Background of Circuit City :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Circuit city was founded in 1949 by Samuel Wurtzel under the original name or Ward’s. Due to Wurtzel’s business skills, President Kennedy appointed him to the U.S. Foreign Trade Mission to Switzerland and Austria. Originally opened as a television store, Circuit City has come to sell almost all electronic goods ranging from television and video products to cell phones and car stereo equipment.   Ã‚  Ã‚  Ã‚  Ã‚  Circuit city competes in a consumer electronic market. The main competitors of Circuit City are Best Buy, Comp USA, Wal-Mart, RadioShack, and Amazon.com. Second in sales in this industry, Circuit City operates more than 600 stores nation wide and an additional 1,000 stores in Canada under its subsidiary InterTan Inc.   Ã‚  Ã‚  Ã‚  Ã‚  While Circuit City normally sells a wide variety of products from different companies, in 2004 it stated carrying their own product line. This line includes LCD computer monitors through their Liquid Video brand, other consumer electronics through Verge, and easy, simple, affordable products through ESA brand.   Ã‚  Ã‚  Ã‚  Ã‚  Circuit city grew rapidly between the 1960’s and 1980’s. During the 1990’s the sales rate leveled off and in 1999 their revenue passed the $10 billion mark. They have been trying to revitalize the chain by eliminating certain products, such as appliances, and by lowering operating costs. Currently Circuit City is at a maturity level with declining sales and revenue. Over the past 55 years Circuit City has transformed from a small local television store to an international chain of superstores. Circuit City will continue to be a competitive company in the consumer electronics industry as long as they offer a strategic plan that leads to larger sales.

The Clinic :: essays research papers

The Clinic The Clinic is one of a series of Alex Delaware novels written by Jonathan Kellerman. Alex Delaware is a psychology doctor who is often employed by the Los Angeles Police Department (LAPD) to provide psychological profiles of both victims and killers. The book is 465 pages long. In this novel Dr. Delaware has been asked to provide a psychological profile of the victim of a particularly gruesome murder. The victim is Professor Hope Devane, who was found murdered under a large elm tree in front of her home. She was stabbed three times; once in the heart; once in the groin; and once in the back. The only clue was a bicycle track left at the scene. The murder had occurred three months ago and the case had been turned over to a different detective, Milo Sturgis, due to the lack of progress in solving the case. Milo Sturgis is a personal friend of Dr. Alex Delaware and requested his assistance. Very little was known about Professor Hope Devane and Detective Sturgis asked Dr. Delaware to compile a psychological profile of her. Professor Devane had written a male-bashing book entitled â€Å"Wolves and Sheep.† The book had created quite a controversy and Professor Devane had appeared on numerous talk shows. Dr. Delaware discovered that Professor Devane had set up a committee at the university where she was employed. This committee was established to assist students who claimed to have been sexually harassed by other students. There were only three cases handled by the committee before the head of the university dissolved it. Detective Sturgis and Dr. Delaware decide that it would be a good idea for Dr. Delaware to locate and interview both the members of the committee and the individuals involved in the three cases. There were only three members of the committee. The members were Professor Hope Devane, another professor at the university, and a student named Casey Locking. The professor who served on the committee told Dr. Delaware that she only sat in on two of the cases and then dropped out because she felt the committee was too radical. She also said that Professor Devane exhibited signs of someone who might have been abused herself. Dr. Delaware interviewed the students involved in the three cases, with the exception of one young woman who seemed terrified. This girl claimed to have been raped by a fellow student who was a drama major. The Clinic :: essays research papers The Clinic The Clinic is one of a series of Alex Delaware novels written by Jonathan Kellerman. Alex Delaware is a psychology doctor who is often employed by the Los Angeles Police Department (LAPD) to provide psychological profiles of both victims and killers. The book is 465 pages long. In this novel Dr. Delaware has been asked to provide a psychological profile of the victim of a particularly gruesome murder. The victim is Professor Hope Devane, who was found murdered under a large elm tree in front of her home. She was stabbed three times; once in the heart; once in the groin; and once in the back. The only clue was a bicycle track left at the scene. The murder had occurred three months ago and the case had been turned over to a different detective, Milo Sturgis, due to the lack of progress in solving the case. Milo Sturgis is a personal friend of Dr. Alex Delaware and requested his assistance. Very little was known about Professor Hope Devane and Detective Sturgis asked Dr. Delaware to compile a psychological profile of her. Professor Devane had written a male-bashing book entitled â€Å"Wolves and Sheep.† The book had created quite a controversy and Professor Devane had appeared on numerous talk shows. Dr. Delaware discovered that Professor Devane had set up a committee at the university where she was employed. This committee was established to assist students who claimed to have been sexually harassed by other students. There were only three cases handled by the committee before the head of the university dissolved it. Detective Sturgis and Dr. Delaware decide that it would be a good idea for Dr. Delaware to locate and interview both the members of the committee and the individuals involved in the three cases. There were only three members of the committee. The members were Professor Hope Devane, another professor at the university, and a student named Casey Locking. The professor who served on the committee told Dr. Delaware that she only sat in on two of the cases and then dropped out because she felt the committee was too radical. She also said that Professor Devane exhibited signs of someone who might have been abused herself. Dr. Delaware interviewed the students involved in the three cases, with the exception of one young woman who seemed terrified. This girl claimed to have been raped by a fellow student who was a drama major.

Ready to Eat Cereal Case Study Essay

The value chain, Appendix B, in the RTE cereal industry consists of branded manufactures and private labels that receive their raw materials from suppliers and then distribute their product to food stores, drug stores, and mass merchandisers where the end consumer can eventually purchase the cereal product. Private labels rely on wholesalers and third-party distributors to get their product on the store shelves where the end consumer can purchase these items. In the RTE cereal industry, there were three large manufacturers, General Mills, Kellogg and Philip Morris that had a strong presence in the market. They were extremely profitable with pricing power and dominated the whole market with great market share; all this made it unattractive for potential new companies entering the RTE cereal industry. According to Appendix 2, Kellogg was one of the Big Three companies in the RTE cereal industry with an average market share of 40.25 from 1950 to 1993 in the whole industry. The industry was concentrated and the market structure for the industry was an oligopoly. The production of RTE cereal requires dough as the raw materials. Due to the fact that dough is a very common material, the power of the suppliers is low. Buyer’s switching costs were low because customers can freely choose different brands and products. Companies, in order to increase their customer’s brand loyalty to certain products, are offering coupons and promotions, which subsequently increase the buyers’ switching cost and weaken buyer’s bargaining power. There is high competition existing among RTE cereal companies; the Big Three companies had strong position and market share in the industry and are continuously introducing new brands and products causing increased competition in the industry. The high entry barrier in the RTE cereal industry was another factor that contributed to its high profitability and made the industry even more concentrated over time. The cost to manufacture RTE cereal was high to achieve a minimum efficient scale. The high cost for building a cereal plant and labor requirement made the capital requirements enormous for a new entry, contributing to our argument that the entry barriers are high. Existing Big Three companies were believed to restrain competition and new entry among themselves. They owned strong distribution channels and focused on the proper stocking, display, and promotion with supermarket chains and food stores, leaving little room for new companies to enter the industry. They emphasized the prime shelf space location in supermarket chains and food stores because the wide brand selection for customers can decrease their companies’ competitive advantage with no name brands. By guaranteeing their products maintain at the most valued center-aisle positions, providing discounts and cash payments to retailers, major companies made new entry to the industry unprofitable. In addition, existing major companies promoted coupons and in-pack premiums such as free toys and gifts to increase product sales and build brand loyalty. They also offered discounts to retailers for special treatment and promotions. This combined effort increased major companies’ dominance in the market share and the whole industry. Existing major companies also introduced a majority of new products and brands, making potential companies unable to enter the industry. At this point it looks as if the Big Three’s dominance over the RTE Cereal Industry will be everlasting; however it is hard to guarantee that a company will have sustainable competitive advantage over the industry. The industry crisis began when consumers started buying natural cereals. The Big Three did not prepare for this consumer demand, allowing other competitors to gain part of the market share. The threat of a substitute product, natural cereals, was increasing rivalry among competing firms in the RTE Cereal Industry. Although it was hard to imitate the Big Three, competitors found a way around this and found substitutes that consumers were interested in. Once private label competitors entered the market they were able to be successful in the industry by averaging only $1.90 per pound, which is significantly less expensive than the Big Three, who were charging $3.20 per pound. Private labels also had a better relationship with the grocers because of the better margins they offered to them. This was a bargaining tool Private Labels used to their advantage. Now their product was being placed in more strategically placed locations throughout the grocery store, which increased their sales and decreased the Big Three’s sales. In addition to allowing competitors into the industry, the Big Three hurt themselves by spending millions of dollars on coupons and advertising. There was little to no results that proved these methods were effective in gaining market share. For example, the RTE cereal industry spent $800 million in advertisements and trade promotions, but did not see much reward other than non-loyal consumers switching their products based on current trade promotions. Another factor of the industry crisis was due to the fact that the Big Three stopped their united front of raising prices together. The Big Three no longer made strategic moves together and in return made