are the public servants that serve state interest. As an employee or worker, the human rights of a police officer mainly revolve around the economic and social rights that mainly fall into the following categories: labour rights and the right to adequate standard of living, right to food, right to health, right to housing and right to education (Nel Bezuidenbout, 1997:97). The bulk labour rights include the right to trade union, right to organized and collective bargaining, right to rest and leisure, right to no forced labour, right to work and equal pay for equal work. Bruce and Neild also argued that central to recognizing police as citizens revolve around their right to decent conditions of service, the right to form employee representative organizations, and the right to engage in collective bargaining (2005:43). 3.2.1 Democratic policing versus economic and social rights of police: There is a close link â€Å"between organizational police democracy and societal democracy† where citizens are able to participate in decision-making processes and where basic human rights are protected (Marks Fleming, 2006:179). It means police are likely to respond more democratically and humanly if they also experience the benefits of democratic labor and social rights in their organizational set up (Berkley 1969, 46-51). Hence the right of police officers to engage in direct and indirect forms of democratic participation is crucial to rights based awareness. Police rights movement through democratic police union is also consistent with the advancement of democracy and good governance (Finnane, 2002; Prasad Snel, 2004). Police rights movement is now viewed as a countervailing force and broadcasting agendas for social change directed to establish racial justice, gender equality, and urban change (Berkley, 1969; Johnston, 2000; Robinson, 2000; Sklansky, 2005b; OMalley Hutc hinson, 2005). Police union can be seen as a bulk force for them because through the exercise of this right they might get the recognition of other economic and social rights in the workplace. In addition, police democracy brings not only the democratic benefit for them, rather through democratic police rights movement through police union can serve as a necessary internal check against bureaucratic usurpation within the organization (Gammage Stanley, 1972; Fleming Lewis, 2002:92). Despite all the benefits and importance of police trade union as core labor rights of ILO, it creates more controversy and brings criticism from academics, police managers and public than any other labour union. Police organization that allows police union is branded as ‘obdurate organization by the police scholars as the union engages only on their own vested interests such as workplace improvement and status enhancement rather than social justice features (Fogelson, 1977; OMalley, 2005b; Reiner, 1978). The critics argued that this narrowness or ‘bureaucratic conservatism of police union may thwart democratic aspirations within trade union structures (Hyman, 2000; Prasad et al 2004; Burgmann Burgmann, 1998:63). 3.2.2 Positive development towards police rights: A significant change is occurring in the police organizations across the world through the ‘privatization, civilianization, and responsibilization of policing (Marks Fleming, 2006: 193). International Labour Organization recognizes all the employment rights of the police officers except few restrictions for the emergency services (ILO 2004). But in a recent move, the ILO develops codes of practice to promote social dialogue within the public service including emergency service too. In a joint meeting on public emergency service (such as police) in 2003, The ILO adopted a document Guidelines on Social Dialogue for Public Emergency Services in a Changing Environment to promote fundamental labor rights such as the right to form and join trade union,   and collective bargaining. Thus these guidelines of ILO give an indication to its member states to allow the police to unionize and to bargain (ILO 2003a). The international network of police unions has also been attempted to pers uade the ILO to review its conventions (Mark Fleming, 2006).   They quoted Shizue Tomoda, an ILO technical specialist, as saying, â€Å"As long as a large number of member states feel that it is proper for police labor rights to be regulated by national laws, the ILO Secretariat can do little to change the status quo.†(p.189). In parallel with ILO prescription, many nations have promulgated special legislations that enable police officers to be entitled to all the citizenship rights including police union for instance, Police Officers Bill of Rights of USA; the European Social Charter and European Code of Police Ethics in Europe. The modern policing are now centered on the principle of more democracy, more accountability, more equitability, and more professionalism. Police organization within public sector is now defined as growing labor-intensive industry that enables police to be qualified as ‘worker having all the labour rights (Mark Fleming, 2006). Hence, being a member of a labor-intensive industry, they are also equally concerned about the working conditionss and wages (Wellington Winter, 1969; Reiner, 1978).The current global socio-economic climate leads police unions and public sector unions to work more closely with the labour movement in terms of their rights to collective bargaining (Reiner, 1978). EUROCOP, an association of twenty-seven member police organizations across Europe, is also promoting fairness and equal opportunities in the police service of its member organizations (Marks Fleming 2006).   Berkley (1969:46-51) also mentioned about the highly developed police unions across th e Europe such as in Germany, France, Sweden, and the United Kingdom. Griffin (2001), Chief executive officer of the Canadian Professional Police Association noted that the police representatives in Canada are now a part of broad labor union body (Fleming Lewis, 2002). In the United States, Police unions go beyond the narrow interest of the police members promoting the public interests agenda consistent with community preferences in partnership with other police union partner (Magenau Hunt, 1996).   