it easier for others to enter the industry. At the start of the RTE Cereal Industry the Big Three offered value to their customers, however over time their capabilities were possessed by many competitors, not making their organizations rare. This hurt their competitive advantage among the market. In the end the Big Three were not able to compete on cost and the willingness to pay from the consumer was declining as more substitutes came into play. Private labels faced relatively few entry barriers to become a potential threat to the branded manufacturers within the industry. The lack of product differentiation between the products of branded cereal manufacturers and private labels and the ability of private labels to offer their product at a cheaper price contributed to much of their success, Private labels success can also be attributed to the declining brand loyalty of popular branded manufacturers. Branded manufacturers relied heavily upon the distribution of promotional coupons to their consumer base, but as a result this tactic forced many customers to become price switching and brand switching sensitive that ultimately worked to the private labels favor. Furthermore, private labels success really was impacted by the higher margins their products offered to retailers, which were higher by 3% in comparison to branded manufacturers. The cost structures of private labels and branded cereal manufacturers have distinct differences, which has given private labels a strong competitive advantage in the industry. Private labels’ advertising and R&D expenses were less than branded manufacturers, which allowed the private labels to offer their product at a cheaper price. A typical cost breakdown per pound of cereal product for the Big Three cereal firms shows that 23.43% of the retail price accounted towards their advertising expenses which is about 40% less than what private labels contributed towards advertising expenditures. Ralston’s advertising expenses, the firm that dominated the private label cereal market, totaled to $0.15 per pound which about half of what other is branded cereal manufacturers contributed towards advertising. Private labels also relied on third-party distributors to deliver their product to stores. This assisted in cutting expenses by not requiring capital to create an independent distribution channel. Many private labels reduced packaging costs by packaging their cereal product in large plastic bags that proved to be a more cost-effected solution than using cardboard boxes. There are a number of things that General Mills may have been trying to accomplish when they decided to reduce prices and trade promotions in 1994, with the main reason being to improve the overall profit performance of their cereal division, Big G. Big G was the most profitable division of General Mills representing 30% of the company’s total profit. By cutting $175 million out of trade promotions and reducing the prices of their biggest brands by an average of 11%, General Mills hoped to become a more efficient firm. General Mill’s president Stephan Sanger backed up his plan for trade promotions by claiming â€Å"the 50 cents that the consumer saves by clipping a coupon can cost manufacturers as much as 75 cents.† When General Mills announced this plan to cut pricing and promotion, they believed they would be the industry leader with all other firms following suit. However, Kellogg decided to stick with their price up and spend back line. The industry was split between the two marketing strategies and bound to follow whichever approach generated more profit. By cutting $175 million from their promotion and couponing budget and reducing the prices of their biggest brands by 11%, General Mills was taking incredible risk. Cutting the promotion and couponing budget is the greatest source of the risk. The most obvious aspect of that is the loss of visibility. Customers find out about products through promotions or coupons and if those promotions and coupons are not as readily available as those of the competitor, it is hard for General Mills’ product to be as visible. Competition within breakfast cereal brands is high. Several people, often times referred to as â€Å"savers†, shop primarily based on coupons available. If coupons for General Mills’ brands are no available, these people will purchase cereal brands where coupons are available. The benefit of this decision, however, is that coupons in this industry are actually costing the company money. That being said, it is also difficult to put a price on the visibility that the coupon provides. General Mills’ decision to reduce the price of their major brands comes at a risk as well. This could be perceived by competitors as price-cutting and could start a price battle, which would end up poor for both General Mills and their competitors. As a competitor of General Mills, our expectation would be for them to have an almost wait and see strategy. We would not rush into any decision. Instead, we would see how this works for General Mills and then make a decision. By cutting promotions and coupons, General Mills is losing visibility but by cutting their prices, they are more attractive to the consumer who is already in the store. It is difficult to judge the benefit of that trade off so waiting to see what happens with General Mills is the strategy that is most appropriate for competitors. On the other hand, as General Mills, this decision has been made and they should stick to it. It boils down to the tradeoff discussed above. This seems to be a risky business decision for several reasons however this strategy should be monitored closely and reevaluated after a several months to determine the effectiveness and a plan to move forward from there.

Dissertation on Career Planning

The study of career needs, career development programmes and job satisfaction levels of R&D personnel: the case of Taiwan Tser-Yieth Chen, Pao-Long Chang and Ching-Wen Yeh Abstract This study sets out to explore the relative gap between career development programmes and career needs, and its subsequent causal effect on job satisfaction levels among research and development (R&D) personnel. The study reveals that R&D personnel have diverse career needs at various stages of their career, and that job satisfaction levels among this group are particularly affected by the gap between career needs and career development programmes depending upon which stage of their career they have reached. It is also clear, for R&D personnel in particular, that not only is the gap between career development programmes and career needs an important determinant of job satisfaction, but that there are considerably higher turnover levels among researchers in the high-tech industry in Taiwan than the average level for industry as a whole. Thus, from a pragmatic perspective, it is of particular importance to propose effective career development programmes aimed at satisfying the career needs of R&D personnel in order to improve the level of job satisfaction in this group. Keywords Career needs; career development programmes; job satisfaction. Introduction It was highlighted in the empirical study by Garden (1990) that research and development (R&D) personnel demonstrated significantly higher turnover levels than the general industry average; furthermore, one of the findings of the study was that career development opportunities were a key factor. Leavitt (1996) recognized that, even without offering high salaries, those companies which adopted suitable career development programmes were capable of enhancing internal job satisfaction levels. In Schein’s (1978) study, it was argued that career development programmes help to raise productivity, creativity and long-term organizational effectiveness. Indeed, a truly effective career development programme will allow staff to explore developmental opportunities according to their own abilities, leading to considerable personal satisfaction that their abilities are being fully utilized at a personal level. Tser-Yieth Chen, Professor, Institute of Management Science, Ming-chuan University, No. 250, Chung-shan North Road, Section 5, Taipei, 111, Taiwan, ROC (tel: ? 886 2 2882 4564 ext. 2401; fax: ? 886 2 2880 9764; e-mail: [email  protected] edu. tw). Pao-Long Chang, Professor, Department of Business Administration, Feng Chia University. Ching-Wen Yeh, Institute of Management Science, Ming-chuan University. The International Journal of Human Resource Management ISSN 0958-5192 print/ISSN 1466-4399 online q 2003 Taylor & Francis Ltd http://www. tandf. co. k/journals DOI: 10. 1080/0958519032000106182 1002 The International Journal of Human Resource Management From an alternative perspective, career development programmes can also help to reduce the very significant costs that are directly incurred through high turnover levels while helping to prevent the deterioration of staff capabilities as a whole. Throughout the process of an individual’s ongoing career development, personal de velopment influences the choice of profession, the acceptance of that choice and its subsequent implementation. Hence, personal needs will differ at different stages of a career and in response to changes in living circumstances, while the degree of importance and motivation assigned to such needs will also change according to the person, the circumstances and the time (Schein, 1980). It is clear, therefore, that individuals have unique needs at various stages of their career, and, as such, organizations have to begin to appreciate the needs of their staff at different career stages, providing them with opportunities to satisfy their expectations and creating the optimal symbiosis between personal needs and organizational goals. In this way, an organization can succeed in enhancing job satisfaction levels and raising organizational performance. According to research by the Directorate General of Budget Accounting and Statistics (DGBAS), Executive Yuan, ROC (2001), the administration in Taiwan has placed significant emphasis on the development of the island’s high-tech industries, leading to continual growth in exports of electronic and telecommunications products. Therefore, under the government’s official programme of cultivating high-tech industries, the effective recruitment and retention of experienced managers and R&D professionals has been recognized as a key issue. However, retention is a growing problem for human resources managers, certainly within the high-tech industry, and particularly at the Hsinchu Science-based Industrial Park (HSIP) where the current high turnover of staff is a major concern (Ma, 1998). The lack of career development opportunities is one dominant factor in the high turnover of R&D personnel (Leavitt, 1996; Garden, 1990; Dalton et al. , 1986). Adequate career development programmes can help personnel to meet their career expectations, nurture their ideals and aspirations, and enhance independent R&D knowledge. Personnel are thereby motivated to prepare themselves for the next career development opportunity, enhancing their productivity and increasing job satisfaction. Hence, from a pragmatic perspective, it is of particular importance to propose effective career development programmes aimed at satisfying the career needs of R&D personnel in order to improve the level of job satisfaction among this particular group. Literature review and hypothesis development Career needs and career development programmes Research and development (R&D) activities are widely recognized as an important means of creating a sustainable competitive advantage in the global marketplace; indeed, expenditure on R&D activities is invariably used these days as a measure of an organization’s attempts to stay ahead of the competition. As organizations become more dependent on technology, the ability to attract and retain competent R&D professionals becomes increasingly