The police federation of Australia is also affiliated and aligned with the national trade union federation (Marks Fleming, 2006). Some unions of Australia (for example, the Northern Territory Police Association NTPA) are now playing a very significant and central role to solve the resource problem of the aboriginal territory. In South Africa, the Police and Prisons Civil Rights Union (POPCRU) established in 1989 is also affiliated to the progressive trade union federation committed t o democratic governance. They defend the socio-economic interests of the communities which is now well-recognized by the international human rights organizations (Marks Fleming, 2004). Police in Lesotho, Zambia, and Botswana who were denied the police rights, called upon the South African police union, POPCRU, to assist them in convincing police authorities and managers about the benefits of police unionization (Hopkins, 2004). 3.3 Theoretical framework: 3.3.1 Occupational police stress: A number of books, reviews of literature and public seminars on the study of the stressful nature of work indicate the growing interest in the field over the past 45 years across the world including America, Britain, Australia and New Zealand (Hurrell, Nelson, Simmons , Buunk de Wolff, 1992; Fried, 1993; Huddleston, 2002). One of the main reasons behind the interest is work-related stress causes huge human and monetary cost (Schuler Van Sell, 1981; Cooper Marshall, 1976; Levi, 1981; Moss, 1981 cited in Parker DeCotiis, 1983). The recent years have also witnessed ‘a sizeable body of literature that examines police stress from a variety of perspective (Webb Smith, 1980:251). This study will look into the police stress from human rights approach taking its physiological, psychological and organizational consequences into account. Even though a certain levels of stress are found in almost all occupations, police work has long been termed as a high stress, high strain and â₠¬Ëœcritical profession (Anshel, 2000, Brown Campbell, 1994; Horn, 1991; Kroes, 1976; Kroes Hurrell, 1975; Raiser, 1974; Reilly DiAngelo, 1990; Violanti Marshall, 1983, Paton 1996a). They are usually the first to reach and the last to leave the scenes of murder, suicides or accidents. One police psychologist stated: â€Å"It is an accepted fact that a police officer is under stress and pressure unequaled by any other profession† (cited in Webb Smith 1980:255). They are frequently confronted with very sad and violent categories of incidents (Carlier, 1999, Carlier Gersons, 1992) and ‘hidden victims of work-related psychological trauma (Paton, 1989, 1994b). Apart from the aforementioned intrinsic job stress, the police stressors may range from critical staff shortage to interaction in and outside the organization. Police stressors within the organization may be characterized as excessive workload, staff shortage, work interfering with family, poor or inadequate equipment or resources, seeing criminals go free and inadequate pay, uncivil interaction with co-workers and administrative hassles (Collins Gibbs, 2003; Davey, Obst, Sheehan, 2001; Morash, Haarr, Kwak, 2006; Pasillas, Follette, Perumean-Chaney, 2006, Huddleston 2002). Rigid organizational structure, shift work, excessive overtime, lack of opportunities for the advancement, workplace discrimination or harassment, administrative pressure to solve the problem, and conflicts over role and responsibility, job transfer, daily hassles, work-related disasters   can also cause serious police stress (Collins Gibbs, 2003; Brown Campbell 1994; Sewell 1993; Pratt Barling, 1988). A p olice officer without the support of his or her family or friend and personal skills is more vulnerable to police stressors (Dewe Guest, 1990; Latach Havlovic, 1992; Tho

Week Case Assignment

In the orientation process I would Inform them of our hospital's fantastic mentoring program. How we promote confidence, learning and professional growth. I would explain that we adapted the culture from Johns-Hopkins Hospital in Baltimore, which has been ranked the top 25 hospitals, â€Å"Best Hospitals† for twenty- one consecutive years. I would stress on utilizing the hospital's tuition reimbursement and the quarterly professional development classes.How we believe in the staff so much that we provide free medical care for the employee and family members within our hospital. The hospital offer discounted rates for the on-site dry cleaners and discounts for entertainment. I would help them manage stress and prevent burnout by providing discounts to local restaurants [business and hosting annual employee appreciation dinners. I would have monthly raffles that would give the winner a day off with pay. The hospital would have surprise pep rallies that would consist of balloons and clowns.By offering these incentives the hospital will give the newly hired nurses the culture and values of the hospital environment. 2. Hospital staff has to endure with fast-paced, long shifts, stressful environment hat are constantly pushed to limitations. (Evangelic, Kankakee, & Matheson) By creating a trusting, and open communication that support the staff in a hospital environment will help reduce and manage their stress levels. Having management and departmental leaders display the desired behavior they would like to have the employees demonstrate on the Job and off the Job.The management and departmental leaders set clear expectation of hospital staff. Hospitals could keep an effective mentoring program that employees could rely on for providing confidence, learning, and professional growth. 3. Exhibit 2. Intervention Points to Influence Culture Change. The cycle of the points are; Behavior, Justification of behavior, Cultural Communications, Hiring and colonization of m embers who fit in with the culture (Culture), and Removal of members who deviate from the culture. Evangelic, Kankakee, & Matheson, Exhibit 2. 6 Intervention Points to Influence Cultural Change) A company that I was previously employed with had poor communication problems with the staff. During a restructuring process the facility manager was fired. A manager from the Greensboro, NC faculty relocated to the Memphis, TN faculty. He Implemented shift dieting that started at the beginning of every shift. The meeting would inform the He would have a weekly meeting with his managers and supervisor for them to inform him of any problems.He would advise us of any information that we would have to convey back to the employees. He took away dress down Fridays for office staff, supervisors and departmental managers. He wanted to give a professional environment to the hourly employees at all times. The multiple communications and the dress code he created in the organization changed the behavi or of the employees and the supervising staff. I believe it was successful in creating a desired culture.