important, as does the pursuit of the effective management of these highly valued employees (Aryee and Leong, 1991; Petroni, 2000). Arguably, therefore, greater effort should be placed into satisfying the needs of this particular group of professionals since they represent the organization’s future potential competitive advantage, and, if organizations are to gain an understanding of the factors influencing the performance and work attitudes of these employees, then the design of an effective career management system capable of satisfying their career values and aspirations is Chen et al. : Career needs, career development programmes and job satisfaction1003 clearly an important element of their management (Aryee and Leong, 1991; Greenhaus and Callanan, 1994). Within most organizations nowadays, but particularly those that are heavily involved in R&D activities, effective human resource management strategies are specifically targeted at fostering innovative and creative capabilities in four major directions: human resource planning, performance appraisal, reward systems and career management (Gupta and Singhal, 1993). Of these specific requirements, the need for appropriate career management systems for industrial researchers has been much debated in both industrial and academic circles (e. . Allen and Katz, 1986; Aryee and Leong, 1991; Bailyn, 1991; Tampoe, 1993). Discussion of the findings of these scholars provides the starting point for the research reported in this paper. This study sets out to examine the career needs and appropriate career development programmes for R&D professionals, since we recognize that there have been few studies which have focused specifically on identifying the career needs of this particular group of employ ees during the different stages of their careers. In an exploratory attempt to develop this area of research, this study examines empirically the career needs of R&D personnel in Taiwan, hypothesizing that a causal relationship exists between such career needs, at different career stages, and overall job satisfaction levels. Various needs of a personal nature will change with each developmental stage of a person’s career and, at given stages of their careers, in addition to distinctive psychological needs, individuals will have unique areer concerns, developmental tasks that need to be undertaken and personal challenges that will need to be overcome (Schein, 1980; Cron, 1984). At certain career stages, each individual will undoubtedly have diverse career developmental ‘duties’ and ‘goals’, depending upon the specific function that they perform (Schein, 1987), but we argue that, in Taiwan in particular, it is necessary to identify not only the career goals of R&D professionals, but also the inherent v alue systems and needs structures of these employees (Kim and Cha, 2000). We believe that this research is of particular importance to Taiwan because we recognize that organizational development here has yet to move to a stage where employees feel sufficiently confident to voice these needs directly to line managers, and as such, there is still a significant lack of understanding of what it is that ‘drives’ R&D professionals in Taiwan. Organizations everywhere have to be able to respond more effectively to the career development needs of all their employees because, through innovation, they are able to differentiate themselves from their competitors; however, the knowledge capital necessary for such innovation resides with their employees, not with the organization itself (Hoon, 2000; Petroni, 2000). Although individuals are initially engaged by a company ostensibly to enrich the potential of the company, they nevertheless enter with their own distinctive career plans in mind, and, as such, can be attracted to a company, and retained within it, on the basis of whether or not the company adopts specific practices capable of satisfying their individual career needs (Chang, 1999). This implies that personal career attitudes can affect the overall attitudes of individuals towards a company, and we can extrapolate from this that any company which places effort into satisfying the personal career needs of individuals will in turn reduce its staff turnover levels. We believe, therefore, that it is important, indeed crucial, for companies to address the issue of individual career needs. As a result of employees’ changing attitudes towards their own careers, there is a need to focus attention on their perceptions of the career management practices offered by their organizations, with such perceptions arguably being more relevant to individual career outcomes than the actual career management practices themselves (Crabtree, 1999). 1004 The International Journal of Human Resource Management Organizations will have to begin to realize that career development programmes that are eminently suited to one particular group of R&D professionals may be inappropriate, or even irrelevant, to another group. We argue, therefore, that human resource managers must recognize that there are a number of diverse groups within the R&D profession, and hence the career development programmes that are developed for these employees must be flexible enough to accommodate this diversity. Our proposed concept is based on the following setting: in line with the changes in roles and job content at different stages of their careers, the psychological needs of this particular group of employees will also change (Cron, 1984). What is regarded as an ‘appropriate’ adjustment will naturally vary according to the career development programmes adopted by different organizations, and they will therefore have varying levels of influence on the level of satisfaction that employees have with such programmes. Given the changes that will inevitably take place from a career ‘start point’ and through the various career stages, along with the personnel maturation of an individual, various career needs will subsequently begin to emerge and further evolve. We contend that R&D personnel will inevitably encounter career planning problems at various stages of their careers and argue that their respective career needs will come as a result of their own self-understanding, personal interests, values, professional roles and responsibilities and, moreover, the greater responsibilities that are a hallmark of the particular stage of their career that they have reached. If we fail to consider the specific needs of R&D personnel at various career stages, then there is an increasing likelihood that the design of career development programmes will be inappropriate, and hence unlikely to have the desired effect of attracting and retaining the most valuable R&D personnel. Thus, it would be clearly inappropriate for an organization to adopt the same programmes in the hope that they will effectively satisfy the needs of all R&D personnel at different stages of their careers, since it is also clear that different career development programmes will be necessary to meet these different career needs. Our study attempts to bridge the current gap by examining such career needs and the career development programmes currently being adopted to meet them. Based on the preceding discussion, we first of all examine the career needs of R&D personnel pursuing the following hypothesis: Hypothesis 1: R&D personnel have different perspectives on the nature of career needs, and of their significance, at different stages of their careers. Within this study, career needs are generally defined as the changing career goals, tasks and challenges that arise due to shifts in personal career stages. A career goal may be a particular landmark to be achieved during a career, which provides the necessary direction and motivation for advancement. The motivational goals involve the determination of the main career tasks to be completed and, during the implementation of these career tasks, opportunities are continually evaluated for future potential career development, bottlenecks or challenges. We propose that ‘career goals’ will generally focus on existing career needs and the determination of the direction of an individual’s current efforts, while ‘career tasks’ are more pertinent to those career needs that emerge in pursuit of the achievement of these overall career goals. We also contend that ‘career challenges’ relate to the future career needs that arise from subsequent opportunities for career development. We examine these three career needs dimensions at various stages of the careers of R&D personnel, and then consider suitable career development programmes capable of catering to such needs. Chen et al. : Career needs, career development programmes and job satisfaction1005 Career goal needs In the ‘exploration’ stage of a researcher’s career, the central focus is on establishing a suitable professional field and, through self-assessment, gaining an understanding of their own interests and ability in that field. Thus, they will evaluate their own level of interest, and then seek information on the working environment to determine the roles and responsibilities that an organization will want and allow them to take. Employees will generally wish to devote themselves to a particular field of interest, but will also wish to interact with their superiors and peers to satisfy their social support needs (Hall, 1976). If career development programmes are to be effective at meeting the career goal needs of R&D personnel, we propose that at the ‘exploration’ stage of their careers, these programmes should include helping employees to understand their professional interests, providing appropriate job descriptions for each position, adequate support from their more experienced colleagues and discussions between employees and superiors with regard to job content. During the ‘establishment’ stage, employees are keen to experience success and the respect of their co-workers; they are ambitious and industrious, eager to improve their knowledge and very open about their pursuit of professional goals. Since they will place significant value on their on-the-job performance and promotion, they will also be keen to keep track of their personal performance status, as well as external opportunities and threats, to determine their distinct competitive advantage. Self-directed learning and external learning are also essential elements of career development at this stage. At the ‘establishment’ stage of their careers, if such programmes are to continue to meet the career goal needs of R&D personnel, they should include the adoption of project assignments as a means of facilitating on-the-job training, encouraging personnel to participate in seminars where they can present their project findings and offering tuition fee assistance for continuing professional development. During the ‘maintenance’ stage of their careers, the career concerns of R&D personnel are retention of their earlier accomplishments and re-evaluation of their career direction. At this stage, they should already have achieved a certain level of on-the-job status and will be keen to retain this status while re-evaluating their future career prospects, building on their earlier achievements and seeking out motivators to encourage even greater efforts. They should also have gained a considerable level of knowledge, and have become rich in job experience, so they should be adequately qualified to direct others. Organizations should be looking to these R&D workers to take the less experienced ersonnel within their core team ‘under their wing’ and thus help to consolidate the organization. In order to meet the career goal needs of R&D personnel at the ‘maintenance’ stage, we suggest that appropriate career development programmes should include careful consideration of employees’ career paths within the organization, the possibility of offering dual-career programmes, which would enable personnel to select their own future career d irection without jeopardizing their promotion prospects, and cultivating personnel to become professional consultants or specialized lecturers. Employees at the ‘disengagement’ stage will be concerned only with successful completion of their career (Cron, 1984). We assert that, as R&D personnel come close to retirement, they place less emphasis on their current job and focus instead on other roles, in order to adapt to increasing age and waning vigour. They will be hoping to round off their professional life and arranging activities with greater relevance to retirement. At the same time, their roles will be changing, from accepting and training themselves, to handing over the job, providing direction and consultation and passing on their experience to less experienced personnel. Their major hope at this stage will be to have 1006 The International Journal of Human Resource Management gained a reputation within their field, and their only real desire will be that their loyalty will be compensated admirably by a good pension package. They will have accumulated extensive experience and research knowledge, with a wealth of experience in research direction and counselling. In order to meet the career goal needs of R&D personnel at the ‘disengagement’ stage, we suggest that appropriate career development programmes should include establishing succession planning, the training of replacements, providing retirement planning and counselling and consideration of establishing honorary consultancy positions for those who merit such positions. Career task needs During the ‘exploration’ stage, employees need continually to upgrade their skills and knowledge according to the requirements of the job and so gain a complete understanding of what is required of them; thus career tasks involve obtaining the necessary knowledge to enable successful job performance. Employees must know how to perform a specific job, and how to create a meaningful link between their own personal perspective and the overall output of the organization, ensuring that their personal job performance achieves the standards of excellence required to make an effective contribution to the company (Kerry, 1998). In order to meet the career task needs of R&D personnel at the ‘exploration’ stage of their careers, appropriate career development programmes should include the provision of on-the-job training and implementation of professional development training. During the ‘establishment’ stage, career development tasks will involve raising professional knowledge and the level of autonomy to boost job performance, creative development and innovative skills. R&D personnel can continue to develop their professional ability to innovate, to become more intellectually mature, gain wider job experience and become much more willing to take on additional responsibilities; one of their greatest desires will be that their superiors will fully empower them, thus allowing them greater levels of autonomy. At the ‘establishment’ stage of their careers, if such programmes are to continue to meet the career task needs of R&D personnel, they should include individual assignments involving periods of engagement in foreign training, the introduction of job rotation in order expand fields of expertise and the provision of opportunities for job enrichment. During the ‘maintenance’ stage, an important personal task is to ensure that the previously established ground is retained (Super, 1984). A personal development task will be to seek out wider job and organizational perspectives while maintaining current performance (Cron, 1984). Promotional opportunities will be limited, since a certain status will have already been achieved within the company and, thus, effort must be placed into their decision-planning and directive roles. During this phase, employees should be adopting parallel, cross-functional means to integrate their work and widening their professional horizons in order continually to make work more interesting. The more zealous R&D personnel within an organization, those not content with limited promotional prospects, ill attempt to extend their reach outside the company, extending their career channels and attempting to scale higher career peaks. In order to meet the career task needs of R&D personnel at the ‘maintenance’ stage of their careers, appropriate career development programmes should include setting up objective performance appraisals as a means of assessing overall management performance and future development, encouraging personnel to learn additional interpersonal skills, c ounselling skills and so on and assisting employees to jointly formulate a development plan that would involve more demanding roles. Chen et al. : Career needs, career development programmes and job satisfaction1007 During the ‘disengagement’ stage, as retirement age nears and responsibilities begin to decline, most employees will choose to maintain acceptable levels of performance while preparing for retirement (Cron, 1984). An important developmental task at this stage is to maintain an acceptable level of performance while building a stronger sense of self-identity outside work and attempting to adjust schedules in order to shift time and energy towards other pursuits (such as family life, friendships, religion and so on). In order to meet the career task needs of R&D personnel at the ‘disengagement’ stage, we suggest that appropriate career development programmes should include providing employees with the means of undertaking self-assessment in order both to maintain their current level of performance and to strive for continuous improvement, setting basic job standards and encouraging participation in professional associations. Career challenge needs At the ‘exploration’ stage, the major career challenge is continually to acquire professional knowledge and participate in self-improvement activities related to enhancing professional knowledge and skills. A more personal challenge is to establish a good initial professional self-concept (Cron, 1984) in order to strive to live up to recognized professional behavioural standards and criteria for professional elationships, which represent additional challenges to be met. Workers must also try continually to employ professional knowledge within an organization, to enjoy a measure of recognition and attention from superiors and co-workers regarding their professional calibre within a certain field and thereby secure more challenging work. In order to meet the career challenge needs of R&D personnel at the ‘exploration’ stage of their careers, appropriate career development programmes should include the provision of specifically targeted training to fully realize the potential of each employee, the provision of guidance aimed at helping employees to improve their job performance and clarification by superiors of the continuing requirements for the job in terms of characteristics, content and qualifications. At the ‘establishment’ stage, the major career challenges for R&D personnel are the desire to continue to perform well, to gain promotion and to balance the requirements of the job with family responsibilities. Hence, they will seek promotional opportunities by demonstrating superior performance in their role, leading to the receipt of various rewards (not limited solely to material enrichment), and secure a role with greater autonomy. Employees at this stage are keen to receive early promotion and will tend to place a great deal of effort into their work. They are likely to be spending more of their time at work in order to create an impact on their superiors; however this can be to the detriment of their family lives because of the imbalance created between their professional and private lives. At the ‘establishment’ stage of their careers, if such programmes are to continue to meet the career challenge needs of R&D personnel, they should include performance evaluation so as to help employees to adjust their efforts accordingly and to provide them with an understanding of promotional prospects and routes and assisting employees to find the appropriate balance between their jobs and their family life. At the ‘maintenance’ stage, R&D personnel need to retain their established organizational status, prioritize work functions and maintain motivation, professionalism and competitiveness, with career tasks involving broadening their job horizons and extending their professional reach. There may also be a growing threat of challenges from newcomers; thus, the need for continuous innovation is paramount. R&D personnel will have reached their professional peaks and will be seeking to retain their status, with 1008 The International Journal of Human Resource Management he hope of permanent job assurances and benefits being provided by their employers. When faced with potential threats, the reaction may be somewhat intense, leading to protective walls being built around their domain. Those already high up in the organizational hierarchy have fewer promotional opportunities; this can inevitably lead to a greater orientation towards the present, which will often manifest itself i n an increasing desire for immediate monetary rewards (Hall, 1986; Cron, 1984; Rabinowitz and Hall, 1981). In order to meet the career challenge needs of R&D personnel at the ‘exploration’ stage of their careers, appropriate career development programmes should include the design of appropriate (material) rewards and motivational systems; subsidizing external educational activities; and providing interpersonal relationship counselling and guidance, according to specific needs. During the ‘disengagement’ stage, retirement can be a problem in itself. Being accustomed to a business career, employees will have now reached a stage where they must give it up and adapt to a more non-productive lifestyle, staying at home to face the strange experience of being idle, with no specific duties. Some people can find self- affirmation and the maintenance of a belief in their own worth to be a formidable challenge (Dessler, 1996). Hence, R&D employees will be retrospectively examining their careers, and pondering how they intend to while away their future. In seeking out another crossroad in life, they will be adjusting their roles and lifestyles, and accepting and developing a new self-identity. These retirees also face the prospect of spending more time with their families, and of how they will handle it. Examining a passing career produces a need to accept achievements and to adjust one’s self-identity, leading to problems of psychological adaptation. Thus, businesses must offer career counselling at this stage in order to help their R&D staff to develop a positive attitude, and to avoid at all costs a pessimistic or negative outlook. Retiring employees should be counselled to encourage their participation in social and leisure activities, and family life, while roviding guidance to help these employees to plan their life as a retiree, and thereby maintain a positive and optimistic attitude. According to Hoon (2000), managers generally consider the provision of career planning, management and development for their employees as key human resource management functions that will increase employee job satisfaction and organizational commitment; indeed, the ongoing caree r development of employees is frequently cited as a positive investment by corporations, capable of creating a more positive job attitude (London, 1988). Nevertheless, the disappointment for many professional workers is that current management practices and policies fail to incorporate an adequate understanding of their needs and expectations as professionals (Petroni, 2000). Thus, irrespective of the amount of career development practices that an organization provides and actively pursues, the whole process will prove to be totally ineffective if employees