Portrayal of Women in Bram Stoker’s Dracula

Bram stoker, in Dracula, showed his point of view of women. He represented Mina as a traditional woman who is quite passive and submissive. On the other hand, he represented Lusy and the three beautiful vampires who are active, voluptuous and sexually aggressive. When he was born in 1850s, the era of â€Å"Victorian Noon†, the society was about to face the radical changes in the culture and politics so the position of women who were educated was getting improved in the society.However, Bram stoker was a conservative and stressed paternalism so he considered ‘New Woman' as a depravity person. On the contrary, he emphasized the traditional victorian woman. Furthermore, he expressed his hostile feeling against women. â€Å"for nothing can be more dreadful than those awful women, who were, waiting to suck my blood. â€Å"(p74, line15~16), â€Å"I am alone in the castle with those horrible women, Faugh! Mina is a woman, and there is nought in common. They are devils of the Pit! â€Å"(p87, paragraph 6).From these sentences, we can see that Jonathan Harker abhors the three young women. It seems that Bram stoker detests the New Women. The group of people who called ‘New Woman' acted so free and had a sexual relationship with not only men but also the same gender so that it brought about other social aftermaths such as venereal disease and homosexuality. In terms of conservatism, he regarded ‘New Woman', considered a threatening group in the society, as immoral and anti-religious so it must be destroyed.Also, he insisted that men had to got power to control those women and dominated the society. In conclusion, the society in which Bram Stoker lived has shown a movement to accept both sides of the conservative which advocates the past values and the progressive which incessantly changes for new values. I think that he did not just blame the new woman, but the imperialism which means ‘continuously developing the society using the powerf ul science'.

5 Tips for Teachers to Help Disorganized Students

5 Tips for Teachers to Help Disorganized Students A students poor organizational skills can easily be improved by providing a routine and by clearly stating directions and expectations. Disorganized students often forget homework, have messy desks, cannot keep track of their materials and have poor time management skills. Teachers can help these students by providing a structured routine along with strategies to keep them organized. Use the following tips to help your disorganized student manage their responsibilities. 1. Set up a Routine By providing structure in the classroom the disorganized student will have no choice but to stay organized. Establishing a classroom schedule will allow students to be less frustrated and confused, and will provide them with a sense of where they are going and what materials they will need. To lessen their confusion, place a schedule in their folder or tape one to their desk. This way, the student can use it as a reference throughout the day. 2. Use a Checklist A checklist is a great tool for a disorganized student because it shows them the expectations that they need to accomplish for the day in a visual format. For younger students, have the list already prepared for them and go over it with the student each morning. For older students, provide strategies for prioritizing their own checklists.   3. Monitor Homework Encourage parenteral support by writing a letter to parents describing your homework policy. Require that each night after the homework is completed, it is signed by a parent and returned to school the following day. This process will ensure the student stays on task and encourages parents to be involved. 4. Organize Classroom Desks A disorganized student will not take the time to clean out their desk. Each week set aside time in your class schedule so students can complete this task. Brainstorm organizational ideas with the students on specific ways they can keep their desks tidy. Make the list visible in the classroom so each week they can have access to it. Suggest that they label materials for easy access and throw away items they no longer use. 5. Use Memory Aids Memory aids are a helpful way to remember tasks and materials. Have the student use tangible items such as  sticky notes, rubber bands, index cards, alarm clocks, and timers to remind them to complete their tasks for the day. Encourage them to use memory aids like this acronym: CATS. (CCarry, AAssignment, TTo, SSchool) Teaching these new strategies will help students complete their tasks efficiently and effectively. These tips give students the tools they need to manage their obligations and to be successful in school. With a little help and ​encouragement, disorganized children can easily get on a new path.   Additional Tips to Keep Students Organized Use the buddy system and assign a classmate to assist the student with their organizational skills.Use different color paper for different subjects so it is easier to locate papers.Require papers be put into binders.Have the student put important materials in their take-home folder or backpack as soon as they receive them.Use different color folders for different subjects so the students can locate them easily.Provide containers for small items so they will not be lost.Provide a monthly calendar and label when assignments are due.Have the student show you their completed checklist each day before they go home.