perceive this developmental effort as unproductive, non-utilitarian or, indeed, non-existent (Crabtree, 1999). Organizations must therefore pay particular attention to the career aspirations of each individual and be aware of their attitudes towards the organization’s career management practices. Cordero et al. (1994a, 1994b) noted that development opportunities that were capable of satisfying the expectations of technological personnel would lead to enhancement of their overall job satisfaction levels, and, in a study of professional engineers, Petroni (2000) found a strong association between the inadequate understanding of their expectations and their general level of dissatisfaction with their overall career direction. This suggests that there may be a widespread need to develop career management systems, particularly among groups of professionals, which are congruent with the career aspirations of each individual. Such efforts at matching programmes with aspirations will Chen et al. : Career needs, career development programmes and job satisfaction1009 learly have an influence on overall satisfaction levels and on decisions about whether to remain within an organization or whether to seek alternative employment (Granrose and Portwood, 1987; Aryee and Leong, 1991). Based on our proposals for career development programmes, we further examine the career development status of individuals in order to determine whether any gaps exist between their career needs and the career development programmes provided. If such a gap does exist, it would be of interest to establish whether or not the gap differs noticeably at various career stages. If the gap between the career needs of R&D personnel and the available career development programmes becomes excessive, their inner needs will not be met and, in accordance with motivational process theory, these unsatisfied needs will subsequently produce nervousness and stress among workers, ultimately impacting on job satisfaction (Robbin, 1998). If this gap is controllable, we can further argue that job satisfaction levels can be reasonably predicted, since organizations have the ability to boost job satisfaction levels through the provision of appropriate career development programmes capable of satisfying unfulfilled career needs. Based upon this discussion, we can propose the following hypothesis: Hypothesis 2: The gap between career development programmes and career needs has a negative correlation with job satisfaction. We can also argue that this influence on job satisfaction from the gap between career needs and career development programmes will vary with different career stages because R&D workers at the ‘establishment’ stage are keen to forge ahead and focus on the level of compatibility between their career needs and career development programmes; this compatibility level therefore has a strong influence on their overall level of job satisfaction. In contrast, those at the ‘exploration’, ‘maintenance’ and ‘disengagement’ stages of their careers are either total newcomers, those maintaining their earlier achieved status or those preparing themselves for retirement, and therefore less likely to place so much emphasis on compatibility between their career needs and career development programmes (Super, 1957; Cron, 1984; Weeks et al. , 1999). The gap between career development programmes and career needs is therefore likely to have less impact on the job satisfaction of workers in all but the ‘establishment’ stage of their careers. Based on this well-founded supposition, we propose the following hypothesis: Hypothesis 3: Career stages may moderate the negative effect on job satisfaction from the gap between career development programmes and career needs. Method Data source The sample in this study was drawn from R&D personnel in the high-tech industry in the Hsinchu Science-based Industrial Park (HSIP). A pre-tested questionnaire was used with proportionate stratified sampling being carried out according to both the year 2000 manpower monthly report issued by the HSIP management and the ratio of R&D personnel within certain sectors to the total R&D personnel within HSIP. The sample data were collected by mail. A total of 1,300 questionnaires were distributed, of which 385 were returned, giving a response rate of 29. 6 per cent; eighteen questionnaires were invalid, leaving a total of 367 valid questionnaires as the sample; thus, the overall return rate of valid questionnaires was 28. 2 per cent. Since a total of only eleven R&D workers were currently in a stage of ‘disengagement’, it was not possible to undertake any statistical analysis of this group that could claim to have any real validity. 010 The International Journal of Human Resource Management Measures Career stages There are a number of reasons for using age as a proxy for career stages, as follows: First of all, there is no consistent, widely accepted means of measuring employee career stages and, as demonstrated in a general review of the extant research, a wide variety of approaches has been adopted in an effort to carry out an appropriate and acceptable assessment (Mehta et al. , 2000). Second, alternative operational definitions of career stages have been used in multiple research investigations. These include Super’s (1957) adult form, which comprise four career stages; Gottfredson’s (1981) complex theory of occupational circumscription and compromise, within which there are several recursive career stages based on childhood and adolescent processes; tenure (Stumpf and Rabinowitz, 1981); Levinson’s (1986) career stage groupings based on four life eras; and indeed, age (e. . Cron, 1984; Hafer, 1986; Dalrymple and Strahle, 1990; Kao et al. , 1997; Weeks et al. , 1999). These studies also attracted a general recognition of the discordant way in which career stages have been operationalized across studies (Swanson, 1992). Third, our study uses age to represent career stages in similar fashion to the way in which many others have done when testing Super’s (1957) model (e. g. Gould, 1979; Slocum and Cron, 1985; Weeks and Kahle, 1990). Fourth, Weeks et al. 1999) also argued that ‘since age can be measured quite accurately, it can be argued that this measure has adequate reliability and objectivity when compared to the reliability and objectivity of other measures of career stages’. Finally, we must also concede that all research is confronted by the practical realities of costs and deadlines (Cooper and Schindler, 1998), and this was evident in our study in terms of the depth of our questionnaire, costs, time and the rate of response. Career stage categorization in this study is therefore similar to that used in many previous studies (Cron, 1984; Weeks et al. 1999), and we regard the age of R&D personnel as an indication of their professional ability and job experience, which usually increases with age, and which moves forward with the career stage of these employees. Thus, we adopt age to measure career stages, but we also concede that it represents one of the limitations of our study; that is to say, in or der to clarify different career needs at various stages, we do not consider that some of the R&D personnel included within the study may be in a period of transition from one career stage to another. In this study, therefore, career stage is also represented by age. The sample was broken down for analysis into four age groups corresponding to the Cron (1984) career stage categories, with respondents in the ‘exploration’ stage being equal to or less than 30 years of age, respondents in the ‘establishment’ stage being aged between 30 and 45 years, respondents in the ‘maintenance’ stage being aged between 46 and 65 years and respondents in the ‘disengagement’ stage, being those of 66 years of age or above. Career needs Career needs are defined as the personal needs of goals, tasks and challenges in a person’s career, and it is recognized that career needs change with the various career stages. This study proposes various primary career needs for the various career stages, constructing a thirty-two-item scale to measure these career needs. In order to indicate their needs, participants were provided with a 5-point Likert-type response scale, ranging from ‘strongly disagree’ to ‘strongly agree’. The details of the career needs scale is attached as an appendix. The internal consistency reliability (alpha coefficient) of the measure of career needs was 0. 737. Career development programmes Based on the career needs of R&D personnel, this study proposes three general categories of response in the form of career development programmes: career goals-oriented development programmes, career tasks-oriented Chen et al. : Career needs, career development programmes and job satisfaction1011 development programmes and career challenges-oriented development programmes. This study refers to Ivancevich and Glueck (1989), adjusting and revising the itemized issues and some of the detailed assessment indices, with the aim of associating these with career needs while also taking into account the status of career development in Taiwan’s high-tech industry. Thereafter, a thirty-three-item scale was developed to measure the perceived career development programmes. Participants were provided with a 5-point Likert-type response scale ranging from ‘very dissatisfied’ to ‘very satisfied’. Details of the contents of the career development programmes are attached as an appendix. The internal consistency reliability (alpha coefficient) of the career development programme measures was 0. 856. The gap between career development programmes and career needs The gap between career development programmes and career needs is determined as ‘the discrepancy between the career needs of R&D personnel and their awareness level of the career development programmes currently in use by their companies’. We use such gaps to evaluate whether the career needs of this group are being satisfied by their companies’ career development programmes. Such gaps are measured by subtracting the average awareness values of career development programmes from average career needs values. Job satisfaction Job satisfaction was defined by Gregson (1987) as the positive emotional state resulting form the appraisal of one’s job or experience. The measurement of job satisfaction within this study was undertaken using a composite of five sub-scales (satisfaction with: pay, promotion, supervisors, co-workers and work). These five items are from the original thirty-item Job Descriptive Index scale of Smith et al. (1969) and we have chosen (and occasionally modified) these items to ensure the best fit with the situation in the firm being studied. This is an approach which has been used effectively in previous sales force studies (Teas, 1983; Johnston et al. , 1990). We include one additional item, which asks participants to indicate their overall level of satisfaction with the job. Participants were provided with a 5-point Likert-type response scale ranging from ‘very dissatisfied’ to ‘very satisfied’ to indicate their level of satisfaction with the following aspects of their present job: (1) job content; (2) supervision; (3) co-worker relations; (4) opportunities for promotion; (5) pay; and (6) their overall level of satisfaction with their organization. The sample items included: ‘The amount of challenge you have in your job’, ‘Your chances for promotion’ and ‘The recognition you get for good work (your job, overall)’. A summed averaged of the six items was produced to form the job satisfaction score (Cronbach’s alpha coefficient ? 