Critically Evaluation Of The View That During Times Of Recession And Economic Downturn, Employee Commitment Can Be Assured With A Steady Income The WritePass Journal

Critically Evaluation Of The View That During Times Of Recession And Economic Downturn, Employee Commitment Can Be Assured With A Steady Income Introduction Critically Evaluation Of The View That During Times Of Recession And Economic Downturn, Employee Commitment Can Be Assured With A Steady Income ). Whilst these strategies may be employed, our in interest in this paper is critically evaluating whether employee commitment can be assured with a steady income during such times of recession and economic downturn. A large number of studies have pointed out to the adverse impacts of cost cut measures that include pay cuts. According a Right Management Survey (2010) conducted on North American workers, 60% of the 900 respondents surveyed indicated their intent to leave their current employer as soon as there was an improvement and recovery of the economy. Similar conclusions have been reached upon by subsequent studies across the globe. A recent ORC International research on Australian companies showed a significant decline in employee engagement, with Australian organizations lagging behind other industrialized countries in employee engagement levels (Conrad 2012). The importance of maintaining a stable income to ensure a committed and motivated workforce is further evident in Britain where research has painted a worrying picture of a standstill Britain. In the UK, the level of employee engagement dropped significantly during the recession. According to a quarterly Employee Outlook survey report (2010), employee engagement levels reached an all-time low in the UK, with job satisfaction falling to 35 in 2010, down from 48. These findings have been confirmed by another Global Workforce Study (GWS) by Towers Watson which surveyed 2,628 workers in the UK. The study found 26% of the workers feeling stuck in their role, 40% wanting to leave their current jobs, and a vast majority of 77% arguing that their ability to adva nce their careers had worsened (Towers Watson, 2012). Adding to these concerns, only a third of the workers surveyed thought of their organization as providing good pay and opportunities for career development. Worryingly, 66% felt that there was no clear link between performance and pay, indicating the lack of incentive for motivating the workers (Towers Watson 2012). As pointed out by Yves Duhaldeborde, the head of surveys at Towers Watson, the research paints a worrying picture as workers and businesses reach a standstill with creativity and ambition taking a back seat. The post recession reality is that many of the workers have hit ambition ceiling and are choosing a steady income over creativity and career advancement. Several other studies have shown pay to be the most effective motivator. In their meta-analysis, Locke et al (1980) concluded that money was the most crucial incentive and effective motivator than other incentives. This finding has received support from subsequent researches. However, research on this topic has produced mixed results. Studies arguing against stable income as an effective motivator Contrary to the popular view, some studies have shown that pay is not necessarily an essential motivator. For example, in a survey by Towers Perrin (2005) which identified some of the top ten motivational factors, pay was not listed among the list. Among the top five motivators identified by the survey were: managers interest in the well being of its workforce, challenging work, customer focus and decision-making authority (Rynes et al. 2004). moreover, whilst a large number of studies have shown that recession impacted negatively on employee engagement with most of the workforce worried about layoffs and decreases in their income, new research from Gallup has shown that the fear may not have been as dramatic as publicly pronounced. The Gallup study found that, despite the intense recessionary pressures, employee engagement stayed fairly even and that employees remain confident of a trusting environment during this period (Cabtree 2011). Further, a similar study by Kelly International (2010) found that, contrary to the popular view, employee loyalty increased during the recession period with 52% of the North American work force remaining totally committed to their company. Most of these respondents argued that recession itself were responsible for heightening their loyalty. With the market slowly rebounding, businesses are on track to increase the salaries of their employees in order to retain their top talent. Although the prime focuses of engagement efforts seem to be based on financial rewards, it is not always the case that employee commitment can be assured with a steady income. Most of the organizations today still do not understand how to effectively engage their employees. As reported in a 2009 work survey by Deloitte Company, employees of today value meaningful work, more open communication and connection to the organization more than high salaries. Employees who feel valued and connected to their organization are far more likely to remain actively engaged than slightly higher-paid employees. Whereas the income effect has an impact on employee engagement, its effect tends to wear off over months of discontent. This is further evident in a recent employee engagement survey conducted by WorldatWork in collaboration with the Hay Group and Loyola University Chicago. The survey found a weak relationship between base pay and employee engagement and commitment; compared to intangible rewards, incentives and leadership quality. The study concluded that non-financial rewards had a greater impact on employee engagement compared to financial rewards. Nonetheless, voluminous evidence obtained from several hundreds of studies have found a strong positive correlation between the two. Hence, it can be inferred that during times of recession and economic downturn, employee commitment can be assured with a stable income. Whereas pay on its own may not be sufficient in effectively engaging employees, assuring employees about stability of their income would support the emotional commitment of the workforce. Conclusion Many businesses have often succumbed to the pressures of maintaining the workforce amidst diminishing revenues especially when under intense recessionary pressure. Most companies have often ignored the critical need to ensure that cost cuts are done in ways that support the emotional commitment of the workforce. Such cost cutting measures certainly impact negatively on the workforce, often leading to decreased levels of employee engagement and loss of top talents. Businesses have to take a strategic approach to employee relations in order to retain their top talent and emerge as winners of the talent wars. Cost reduction should thus be done in ways that reinforces company culture and integrates emotional commitment of the workforce with the business imperatives. Before implementing any cost reduction strategies, executives have consider whether such strategies would damage their value proposition to employees, thereby affecting their motivation and commitment which eventually results in disengaged employees. Although some studies have shown that pay is not necessarily an essential motivator and that employees tend to value meaningful work, more open communication and connection to the organization more than high salaries, voluminous evidence obtained from several hundreds of studies have found a strong positive correlation between the two. Based on this analysis, we conclude that maintaining a stable income during such hard times of recession and economic downturn would certainly help to keep engagement levels relatively high. Reference Aon Hewitt, 2013. 2013 Trends in global employee engagement. [viewed on 17th October 2013} available from www.onhewitt.com Aon Hewitt, 2010. 2010 employee engagement survey. Aon Hewitt Firm Bewley, T.F., 1998. why not cut pay? European Economic Review 42, pp.459 490 Bromfield, P., 2008. Energizing employees in recessionary times try motivating, not mandating. Booz Company Cataldo, P., 2011. Focusing on employee engagement: how to measure it and improve it. UNC Executive Development Chartered Institute of Personnel and Development (CIPD), 2006. How engaged are British employees. London: CIPD. Conrad, S., 2012. Driving employee engagement post-recession: best practices for Australian companies. [viewed on 14th October} available from http://blog.halogensoftware.com/driving-employee-engagement-post-recession-best-practices-for-australian-companies Crabtree, S., 2011. The recessions impact on US employees. Gallup Business Journal Harter, J. K., Schmidt, F.L., Hayes, T.L., 2002. Business-Unit Level Relationship Between Employee Satisfaction, Employee Engagement and Business Outcomes: a Meta Analysis. Journal of Applied Psychology. 86(2): 286-279. Hay Group, 2010.The loyalty deficit: the impact of recession on engagement. Hay Group Kelly International, 2010. Employee loyalty rises during global economic recession. [viewed on 18th October 2013} available from http://ir.kellyservices.com/releasedetail.cfm?ReleaseID=450036 Kumar, P. and Swetha, G., 2011. A prognostic examination of employee engagement from its historical roots. International Journal of Trade, Economics and Finance, vol.2 (3) pp.232-238 Locke, E.A., Ferren, D.B., McCaleb, V.M., Shaw, K.N. and Denny, A.T., 1980. The relative effectiveness of four methods of motivating employee performance. In: Duncan, K.D., Gruenberg, M.M. Wallis (Eds), changes in working life, New York: Wiley publishers. Macey, W.H and B. Schneider. 2008. The Meaning of Employee Engagement. Industrial and Organizational Psychology. 