0:920). In addition, MANOVA data analysis was carried out to test whether, at different stages of their careers, R&D personnel had differing viewpoints on their career needs. Regression analyses were conducted to examine the effects on job satisfaction from the gap between career development programmes and career needs, the moderating effects of career stages on the relationships between the gap and job satisfaction. Empirical results The empirical results of this study, providing the means of the three types of career needs – career goal needs, career task needs and career challenge needs – of R&D personnel at different stages of their careers, are presented in Table 1a. In addition, the results of the ANOVA analysis of the repeated measures are presented in Table 1b. The overall mean for career goal needs was 4. 31, of which the ‘establishment’ stage (4. 39) was larger than the ‘exploration’ stage (4. 32), ‘disengagement’ stage (4. 18) and ‘maintenance’ stage (3. 6). As Table 1b shows, there are statistically significant 1012 The International Journal of Human Resource Management Table 1a The means of career needs of R&D personnel at different career stages Career needsCareer stages | |Exploration |Establishment |Maintenance |Disengagement |Mean | |Goals |4. 32 |4. 39 |3. 96 |4. 18 |4. 31 | |Tasks |4. 57 |4. 49 |4. 15 |4. 36 |4. 8 | |Challenges |4 . 30 |4. 35 |3. 76 |4. 00 |4. 26 | Table 1b ANOVA of career needs of R&D personnel at different career stages |Source of variation |Sum of squares |Degrees of |Mean square |F-value |p-value | | | |freedom | | | | |(1) The repeated measures ANOVA | |Career stages |21. 1 |3 |7. 136 |14. 27*** |0. 001 | |Career needs |5. 22 |2 |2. 61 |19*** |0. 001 | |Interaction |1. 92 |6 |0. 32 |2. 33* |0. 031 | (2) The simple main effects on career stages |Career goal needs |6. 15 |3 |2. 05 |8. 2*** |0. 001 | |Career task needs |5. 36 |3 |1. 79 |7. 51*** |0. 01 | |Career challenge needs |11. 83 |3 |3. 94 |13. 74*** |0. 001 | (3) The simple main effects on career needs |Exploration |5. 69 |2 |2. 84 |30. 98*** |0. 001 | |Establishment |1. 92 |2 |0. 96 |6. 14** |0. 002 | |Maintenance |2. 83 |2 |1. 42 |7. 11** |0. 001 | |Disengagement |0. 73 |2 |0. 36 |2. 3 |0. 083 | Notes ***p , :001; **p , 01; *p , :05: differences between the various career stages (F ? 14:27; p ? 0:001) and also between various caree r needs (F ? 19; p ? 0:001). Moreover, the interaction between career needs and career stages also produces significant levels (F ? 2:33; p ? 0:031), that is to say, at different stages of their careers, R&D personnel do display different career needs. Since the interactions were significant, it was clear that a test of the simple main effects should be further conducted. First of all, from the test of the simple main effects on career stages, the results indicated that, at different stages of their careers, R&D personnel showed significantly different viewpoints on the significance of their career goal needs (F ? 8:2; p ? 0:001). Furthermore, the mean values showed that for those members of this group at the ‘establishment’ stage, career goal needs had reached a higher level of importance than they had for those at the ‘exploration’ and ‘maintenance’ stages of their careers ? 4:39 . :32 . 3:96? : Second, at different career stages, R&D personnel demonstrated significantly different viewpoints on the significance of their career task needs (F ? 7:51; p ? 0:001). In addition, the means also showed that, for those members of this group at the ‘exploration’ stage of their careers, career task needs had reached a higher level of importance than they had for those at the ‘establishment’ and C hen et al. : Career needs, career development programmes and job satisfaction1013 maintenance’ stages of their careers ? 4:57 . 4:49 . 4:15? : Third, at different career stages, R&D personnel demonstrated significantly different viewpoints on the significance of their career challenge needs (F ? 13:74; p ? 0:001). The means also showed that, for those members of this group at the ‘establishment’ stage of their careers, career challenge needs had reached a slightly higher level of importance than they had for those at the ‘exploration’ stage ? 4:35 . 4:30? but a much higher level than they had for those at the ‘maintenance’ stage ? 4:35 . 3:76? : Following the test for simple main effects on different career stages, a further test of the simple main effects was conducted on the three kinds of career needs. The respective F-values on the viewpoint of those R&D personnel in the ‘exploration’, ‘establishment’ and â €˜maintenance’ stages of their careers on the significance of the three kinds of career needs, were 30. 98, 6. 14 and 7. 11, all reaching the significance level ( p-value ? 0. 05). These values indicate that those members of this group at the ‘exploration’, ‘establishment’ and ‘maintenance’ stages of their careers have significantly different viewpoints on the significance of at least two kinds of career needs. The means revealed that, for those members of this group at the ‘exploration’ stage, career task needs reached a higher level of importance than career goal needs and career challenge needs ? 4:57 . 4:32 . 4:30? : Likewise, for those at the ‘establishment’ stage, career task needs again displayed a higher level of importance than career goal needs and career challenge needs ? :49 . 4:39 . 4:35? : Finally, for those at the ‘maintenance’ stage of their careers, career task needs also reached a higher level of importance than career goal needs and career challenge needs ? 4:15 . 3:96 . 3:76? : Thus, hypothesis 1 is supported. According to the figures provided in Table 1a, among th e three kinds of career needs, as far as R&D personnel are concerned, the significance of career task needs is highest, with career goal needs coming next and career challenge needs being the least significant. The reason behind this would seem to be that the needs of the career tasks are a principal demand in the process of R&D, within which these personnel must be experienced in order to achieve their targets. In their efforts during the present stage, to attain the situation of satisfying their career goal needs, R&D personnel would necessarily have stronger career task needs. Once they have achieved their career goals during the present stage, they would then be in a position to assess their chances of developing their future career, and thus achieving a breakthrough, namely, advancement to career challenge needs. For researchers in Taiwan, career challenge needs can often reach a much higher level of importance for their professional recognition, the capabilities required for completing actual research tasks and the performance level actually attained. This is because these factors are perhaps the most visible indicator, and a critical requirement for promotion to higher R&D positions, or for acceptance of a position of lesser importance. It should be noted, however, that, during our survey, Taiwan was unfortunately embroiled in the global economic recession that affected all economies, and which will clearly have led to these R&D personnel being somewhat shortsighted and practical, albeit temporarily, in their career task needs. In order to explore whether there is any significant relationship between the dependent variable (job satisfaction) and the independent variables set (the gap between career development programmes and career needs), a multiple regression analysis was conducted as part of this study. The ‘gap between career development programmes and career needs for goals’, the ‘gap between career development programmes and career needs for tasks’ and the ‘gap between career development programmes and career needs for challenges’ were each entered into the model, and, as Table 2 indicates, all three items had a statistically significant level, with the signs, as expected, being negative. 1014 The International Journal of Human Resource Management Table 2 Regression analysis results of the gap between career development programmes and career needs on job satisfaction Sourceb T-valueR2F-value DR2p-value The gap between career development programmes and career needs for challenges The gap between career development programmes and career needs for goals The gap between career development programmes and career needs for tasks 2 0. 36***2 7. 420. 44291. 090. 440. 001 2 0. 26***2 5. 860. 52196. 330. 080. 001 2 0. 25***2 5. 250. 55149. 620. 030. 001 Note **p , :001: This denotes that the larger the gap, the lower the job satisfaction of R&D personnel. The items predict that job satisfaction levels among R&D personnel will be in the order of ‘the gap between career development programmes and career needs for challenges’, ‘the gap between career development programmes and career needs for goals’ and ‘the gap between career development programmes and career needs for tasks’, which are able jointly to predict 55 per cent of the variance in job satisfaction. As to the level of each individual prediction, the gap between career development programmes and career needs for challenges was highest, explaining 44 per cent of the variance; the gap between career development programmes and career needs for goals was next, with an R2 increment of 8 per cent. Therefore, hypothesis 2 is also supported. This study divided the gap between career development programmes and career needs into three, ‘high’, ‘medium’ and ‘low’, sub-sections according to the mean (plus/minus one) standard deviation in order to explore whether there was any significant difference between these three sub-sections in terms of job satisfaction. Analysis of whether career stages can moderate the negative direct effect on job satisfaction stemming from the gap between career development programmes and career needs has also been undertaken within this study. The results are provided in Table 3a, which reveals that the interaction between career stages and ‘the gap between career development programmes and career needs’ was significant for job satisfaction (F ? 3:59; p ? 0:002). In order to determine the actual influence of the two independent variables on the dependent variables, tests of the simple and main effects were conducted. First of all, a test of the simple and main effects was conducted on the independent variable, i. . the ‘the gap between career development programmes and career needs’. As Table 3a shows, the F-value reached a level of significance ? a ? 0:05? ; indicating that a significant difference does exist between the four career stages of R&D personnel in terms of the influence on job satisfaction of the gap between career development programmes and career needs; the means are provided in Table 3b. Among all of the R&D personnel surveyed, the group with a ‘low’ gap between career development programmes and career needs demonstrated a significantly higher attitude towards job satisfaction than the groups with a ‘medium’ and ‘high’ gap between career development programmes and career needs, while the attitude towards job satisfaction of those in the group with a ‘medium’ gap between career development programmes and career needs was also significantly higher than the group with a ‘high’ gap between career Chen et al. : Career needs, career development programmes and job satisfaction1015 Table 3a MANOVA of the effects on job satisfaction from the gap between career development programmes and career needs at different career stages |Source of variation |Sum of squares |Degrees of |Mean square|F-value |p-value | | | |freedom | | | | |(1) MANOVA | | | | | | |Career stages |1. 63 |3 |0. 54 |1. 62 |0. 185 | The gap between career evelopment programmes and career needs 49. 26224. 6373. 44***0. 001 Interaction7. 2361. 213. 59**0. 002 (2) The simple main effects on the gap between career development |Exploration |39. 99 |2 |19. 99 |67. 58*** |0. 001 | |Establishment |95. 07 |2 |47. 53 |134. 31*** |0. 001 | |Maintenance |12. 24 |2 |6. 12 |14. 08*** |0. 001 | |Disengagement |4. 62 |2 |2. 31 |26. 26*** |0. 001 | 3) The simple main effects on career stages Low gaps between career development programmes and career needs Medium gaps between career development programmes and career needs High gaps between career development programmes and career needs 2. 