1: 3-30. Maslow, A.H., 1943. A theory of human motivation. Psychological Review, 50, pp.370-396 Peacock, L., 2010. Recession over but employee engagement hits all-time low, CIPD warns. [Viewed on 14th October 2013] available from personneltoday.com/articles/26/01/2010/53802/recession-over-but-employee-engagement-hits-all-time-low-cipd-warns.htm Quantum workplace report, 2012. Employee engagement trends report. Quantum Workplace Quarterly Survey report, 2010. Employee outlook: emerging from the downturn? CIPD Reem, Y., 2011. Motivating public sector employees. Working papers no. 60 Rehan, M.F. and Islam, T., 2013. Relationship between organizational commitment and citizenship behaviours. World Journal of Management and Behavioural studies 1 (1), pp.24-32 Schroeder-Saulnier, D., 2010. Reengaging Employees in a Post-Recession World, Best Practices in HR, Robinson, D., S. P. Perryman and S. Hayday. (2004). The Drivers of Employee Engagement. IES Report 408. {Viewed on 16th October 2013} Retrieved from employment-studies.co.uk/summary/ Roche, W.K., Teague, P., Coughlan, A., Fahy, M., 2006. Human resources in the recession: managing and representing people at work in Ireland. Oxford: Routledge Rousseau, D. M. and Tijoriwala, S. A., 1998. Assessing psychological contracts: Issues, alternatives, and measures. Journal of Organizational Behavior, 19, 679-695 Rynes, S.L., Gerhart, B., Minette, K.A., 2004. The importance of pay in employee motivation: discrepancies between what people say and what they do. Human Resource Management, vol.43, pp.381-394 Schneider, B., W.H. Macey, K.M. Barbera and N. Martin. 2009. Driving Customer Satisfaction and Financial Success through Employee Engagement. People and Strategy. 32(2): 22-27 Scott, D., McMullen, T., Royal, M. and Stark, M., 2010. The impact of rewards programs on employee engagement. WorldatWork Tesvich, L.K. And Morrow, C., 2010. HRs challenge: engaging employees post-recession. The Linkage Leader. LKT Consulting, Inc. and Sage Assessments. Tower Watson, 2012. Global study warns of standstill Britain as workers and businesses hit ambition ceiling. {viewed on 14th October 2013} available from towerswatson.com/en-GB/Press/2012/07/global-study-warns-of-standstill-britain-as-workers-and-businesses-hit-ambition-ceiling TOWERS PERRIN, 2005. Reconnecting with employees: quantifying the value of engaging your workforce. London: Towers Perrin Towers Perrin, 2009. closing the engagement gap: a road map for driving superior business performance: Tower Perrin Global Workforce Study 2007-2008 Towers Watson, 2012. Global workforce study: engagement at risk: driving strong performance in a volatile global environment. Wellins, R.S., Bernthal, P., Phelps, M., 2007. Employee engagement: the key to realizing competitive advantage. Development Dimensions International, Inc. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD. Critically Evaluation Of The View That During Times Of Recession And Economic Downturn, Employee Commitment Can Be Assured With A Steady Income Introduction Critically Evaluation Of The View That During Times Of Recession And Economic Downturn, Employee Commitment Can Be Assured With A Steady Income ). Whilst these strategies may be employed, our in interest in this paper is critically evaluating whether employee commitment can be assured with a steady income during such times of recession and economic downturn. A large number of studies have pointed out to the adverse impacts of cost cut measures that include pay cuts. According a Right Management Survey (2010) conducted on North American workers, 60% of the 900 respondents surveyed indicated their intent to leave their current employer as soon as there was an improvement and recovery of the economy. Similar conclusions have been reached upon by subsequent studies across the globe. A recent ORC International research on Australian companies showed a significant decline in employee engagement, with Australian organizations lagging behind other industrialized countries in employee engagement levels (Conrad 2012). The importance of maintaining a stable income to ensure a committed and motivated workforce is further evident in Britain where research has painted a worrying picture of a standstill Britain. In the UK, the level of employee engagement dropped significantly during the recession. According to a quarterly Employee Outlook survey report (2010), employee engagement levels reached an all-time low in the UK, with job satisfaction falling to 35 in 2010, down from 48. These findings have been confirmed by another Global Workforce Study (GWS) by Towers Watson which surveyed 2,628 workers in the UK. The study found 26% of the workers feeling stuck in their role, 40% wanting to leave their current jobs, and a vast majority of 77% arguing that their ability to adva nce their careers had worsened (Towers Watson, 2012). Adding to these concerns, only a third of the workers surveyed thought of their organization as providing good pay and opportunities for career development. Worryingly, 66% felt that there was no clear link between performance and pay, indicating the lack of incentive for motivating the workers (Towers Watson 2012). As pointed out by Yves Duhaldeborde, the head of surveys at Towers Watson, the research paints a worrying picture as workers and