3330. 782. 720. 052 0. 7330 . 240. 810. 489 5. 9931. 993. 96*0. 012 Notes ***p , :001; **p , :01; *p , :05: Table 3b Mean comparison of job satisfaction Career stages The gaps between career development programmes and career needs | |High (72) |Medium (230) |Low (65) |Mean | |Exploration (128) |2. 4 |3. 47 |4. 57 |3. 65 | |Establishment (190) |2. 24 |3. 44 |4. 33 |3. 34 | |Maintenance (38) |2. 71 |3. 62 |4. 85 |3. 73 | |Disengagement (11) |3. 33 |3. 67 |4. 89 |4. 30 | |Mean |2. 45 |3. 47 |4. 63 |3. 47 | Note Values represent cell means. Number of cases is given in parentheses. development programmes and career needs. This indicates that, along with the increase in the gap between career development programmes and career needs, there is an apparent decline in job satisfaction levels among R&D personnel. We may find that the attitude towards job satisfaction of those R&D personnel at the ‘establishment’ stage of their careers is lower as the gap increases. In addition, as the gap increases, compared to those 1016 The International Journal of Human Resource Management personnel at all other stages (with the exception of the ‘disengagement’ stage), the attitude towards job satisfaction of R&D personnel is highest at the ‘maintenance’ stage. We also find that those at the ‘establishment’ stage are most conscious of the gap between career development programmes and career needs, and that their consciousness of job satisfaction decreases gradually as the gap between career development programmes and career needs increases. Those R&D personnel at the ‘maintenance’ stage are less conscious of the gap between career development programmes and career needs because they have already reached the peak of their careers and often enjoy plentiful resources within their organizations. Therefore, the attitude towards job satisfaction in the group at the ‘maintenance’ stage of their careers, which also indicates a ‘high’ gap between career development programmes and career needs, is higher than at any of the other career stages. In addition, as Table 3a indicates, in the group indicating a ‘high’ gap between career development programmes and career needs, there are significant differences demonstrated between the different career stages. The means show that those R&D personnel at the ‘establishment’ stage of their careers, and also indicating a ‘high’ gap between career development programmmes and career needs, have the lowest level of job satisfaction (2. 24). In the group of R&D personnel indicating a ‘high’ gap between career development programmes and career needs, the respective attitudes towards job satisfaction of those at different stages are: the ‘exploration’ stage (2. 84) . the ‘maintenance’ stage (2. 1) . the ‘establishment’ stage (2. 24). Therefore, hypothesis 3 is also supported. Concluding remarks This study set out with the aim of examining the gap between career development programmes and career needs, and the relationships with job satisfaction. One of the features of this study has been the attempt to define the factors influencing R&D personnel’s job satisfaction levels from a perspective of the gap between career development programmes and career needs. With Taiwan eagerly working towards enhancing its high-tech competitiveness and becoming increasingly involved in high- tech R&D, an investigation into the existing gaps between perceived career development programmes and expected career needs of R&D personnel may improve the job satisfaction of R&D personnel. This study has attempted to provide an understanding of the career needs of R&D personnel, which, it is hoped, will lead to the development of appropriate career development programmes in response to these needs. It has further investigated the relationship between career needs and career development programmes and job satisfaction. The results reveal that, at different stages of their careers, R&D personnel do indeed have distinct career needs. For R&D personnel, of the three types of career needs referred to in this study, career task needs take priority, with career goal needs in second place and career challenge needs demonstrating the lowest priority. An explanation for this is that career task needs are part of the path that has to be travelled to achieve career goals. In order to achieve the current needs for career goals, R&D personnel demonstrate a stronger need for career tasks. Once they do achieve their career goals, they can then evaluate the developmental opportunities for their future career, hence producing the career need for challenges that have yet to be faced and overcome. Furthermore, R&D personnel generally display a high evaluation of the know-how necessary actually to perform their jobs and of their on-the-job performance levels, since these are the most obvious indices, and a key deciding factor in the promotion, or passing over, of R&D personnel. It was clear, when conducting this research – which took place Chen et al. : Career needs, career development programmes and job satisfaction1017 during a period of global recession – that R&D personnel were prone to the pursuit of short-term, pragmatic career task needs at that time. In addition, the results of the stepwise regression reveal that the three kinds of gaps between career development programmes and career needs are significant predictors of job satisfaction (R2 ? 55:3 per cent). Furthermore, this study has also revealed that the widening of the gap between career development programmes and career needs leads to a corresponding lowering of job satisfaction levels among R&D personnel. Finally, this study finds that the interaction between career stages and the ‘gap between career development programmes and career needs’ does in fact influence job satisfaction, that is to say, the influence upon job satisfaction, from the gap between career development programmes and career needs, varies with the different career stages of R&D personnel. As the gap widens (with the exception of those in the ‘disengagement’ stage), those in the ‘establishment’ stage of their careers demonstrate the lowest job satisfaction levels, while those in the ‘maintenance stage’ of their careers demonstrate higher levels of job satisfaction than those in all other career stages. During the ‘establishment’ stage, their awareness of the gaps between career development programmes and career needs is the highest, relative to awareness levels at other career stages, and it is also at this stage that the highest turnover intentions are demonstrated. Perhaps because of higher levels of ambition among R&D personnel in the ‘establishment’ stage, of desire to set up relationships between themselves and the organization, and to get ahead and become valuable professional members of the organization, this group is likely to work particularly hard in the pursuit of success and realization of personal needs. At this time, they will define, on the one hand, the relationship between themselves and the organization and, on the other, their personal needs, as against organizational goals. Personal ambitions are reflected in career needs, making for exaggerated career needs. If, during this time, organizational career development programmes do not satisfy such ambitions, then considerable gaps can develop between career development programmes and career needs. R&

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1. Did you adhere to the length requirement of the assignment? If not, reduce your words.Essay will not be accepted if it is more than 50 words beyond the max. The essay contains 1095 words. 2. Did you use MLA first-page format and do it properly? Did you check your first-page against the textbook example? Proper MLA first page format has been used. 3. Did you include a lead in at the start of your introduction? If you don’t know what this is, you are not ready to submit your assignment. The essay contains a captivating introduction. 4. Did you briefly and neutrally summarize both sides of the debate in your introduction and/or did you provide necessary background and then add a transitional sentence before your thesis? The other side of the debate has been briefly addressed. 5. Is your thesis the last sentence of the first paragraph, or do you have a good reason it is not? The thesis is the last statement of the intro para. 6. Did you include a parallel-structured essay map with your thesis sentence? The essay contains a parallel-structured essay map. 7. Have you used third person point of view throughout? Check and make sure you have not shifted into first person (I) or second person (you) without having a good reason. You can use a global search to double check. Third person is used. 8. Does each paragraph have a topic sentence (stated or implied) with at least two supporting points, details, and a conclusion? Each paragraph contains all necessary elements. 9. Did you use a transitional word, phrase or sentence at the beginning of each body paragraph? Did you use transitional words or phrases between sentences within paragraphs, as necessary? Transitions are used. 10. Did you follow all 18 instructions on page two and three of this assignment handout? All 18 instructions have been used. 11. Did you correctly follow the four-step research inclusion method we discussed for both paraphrases and quotations? The four steps are as follows: introduce, present according to MLA, credit your source parenthetically and discuss. Research inclusion methods are followed. 12. Did you check each use of research to determine whether you integrated it? Which integration methods did you use? Check each instance and report it here. Do not skip this step.I am asking if you integrated paraphrases and quotations into your own writing by using either (1) a snippet; (2) a colon; (3) the author, title, or both. Author, Colon and Snippet methods were used. Avoided the use of titled integration due to lengthy titles which made it choppy. 13. Did you make sure that no paragraph ends with a quotation? No paragraph ends with a quotation. 14. Did you check any titles you named in your essay against the handout I put on BB called Titles: Italics vs. Quotation Marks No titles are used. 15. Does your in-text citation properly match the corresponding Works Cited entry? Check this very carefully – remember the first word/first word formula. Proper match of citations. 16. Did you make sure to do your in-text and Works Cited entries correctly? Did you check each citation word for word and punctuation for punctuation against an example from our textbook or the MRU library handout or another reputable source? Make sure you checking against MLA, not APA. In text and works cited entries are correct. 17. Did you create a suggestive, emphatic conclusion rather than one in which you unnecessarily repeat the main supporting points? The conclusion is suggestive and emphatic. Jeremy Roberts Sharren Patterson GNED 1401 26 October 2014 The Importance of Teaching the Holocaust Inhumanity reached a point in the early 1940s that will be spoken about for years beyond our existence. The largest genocide of the 20th century, the Holocaust, was described by Samuel Totten as the â€Å"systematic, bureaucratic  annihilation of six million Jews by the Nazi regime and their collaborators as a central act of state during World War II† (â€Å"A Note†). This significant event in history presents an ongoing discussion regarding its role within high school curriculums. The Holocaust’s profound nature is why numerous individuals avoid teaching the subject in school, despite its historical significance. Farnham states that even though there is â€Å"potential for direct pain and guilt from [teaching the Holocaust], the significance of the subject in human as well as in historical terms is such that the burden [of teaching the subject] must be endured† (â€Å"Teaching the Holocaust† 274). Even though the subject needs to be taught with great care due to its sensitive nature, high school history classes should include the Holocaust because it is a major event that helped shape the world we live in today. Including this act of genocide in curriculums will provide an accurate representation of history, an ethical framework for students, and a foundation for our future history. To better understand history, it is paramount that the most accurate and detailed information about the Holocaust is taught to students. By detailing how and why the event occurred, students will be given an opportunity to fully understand the pain and suffering individuals endured in Germany during this time period. â€Å"One of the values of Holocaust education, one hopes, is that it increases sensitivity to the suffering of others† (Farnham, â€Å"What is† 22). In addition to helping students empathize with the suffering, Holocaust education should also address the role politics and media played in organizing the massacre of millions of individuals. The views that led to this massacre were deeply embedded within the German culture and surrounding countries prior to the Holocaust. However, it was the radical leader, Adolf Hitler, who utilized politics, media, and technology to impose his â€Å"final solution.† The following statement from Totten emphasizes the importance of teaching how the genocide took place: [T]he education that students receive about the Holocaust has to be unique, powerful and bereft of perfunctory nature. . . . [The teachers] also need to appreciate and teach the fact that the persecution and extermination of the Jews . . . was bureaucratic in nature, and that modern technology was used to maximize the killing process. Most importantly, though, teachers and  students need to realize that the Jews were killed not for what they were or for what they practised or believed, but for the fact that they were; that, all Jews were to be exterminated simply because they existed. (â€Å"A Note†) Keeping such a significant event out of high school curriculums might increase the likelihood of misconceptions and stereotypes. Kitson states, there are many students who have misconceptions and stereotypes related to the Holocaust: all Germans are Nazis, the Jews were helpless victims and didn’t fight back, Jews living in Germany were not German, and all victims died in gas chambers (42). Providing accurate information to today’s youth about the Holocaust allows students the opportunity to eliminate misconceptions and understand the suffering that millions of individuals endured because of the tremendous influence and power that Adolph Hitler had. Broadening a student’s view of how and why the Holocaust occurred is just as important as outlining and understanding its unethical nature. Inclusion of this event in high school curriculum will help young students broaden their perspectives, and shape their moral foundation. Farnham asserts this point by stating, â€Å"[t]his is a moral function, for being able to imagine the effect of one’s contemplated deed on another person is necessary to any moral or ethical judgment one might make of a proposed act† (â€Å"What is† 22). Teaching the Holocaust, in combination with using our imagination, allows us to think of the conditions of the victims, and, in turn, increases our empathy towards them (Farnham, â€Å"What is† 22). The subject’s controversial nature will provide the type of engaging context that students require to think critically about the effects of their decisions. In addition, this subject provides context for individuals to examine the â€Å"use and abuse of power, and the role and responsibilities of individuals, organizations, and nations when confronted with civil rights violations and/or policies of genocide† (Totten, â€Å"A Note†). In-depth analysis of the Holocaust’s unethical nature will allow students to form and further strengthen their moral and ethical principles to which they hold themselves accountable in decision making. The development of students’ moral and ethical framework is not only vital to their future actions and decisions, but also the future of humanity.  Through the teaching of the Holocaust, today’s youth are given an example of one of the very worst acts of inhumanity. Students will learn that it was not only Germany who was responsible. Numerous countries refused to accept Jewish refugees, and, in doing so, were partly responsible for the events that took place. Totten provides graphic insight towards the inactivity of surrounding nations when he explains, â€Å"Germany alone is not to blame. If Hitler turned Europe into a pressure cooker for the Jews, then much of the free world helped to seal it by refusing to accept Jewish refugees† (â€Å"A Note†). By detailing this fact, students are made aware of the â€Å"danger of staying silent, apathetic and indifferent in the face of others’ oppression† (Totten, â€Å"A Note†). Students will understand how important it is to maintain their values and have the confidence to actually stand up against what they believe is right or wrong. Teaching the Holocaust will allow us to help guide our future generations to make morally sound decisions. There are very few events throughout the course of history which contain such a breadth of material. Learning about the Holocaust can be a transformative experience for students because it engages them to consider numerous elements, including, human rights, morals and ethics, and political injustice. It is for this reason that the Holocaust should not only be taught in high school, but should also be considered as one of the main topics for history classes. Although teaching the topic would not guarantee a world free of injustices or inhumane acts, the implementation of Holocaust into high school curriculums would be a way for the current educated population to help guide future generations towards a better society and a future history that everyone can be proud of. Works Cited Farnham, James F. â€Å"Teaching the Holocaust: A Rationale for Dealing with the Absurd.† The Journal of General Education 33.4 (1982): 273-283. Penn State University Press. Web. 11 Oct. 2014. Farnham, James F. â€Å"What is the Value of Teaching the Holocaust?† The Journal of General Education 41 (1992): 18-22. Penn State University Press. Web. 11 Oct. 2014. Kitson, Alison. â€Å"Challenging Stereotypes and Avoiding the Superficial: A Suggested Approach to Teaching the Holocaust.† Teaching History. 104 (2001): 41-8. ProQuest. Web. 11 Oct. 2014. Totten, Samuel. â€Å"Teaching the Holocaust: The Imperative to Move Beyond Cliches.† Canadian Social Studies 33.3 (1999): 84-7. ProQuest. Web. 11 Oct. 2014. Totten, Samuel. â€Å"A Note: Why Teach about the Holocaust?† Canadian Social Studies 31.4 (1997): 176-178. ProQuest. Web. 11 Oct. 2014.

Alternative Suggestion Article Example | Topics and Well Written Essays - 500 words

Alternative Suggestion - Article Example The chapter is quite comprehensive but as an alternative, some sort of activity should be designed which would send a clear message to the children that these are the words or phrases that have to be used while indulging in a conversation. A list of such words should be made and time should be given to children to understand the meaning of using these words, a whole session or more should also be dedicated to teaching to children the usage and importance of using the appropriate words in such kinds of communication. After these activities have been carried out there should be an assignment designed not to check how much the children have really understood but it should be really more of a help to the children in cementing the ideas that they have already grasped in the session during which these concepts or rather ideas were given to them. After all this activity has taken place a final assignment should be given to the children, it is imperative that the objectives of this assignmen t are clear so that the children would know what exactly is expected of them. The idea of this alternative is to give children a solid understanding of how communication needs to take place while it involves time because it is one of the most basic requirements that one needs. As mentioned before the chapter covers all the aspects of conversing in relation to time but it lacks that basic requirement of making everyone understand, it is definitely practical, reliable only to the extent that the most intelligent children will grasp it.

Success in college Term Paper Example | Topics and Well Written Essays - 1250 words

Success in college - Term Paper Example As far as using the educational resources are concerned, I need to be apt with how these resources are made use of and what the best foot forward is when one thinks about the work representations. I can gain quite a lot if these educational resources are employed in a sound and positive way because this will mean that I am looking forward to receiving the best of education and academic intelligence which is needed in this day and age. This will also guarantee that I am aligned with how to make the best use of the changing technological facets which have come to the fore and which shall have a very strategic bearing on my growth and development over a period of time. For using the educational resources, I need to make the best use of my university library so that the hidden treasures within it are explored to the hilt. The articles, books and journals need to be discerned for finding out the very basics related with the respective subjects. This shall mean that I am doing my utmost to make sure that the wrong concepts and ideologies are taken care of in an appropriate way and any such apprehensions are also kept at bay within the thick of things (Hess, 2001). When one talks about the academic honesty dictum, I need to make sure that I remain one step ahead of the requirements which exist within the related fore. This can only happen if I know exactly how I will plan things accordingly and how I shall be able to reap rich dividends in the coming times. I would like to be head-on with the plagiarism policies which exist within an academic context. In order to be completely at par with the rules and policies, what I need to know is how I can make the best use of these academic principles, ethical considerations and the like so that I remain in line with the changing need dimensions of the time, more so when it concerns with the academic honesty discussions. Any university would dearly have an academic honesty policy that shall have implications for the plagiarism i ssues which come to the notice of all and sundry. These need to be avoided in order to bring upon success which is hidden beneath academic excellence. It is sound to know that in this day and age universities are undertaking efforts and initiatives to make sure that the dishonest students are removed from their realms because they add nuisance value to its lengths and breadths. Therefore all-out efforts should be in place to remain academically honest about one’s dealings and undertakings. From an educational perspective, it is always significant to know and find out what the long term and short term educational goals and objectives are. This means that these educational objectives need to be achieved over a period of time and proper concentration and attention must be paid towards the same. By this, I need to have clarity as far as comprehending how I can achieve success within the shortest possible time and what I need to do in order to bring out the best within my skills, abilities and competencies (McKenna, 2011). Indeed there would be a host of obstacles and difficulties which would stand in my way but what I must do under such circumstances is to make sure that I remain steadfast about my educational priorities and thus give my very best day in and day out. This shall allow me an understanding that I must always remain supreme as far as achieving my