businesses reach a standstill with creativity and ambition taking a back seat. The post recession reality is that many of the workers have hit ambition ceiling and are choosing a steady income over creativity and career advancement. Several other studies have shown pay to be the most effective motivator. In their meta-analysis, Locke et al (1980) concluded that money was the most crucial incentive and effective motivator than other incentives. This finding has received support from subsequent researches. However, research on this topic has produced mixed results. Studies arguing against stable income as an effective motivator Contrary to the popular view, some studies have shown that pay is not necessarily an essential motivator. For example, in a survey by Towers Perrin (2005) which identified some of the top ten motivational factors, pay was not listed among the list. Among the top five motivators identified by the survey were: managers interest in the well being of its workforce, challenging work, customer focus and decision-making authority (Rynes et al. 2004). moreover, whilst a large number of studies have shown that recession impacted negatively on employee engagement with most of the workforce worried about layoffs and decreases in their income, new research from Gallup has shown that the fear may not have been as dramatic as publicly pronounced. The Gallup study found that, despite the intense recessionary pressures, employee engagement stayed fairly even and that employees remain confident of a trusting environment during this period (Cabtree 2011). Further, a similar study by Kelly International (2010) found that, contrary to the popular view, employee loyalty increased during the recession period with 52% of the North American work force remaining totally committed to their company. Most of these respondents argued that recession itself were responsible for heightening their loyalty. With the market slowly rebounding, businesses are on track to increase the salaries of their employees in order to retain their top talent. Although the prime focuses of engagement efforts seem to be based on financial rewards, it is not always the case that employee commitment can be assured with a steady income. Most of the organizations today still do not understand how to effectively engage their employees. As reported in a 2009 work survey by Deloitte Company, employees of today value meaningful work, more open communication and connection to the organization more than high salaries. Employees who feel valued and connected to their organization are far more likely to remain actively engaged than slightly higher-paid employees. Whereas the income effect has an impact on employee engagement, its effect tends to wear off over months of discontent. This is further evident in a recent employee engagement survey conducted by WorldatWork in collaboration with the Hay Group and Loyola University Chicago. The survey found a weak relationship between base pay and employee engagement and commitment; compared to intangible rewards, incentives and leadership quality. The study concluded that non-financial rewards had a greater impact on employee engagement compared to financial rewards. Nonetheless, voluminous evidence obtained from several hundreds of studies have found a strong positive correlation between the two. Hence, it can be inferred that during times of recession and economic downturn, employee commitment can be assured with a stable income. Whereas pay on its own may not be sufficient in effectively engaging employees, assuring employees about stability of their income would support the emotional commitment of the workforce. Conclusion Many businesses have often succumbed to the pressures of maintaining the workforce amidst diminishing revenues especially when under intense recessionary pressure. Most companies have often ignored the critical need to ensure that cost cuts are done in ways that support the emotional commitment of the workforce. Such cost cutting measures certainly impact negatively on the workforce, often leading to decreased levels of employee engagement and loss of top talents. Businesses have to take a strategic approach to employee relations in order to retain their top talent and emerge as winners of the talent wars. Cost reduction should thus be done in ways that reinforces company culture and integrates emotional commitment of the workforce with the business imperatives. Before implementing any cost reduction strategies, executives have consider whether such strategies would damage their value proposition to employees, thereby affecting their motivation and commitment which eventually results in disengaged employees. Although some studies have shown that pay is not necessarily an essential motivator and that employees tend to value meaningful work, more open communication and connection to the organization more than high salaries, voluminous evidence obtained from several hundreds of studies have found a strong positive correlation between the two. Based on this analysis, we conclude that maintaining a stable income during such hard times of recession and economic downturn would certainly help to keep engagement levels relatively high. Reference Aon Hewitt, 2013. 2013 Trends in global employee engagement. [viewed on 17th October 2013} available from www.onhewitt.com Aon Hewitt, 2010. 2010 employee engagement survey. Aon Hewitt Firm Bewley, T.F., 1998. why not cut pay? European Economic Review 42, pp.459 490 Bromfield, P., 2008. Energizing employees in recessionary times try motivating, not mandating. Booz Company Cataldo, P., 2011. Focusing on employee engagement: how to measure it and improve it. UNC Executive Development Chartered Institute of Personnel and Development (CIPD), 2006. How engaged are British employees. London: CIPD. Conrad, S., 2012. Driving employee engagement post-recession: best practices for Australian companies. [viewed on 14th October} available from http://blog.halogensoftware.com/driving-employee-engagement-post-recession-best-practices-for-australian-companies Crabtree, S., 2011. The recessions impact on US employees. Gallup Business Journal Harter, J. K., Schmidt, F.L., Hayes, T.L., 2002. Business-Unit Level Relationship Between Employee Satisfaction, Employee Engagement and Business Outcomes: a Meta Analysis. Journal of Applied Psychology. 86(2): 286-279. Hay Group, 2010.The loyalty deficit: the impact of recession on engagement. Hay Group Kelly International, 2010. Employee loyalty rises during global economic recession. [viewed on 18th October 2013} available from http://ir.kellyservices.com/releasedetail.cfm?ReleaseID=450036 Kumar, P. and Swetha, G., 2011. A prognostic examination of employee engagement from its historical roots. International Journal of Trade, Economics and Finance, vol.2 (3) pp.232-238 Locke, E.A., Ferren, D.B., McCaleb, V.M., Shaw, K.N. and Denny, A.T., 1980. The relative effectiveness of four methods of motivating employee performance. In: Duncan, K.D., Gruenberg, M.M. Wallis (Eds), changes in working life, New York: Wiley publishers. Macey, W.H and B. Schneider. 2008. The Meaning of Employee Engagement. Industrial and Organizational Psychology. 1: 3-30. Maslow, A.H., 1943. A theory of human motivation. Psychological Review, 50, pp.370-396 Peacock, L., 2010. Recession over but employee engagement hits all-time low, CIPD warns. [Viewed on 14th October 2013] available from personneltoday.com/articles/26/01/2010/53802/recession-over-but-employee-engagement-hits-all-time-low-cipd-warns.htm Quantum workplace report, 2012. Employee engagement trends report. Quantum Workplace Quarterly Survey report, 2010. Employee outlook: emerging from the downturn? CIPD Reem, Y., 2011. Motivating public sector employees. Working papers no. 60 Rehan, M.F. and Islam, T., 2013. Relationship between organizational commitment and citizenship behaviours. World Journal of Management and Behavioural studies 1 (1), pp.24-32 Schroeder-Saulnier, D., 2010. Reengaging Employees in a Post-Recession World, Best Practices in HR, Robinson, D., S. P. Perryman and S. Hayday. (2004). The Drivers of Employee Engagement. IES Report 408. {Viewed on 16th October 2013} Retrieved from employment-studies.co.uk/summary/ Roche, W.K., Teague, P., Coughlan, A., Fahy, M., 2006. Human resources in the recession: managing and representing people at work in Ireland. Oxford: Routledge Rousseau, D. M. and Tijoriwala, S. A., 1998. Assessing psychological contracts: Issues, alternatives, and measures. Journal of Organizational Behavior, 19, 679-695 Rynes, S.L., Gerhart, B., Minette, K.A., 2004. The importance of pay in employee motivation: discrepancies between what people say and what they do. Human Resource Management, vol.43, pp.381-394 Schneider, B., W.H. Macey, K.M. Barbera and N. Martin. 2009. Driving Customer Satisfaction and Financial Success through Employee Engagement. People and Strategy. 32(2): 22-27 Scott, D., McMullen, T., Royal, M. and Stark, M., 2010. The impact of rewards programs on employee engagement. WorldatWork Tesvich, L.K. And Morrow, C., 2010. HRs challenge: engaging employees post-recession. The Linkage Leader. LKT Consulting, Inc. and Sage Assessments. Tower Watson, 2012. Global study warns of standstill Britain as workers and businesses hit ambition ceiling. {viewed on 14th October 2013} available from towerswatson.com/en-GB/Press/2012/07/global-study-warns-of-standstill-britain-as-workers-and-businesses-hit-ambition-ceiling TOWERS PERRIN, 2005. Reconnecting with employees: quantifying the value of engaging your workforce. London: Towers Perrin Towers Perrin, 2009. closing the engagement gap: a road map for driving superior business performance: Tower Perrin Global Workforce Study 2007-2008 Towers Watson, 2012. Global workforce study: engagement at risk: driving strong performance in a volatile global environment. Wellins, R.S., Bernthal, P., Phelps, M., 2007. Employee engagement: the key to realizing competitive advantage. Development Dimensions International, Inc. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD.