The Evolution Of Modern Humans - 952 Words

When we think about the evolution of modern humans we think about two basic theories. The first theory is the â€Å"Multiregional Variation theory which is the different human populations or cultures had independent origins and are evolved in isolation from one another. The second theory is the â€Å"Out of Africa â€Å"theory. This theory is basically when humans evolved in Africa between 200,000 and 100,000 years ago. After these humans evolved they left Africa after evolving. Both of these theories both support and have evidence about human evolution beginning in Africa. About 1.5 million years ago â€Å"Multiregional Variation â€Å"marked the beginning of human evolution, and the fossils represented the evolving of Homo sapiens. In this theory is stated that there is no place where the Homo sapiens actually evolved they migrated out of Africa and the evolution took place in another place. . Although for human evolution the fossil record seemed to be the most reliable and useful evidence. With the fossils record this helped no depending on assumptions, and false evidence. The â€Å"Multiregional Variation lists a couple predictions that fossil evidence should prove. The first one is that all living humans derive for the species homo erectus that left Africa. Natural selection in regional populations is responsible for regional variants. And the emergence of homo sapiens was not restricted to one area. This theory is not supported by many due to the lack of support and evidence. Some believed thatShow MoreRelatedThe Evolution of Modern Humans2725 Words   |  11 Pagesthe correlation between this species and the â€Å"roots of humanity.† In the genus name â€Å"Ardipithecus† the prefix â€Å"ardi† means â€Å"ground† or â€Å"floor† in the Afar language as well. Female partial skeleton â€Å"Ardi† (ARA-VP-6/500) is one of the six known early human partial skeletons over one million years old. She was found in Aramis in the Middle Awash of the Afar Region, Ethiopia. Her skull indicates that she had a small brain (which was around 300 to 350 cubic centimeters) a small face with thin cheeks, thinRead MoreEvolution Of The Modern Day Human Essay1845 Words   |  8 PagesThe modern day human has not existed for very long, in fact its one of the recent species to populate the Earth. Before modern day humans or Homo sapiens sapiens as we are scientifically known as, existed a similar yet less developed Homo genus named Homo erectus/ Homo ergaster. Evidence of these species dates back to o ver 1.9 million years ago and up to as recently as 70,000 years ago in which the evidence can be found in Africa, Europe and Asia. In this essay I will firstly provide a general timelineRead MoreHuman Evolution Affected By Hybridization Of Modern Humans And Similar Human Species930 Words   |  4 Pages Human Evolution Affected by Hybridization of Modern Humans and Similar Human Species The evolution of humans is known to be very complex and recently scientists have been discovering just how complex through molecular data. Learning that the vertebrate eye took 400,000 generations to evolve sparked my interest in understanding human evolution. A recent article on BBC claims that at one point in the timeline of human evolution, the species Homo sapiens, which is the modern human species, interbredRead MoreThe Theory Of Evolution Of Human History And Modern Thinking2012 Words   |  9 PagesSince the dawn of time, the theory of evolution has played an important role in the process of understanding human history and modern thinking. However, this theory didn’t always have an explicit term to clarify its meaning. Philosophers embraced the ideals of knowledge and enlightenment of reason—searching for answers as to better understand the origins of mankind and how it attributes to what it means to be human. Alongside social progress and intellectual developme nt, fascinating new discoveriesRead MoreHuman Evolution Myth or Fact1313 Words   |  6 PagesThe debate of human evolution being fact or fiction has been around for hundreds of years. Evidence of human ancestry has been found in many parts of the world and these fossils found have been proven to be human. The parts of the world include Eurasia and Africa. Although fossils are found in Eurasia, the human ancestor the Hominoidea has been traced back to the Miocene epochs, which were 23 to 5 million years ago. The Hominoidea is a super-family, which contains many species that are existent todayRead MoreEssay on The History of Human Evolution1517 Words   |  7 PagesThe History of Human Evolution By definition, human evolution is the development, both biological and cultural, of humans. Human ideologies of how the evolution of man came to be is determined by cultural beliefs that have been adopted by societies going back as far as the Upper Paleolithic era, some 40,000 years ago. Through the study of paleoanthropology, we have come to determine that a human is any member belonging to the species of Homo Sapiens. Paleoanthropologists, while studyingRead MoreHuman Evolution: Myth or Fact1301 Words   |  6 PagesThe debate of human evolution being fact or fiction has been around for hundreds of years. Evidence of human ancestry has been found in many parts of the world and these fossils found have been proven to be human. The parts of the world include Eurasia and Africa. Although fossils are found in Eurasia, the human ancestor the Hominoidea has been traced back to the Miocene epochs, which were 23 to 5 million years ago. The Hominoidea is a super-family, which contain s many species that are existent todayRead More Multi-regional Continuity: The Fossil Evidence Essay1099 Words   |  5 Pagesmulti-regional continuity model of human evolution, there is without a doubt a preponderance of fossil data that supports the diverse origins of Homo sapiens in different regions of the globe. Skulls displaying a wide variety of mixed modern and archaic features have been found in every corner of the world. The mere existence of these fossils is evidence enough to prove that human evolution was far less cut-and-dried a process than the advocates of the replacement model of human evolution would like to suggestRead MoreAre Humans Still Evolving?1556 Words   |  7 PagesAbstract evolution has occurred in humans for millions of years; however, in a modern society many scientists and evolutionists are now debating whether or not it is still occurring, and if it follows the same rules. With all of the new technology humans have created, some experts believe tha t humans have essentially conquered nature, and no further evolutionary changes will occur. Still, others hold opposing views; some experts believe that evolution is still occurring, but modern societal advancementsRead MoreEssay on human evolution1305 Words   |  6 Pagesunderstanding human evolution and the history of psychology for the modern psychologist. For the human evolution, the essay will be addressing on how we and other species descended from our ancestors and how the different environment has helped to us to become more adaptable. Regarding the history of psychology, the essay will be discussing on how psychology branched off from the philosophy approach to become its own science. The essay will then go on discussing how the understanding of both human evolution

Critical Analysis of Police Powers on Search, Arrest and Detention - Free Essay Example

Sample details Pages: 7 Words: 1964 Downloads: 5 Date added: 2017/06/26 Category Law Essay Type Critical essay Level High school Did you like this example? Police Powers: A Critical Analysis of Police Powers on Search, Arrest and Detention Aims and Objectives This proposed dissertation has a number of key aims it intends to meet. These can be expressed as follows: 1. To provide an overall perspective of the role of policing in the community; 2. Don’t waste time! Our writers will create an original "Critical Analysis of Police Powers on Search, Arrest and Detention" essay for you Create order To demonstrate the historical development of the nature of policing, due to changes in social circumstances; 3. To address any key differences between public and ‘private forms of policing (e.g. security, private investigation etc); 4. To assess the current powers of police in relation to search, arrest and detention, and highlight the differences with historical times; and 5. To assess the governance of police, with particular reference to internal resolution and discipline procedures. Feasibility This proposal requires no data collection or fieldwork, and is virtually entirely theory based. By minimising the extraneous fieldwork requirements, it allows this dissertation to focus mainly on the underlying theory and social policy behind policing, allowing for an adequate analysis of the benefits and consequences of increased police powers in the modern context. There may be some critique of internal police processes, such as dispute and conflict resolution and discipline, which may require some liaison with police officials; however it does not require the same depth and preparation as a large-scale data collection, saving time and resources. Rationale The role of policing is ever changing and expanding. Throughout history, the concept of policing has had to adapt to respond to a number of challenges that have faced society. From the industrial revolution, through to both world wars and now the apparent growing threat of terrorism, policing has changed and grown to equip itself to deal with a number of new circumstances. Perhaps most notably since the attacks of September 11 on New York City, the threat of terrorism has never appeared so real. As a consequence, many national governments, including the United States, United Kingdom and Australia (among others) have amended the powers of police in an attempt to deal with terrorism and terrorist groups. The primary purpose of this proposed dissertation is to consider the general idea of policing (as highlighted throughout historical development), and also determine whether these increases in the powers of police represent a proportionate and measured response to the threat of terror ism and 21st century society, or whether it is simply an overreaction by lawmakers and police groups. Research Points 1. The nature and function of policing The primary purpose of this chapter is to provide a broad overview of the general theories behind policing, such as the prevention of crime and enhancement of public safety. The main points of interest in this area will be the role of police in the State and legal system, as well as the pluralisation of the police forces. Another area for explanation by this chapter will be the relationship between the police and other aspects of policing, such as forensic investigation and the court system, for example. By illustrating this, the audience will be ‘read into the idea behind policing, rather than simply limiting policing to the simple concept of arresting those who break the law, and thus deterrence will also be a point worthy of highlighting. 2. The historical development of policing This chapter will be largely theory based, presenting a number of views and opinions on the development of policing over time. Of particular interes t here will be the differences in opinion between historical theory and that present in modern times. This will prepare the audience for the debate that this dissertation intends on contributing to: the idea of over-extending police powers, creating a disproportionate response to modern day issues. The idea of this chapter is to highlight key events in history that have seen the development of police, and measure the police response to these events. This will allow for a comparison with modern day ideas and objectives. 3. Police work, and the impact of police organisations There are a number of key issues that this chapter will seek to address, however it is primarily concerned with identifying the real perception of police work, rather than relying on any possibly fabricated reports from tabloids and other media. Particularly, this chapter will attempt to identify the possible existence of elements of discrimination arising from the reliance upon police discretion in carrying out police work. This is an issue that has received notorious media coverage, highlighted especially by the Rodney King incident and consequent Los Angeles riots in the United States in 1992, as a result of the officers acquittal in a state court. Another area of interest will be the measurement of effectiveness (i.e. how does one measure when policing is effective?). 4. The characteristics and dynamics of police organisations As with any workplace, there are certain policies and procedures in place to ensure that the environment is both manageable and productive. The main rationale of this chapter will be to highlight these policies that are in place in many of the popular police forces, and also to assess whether they sufficiently address issues such as discipline and reporting lines, for example. The most important aspects of this chapter will be the management structures in place to run the force, as well as any issues relating to personnel (eg. Recruitment, training etc) . Additionally, the informal nature of management will also be important; to determine if convention and custom play any significant role in the way police work is carried out. This chapter may require first-hand research from police bureaus, which will most probably be conducted by way of interview with a senior official or similar. 5. Specialist areas of policing This chapter will highlight other areas of policing, such as criminal investigation processes, and the control of public order in particular circumstances (eg. Riots, major events etc). This will give an indication of the more specialised roles that police play in modern society, and the need for more focused policy rather than broad ideals. 6. The relationship between State and ‘private policing The intention of this chapter is to raise the question of private security and other measures that do not rely on public policy. The main question is where does state responsibility end and private responsibilit y begin? 7. The legal powers of the police This is perhaps one of the most important chapters of the dissertation. It will focus primarily on the sources of law for police powers, particularly in the United Kingdom jurisdiction. Primarily, this source is from legislation, and is found in relevant sections of the Police and Criminal Evidence Act 1984; however certain aspects are also covered at common law. Furthermore, other legislation should also be assessed, such as the Mental Health Act 1983, Road Traffic Act 1988, Misuse of Drugs Act 1971, Aviation Security Act 1982, Criminal Law Acts 1966 and 1967, Terrorism Act 2000, Public Order Act 1936 and 1986, Firearms Act 1968, Police Acts 1996 and 1997, Criminal Justice and Public Order Act 1994, Customs and Excise Management Act 1979; as well as cases such as Moss v McLachlan (1980), Donnelly v Jackman (1970) and Thomas v Sawkins (1935). As one can see, this chapter is quite detailed and requires much consideration of a wealth of sources of police power, and thus there is ample opportunity for a review to be conducted on police power in more specialised areas of policing, such as terrorism, traffic and drugs, to name a few. 8. Police accountability and control This chapter will primarily focus on the governance of the police force, with a particular emphasis on the impact that the legislature and judiciary can have on the regulation of police power, and thus protection of the public. Also, the complaints process available for use by the public will also be discussed, and thus the effectiveness of this system as a means of conflict resolution will be assessed. 9. The role of the police organisation in the formation of law and criminal justice policy It is also important to understand the broad role that a police organisation has in contributing to its own regulation and governance. In this chapter, the amount of input that the police have in this area will be discussed and thus a conclusion will be drawn as to whether the police are an entity that can effectively self-govern, or one that requires the constant oversight and minding of the Parliament and court system in order to determine its boundaries and aims. 10. The rights of the police In the final chapter, the debate will be contributed to by the question: do police have any rights in relation to stop, search and arrest? Or is it merely the rights of the public that are governed by legislation? Also, how are police represented in misconduct and disciplinary hearings? The rights to safety and representation of the members of the police force will be discussed by this chapter, and contrasted with the statutory and common law rights of the public that form the source of police law. Methodology As this proposal has already mentioned, this dissertation is significantly theory based, meaning that the methodology for the research is simply statute, case law, as well as other authors works on various issues relevant to the topic. There will be some aspects which may require first-hand liaison with members of the police force and their senior officials, particularly those relating to the mechanics of police work which cannot be discussed by simply reading other works. This should be primarily collected by interviews with certain members, and possible government officials, and suitable ethics clearance will be obtained from the relevant committee at a time when the participants in these interviews become clear. References  · Anon., ‘Divisional Court – Police Power to Remove Masks from Demonstrators (2002) 66 Journal of Criminal Law 197  · Bell, J., Police and Policing Law (2006), Aldershot, UK: Ashgate  · Brayne, H., ‘Detention under the Police and Criminal Evidence Act 1984 (1987) 84(1) Law Society Gazette 28  · Clayton, R., and Tomlinson, H., ‘Safeguards and Sanctions under the Police and Criminal Evidence Act 1984 (1988) 138(6350) New Law Journal 216  · Davenport, A., ‘Court of Appeal – Stop and Search: Lawfulness of Extended Powers (2005) 69 Journal of Criminal Law 16  · Edwards, C., Changing Policing Theories for 21st Century Societies (2005, 2nd ed), Sydney: The Federation Press  · Ferguson, P.W., ‘The Limits of the Police Power of Search (1992) 37(3) The Journal of the Law Society of Scotland 113  · Harrison, R., ‘Police Right to Stop and Search for Weapons (2000) 64 Journal of Criminal Law 156  · Holdaway, S., The Ra cialisation of British Policing (1996), Hampshire, UK: Macmillan Press  · Jason-Lloyd, L., An Introduction to Policing and Police Powers (2005), London: Routledge-Cavendish  · Leishman, F., and Mason, P., Policing and the Media: Facts, Fictions and Factions (2003), Devon, UK: Willan Publishing  · Lidstone, K.W., and Palmer, C., Bevan and Lidstones The Investigation of a Crime – a Guide to Police Powers (1996, 2nd ed), London: Butterworths  · Miller, S., and Blackler, J., Ethical Issues in Policing (2005), Aldershot, UK: Ashgate  · Mimmack, A., ‘Police Station Practice (2006) 10(1) Magistrates Court Practice 6  · Morgan, R., and Newburn, T., ‘Radically Rethinking Policing (1994) 144(6659) New Law Journal 1092  · Nicholls, S., ‘Police Station Practice (2006) 10(6) Magistrates Court Practice 6  · Poyser, S., ‘The Role of Police Discretion in Britain and an Analysis of Proposals for Reform (2004) 77 Police Journal 5  · Reiner, R. , ‘Responsibilities and Reforms (1993) 143(6611) New Law Journal 1096  · Reiner, R., The Politics of the Police (2000, 3rd ed), London: Oxford University Press  · Roberts, A., ‘European Court of Human Rights: Search Warrant: Compatibility with Articles 8 and 13 of the European Convention on Human Rights (2006) 70 Journal of Criminal Law 479  · Spencer, J.R., ‘Extending the Police State (2005) 155(7170) New Law Journal 477  · Starmer, K., Criminal Justice, Police Powers and Human Rights (2001), London: Blackstone  · Stone, R., The Law of Entry, Search and Seizure (2005, 4th ed), London: Oxford University Press  · Zander QC, M., ‘The Police Reform Act 2002 – Pt 1 (2002) 152(7047) New Law Journal 1355 Fraud Order 200975 This essay/coursework/dissertation was stolen from UK Essays, call 0115 966 7955 to speak to a Fraud Officer now for more details. We have made it available for use as a study resource. Date Of Order: 01/11/07 Date Paid: 01/11/07 Email Address Used: [email  protected]/* */ Likely Course: Law Level Of Study: University Level

Employees job satisfaction in orient craft ltd. - Free Essay Example

Sample details Pages: 30 Words: 9143 Downloads: 2 Date added: 2017/06/26 Category Statistics Essay Did you like this example? INTRODUCTION Human resource Development has in recent year become the focus of attention of planners policy makers and administration. It is important not only for an enterprise but also for a nation to develop its human resources. Employees Job Satisfaction is one of the main areas of HRD. Organizations are social systems where human resources are the most important factors for effectiveness and efficiency. Organizations need effective managers and employees to achieve their objectives. Organizations cannot succeed without their personnel efforts and commitment. Job satisfaction is critical to retaining and attracting well-qualified personnel. This is especially an issue in medical institutions such as hospitals where specialist training and retention are highly important Don’t waste time! Our writers will create an original "Employees job satisfaction in orient craft ltd." essay for you Create order Employee job satisfaction is an attitude that people have about their jobs and the organizations in which they perform these jobs. Methodologically, we can define job satisfaction as an employees affective reaction to a job, based on a comparison between actual outcomes and desired outcomes. Job satisfaction is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements. It encompasses specific aspects of satisfaction related to pay, benefits, promotion, work conditions, supervision, organizational practices and relationships with co-workers. Concerns about employee job satisfaction are just as critical in the apparel industry as they are in other business sectors. Similarly, the motivation to investigate job satisfaction among health care employees is similar to the interest of research concerning job satisfaction in industrial settings. Numerous factors influence employee job satisfaction, including: salaries, fringe benefits, achievement, autonomy, recognition, communication, working conditions, job importance, co workers, degree of professionalism, organizational climate, interpersonal relationships, working for a reputable agency, supervisory support, positive affectivity, job security, workplace flexibility, working within a team environment and genetic factors. Sources of low satisfaction are associated with working with unskilled or inappropriately trained staff, laborious tasks such as documentation, repetition of duties, tensions within role expectations, role ambiguity, role conflict, job/patient care, feeling overloaded, the increasing need to be available for overtime, relations with co-workers, personal factors and organizational factors Irvine and Evans (1995) have also underlined the importance of work characteristics (routine, autonomy and feedback), characteristics of how the work role is defined (role conflict and role ambiguity) and characteristics of the work environment (leadership, stress, advancement opportunities and participation) in relation to job satisfaction. Justification for the need to investigate job satisfaction is exemplified in the seemingly observed relationship between the levels of job dissatisfaction, absenteeism, grievance expression, tardiness, low morale and high turnover. Job satisfaction is an immediate antecedent of intention to leave the workplace and turnover. Unsatisfied workers will leave their jobs more than their satisfied colleagues. Retention and turnover of staff, particularly highly skilled personnel, are important issues for managers in the current health care environment. Employees who experience job satisfaction are more likely to be productive and stay on the job. Furthermore, more satisfied employees have more innovative activities in continuous quality improvement and more participation in decision-making in organizations. Job satisfaction is also found to be positively-related to patient satisfaction. Among determinants of job satisfaction, leadership is viewed as an important predictor and plays a central role. Leadership is a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization. Numerous studies carried out in several countries showed that there is a positive correlation between leadership and the job satisfaction of health care providers Organizational success in obtaining its goals and objectives depends on managers and their leadership style. By using appropriate leadership styles, managers can affect employee job satisfaction, commitment and productivity. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. It is the ability of a leader to influence subordinates to performing at their highest capability. This factor captures the extent to which management respects workers, operates with honesty and integrity, promotes efficiency, and has open lines of communication with employees. The subject of leadership is interesting for many researchers. The continued search for good leaders has resulted in the development of many leadership theories. Studies have been carried out to determine how leadership behaviors can be used to influence employees for improved organizational outcomes. In the past several decades, management experts have undergone a revolution in how they define leadership and their attitudes toward it. They have gone from a very classical autocratic approach to a very creative and participative approach. Ideas about management and leadership have changed considerably in recent years. People today are better-educated and more articulate. They can no longer be commanded in the same way as before. There needs to be much more involvement and participation at work. There are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. COMPANY PROFILE INTRODUCTION OF ORIENT CRAFT Orient Craft Limited started in the year 1972 by Mr. Sudhir Dhingra with four employees and then Orient Craft was set up in the year 1978 to take over the existing business and has now grown to 8000 employees in seventeen factories. Orient Craft Indias No. 1 Garment Manufacturer and Exporter and is the recipient of the Gold Trophy given by Govt. of India for highest global exports out of the country for the year 1997, 1998, 2000 2001. Besides many other export and quality awards, Orient Craft won the highest award for being Indias larges knit apparel manufacturer and also the award for being the second largest in global exports for the year 1999. Orient Craft bagged the Bid World Quality commitment International Start Award in the Platinum Category for the year 2001 and Gold award for the year 2000 and won also many other awards and certificates from the Ministry of Textiles and states like on Sep 19, 2004, Won the Entrepreneur of the year 2003 from the prestigious Ludhiana Management Association. The company is growing rapidly, year after year and has its manufacturing facilities spread over 6000000 sq. ft. area with seventeen factories in and around Delhi. Another state of the art Manufacturing Complex, covering 3, 40,000 sq. ft. of covered space is completed in December 2001. This manufacturing facility is the single largest manufacturing plant in whole of India producing cut and sew knits, woven sportswear, ladies formal suits and sweaters under one roof. Company has the most modern manufacturing plants in the country with over 1, 40,000 sq/ ft. of covered area in one location. The company deploys over 73000 imported sewing machines for its manufacturing operations in Woven and Knit units. The company has in-house lab testing for garments, fabrics, and trims. Its labs are well equipped to test for all parameters including Color-Fasteners to light. Orient Craft Limited also has several in-house latest Computerized Unit, In-house garment Dyeing Units, Manual Sand-blasting and laser sand-blasting units. The company has three 100% export oriented unit thereby having the advantage of importing all raw materials, trims free or duty from any part of the world. The company also has a specialized Home furnishing Division, Wherein all Soft Furnishing products are manufactured and exported to some of the most prominent brands. COMPANY PROFILE OF 7D ORIENT CRAFT LIMITED 7-D, Maruti Industrial complex, Sec-18 Udyog Vihar, Gurgaon (HR) Tel : 0124-2342043 to 47, 5090800, Fax : 0124-2341110, 2342042 Year Established 1995 Type of company Privately Held Owners/Directors Mr. Sudhir Dhingra Mr. K. K. Kohli Mr. Anoop Thatai Mr. Ravi Dhingra Mr. Vikas Mr. Sahil Dhingra Mrs. Manju Dhingra Annual Turnover F.O.B. US $ Million for 2003-2004 Minimum Order Quantity 200 Dozen per Style No. of people Employed 8500 in-house Production Capacities 50000 Dozen Per Month (Woven) 50000 Dozen Per Month (Knits) Major Export Markets U.S.A. E.E.C., Canada Major Products Blouses Skirts Pants and shorts Dresses Jackets Outwear Mens Shirts Kids wear Co-ordinates Knitted Shirts/T-Shirts Major Customers Dillards Stores Loft Gap Tommy Hilfiger J-Crew Liz Claiborne Susan Bristol Next Retail Ltd. Nike Dockers Ann Taylor Banana Republic J. G. Hook Ralph Lauren Jones of New York Levis Lands End Abarcrombie and Fitch COMPANY ENVIRONMENT OF 7D 7A Company is situated in approximately 10 acres of land. It is having a beautiful garden in front and is surrounded by various decorative plants. Interior is well facilitated for normal working conditions. Nearly 3500 people are working here. Among them most of them are very co-operative, well behaving with outsiders. Company is giving all type of facilities to its employees like transport, canteen, medical and other incentives. The new HRD and labor welfare department of this company on one side playing a great role by tuning every department, to get maximum benefit to the company and on the other it is taking care of all employees and workers, it is also giving chance to new people to build their career as strong as possible in their reputed company. The production part of this factory is divided into six units. Here no. of machines are more than 1000. Ground floor is called basement or 2nd unit. Here cutting, finishing, sewing are simultaneously going on. Next to 2nd, unit 1 is present where cutting, sewing as well as finishing takes place. Above 1st unit 3rd unit is there, which is also known as 100% EOU, Where only production is going on i.e. sewing and finishing. Above 3rd unit 4th unit is there, there also only sewing and finishing takes place. The top floor is called as 5th unit where sewing, finishing and embroidery is also going on. The last unit in 7A is called 6th unit where sewing and finishing takes place. In the present scenario of stiff competition of quality and price in the international market, the Indian garment industry is not in the position of producing an expensive and lower quality product. Looking at the present market demand of producing inexpensive and lower quality product, Orient Craft have to increase the productivity, lower the wastages on production floor and make use of attachments, folders, special machines and equipment to have a good quality product, in all these activities industrial engineer plays an important role. Today the industrial engineering has become the back bone of the garment industry. In Orient Craft Ltd., Industrial Engineering Department consist of an I.E. head, eight I.E. executives reporting to Mr. Brian Long (VP Technical). Each I.E. executive is assigned the particular production floors, thus this department is covering all the floors of 7-D, 6-C, 14-A, Home furnishing and sampling department. Besides working on enhancing the productivity and quality, lowering wastages, proper utilization of resources like special machines and equipments, this department is also assigned the project like designing the floor layouts for the new production floors and to develop new production techniques to increase the productivity. RULES AND RESPONSIBILITY OF INDUSTRIAL ENGINEER IN ORIENT CRAFT LIMITED Sampling Re-Engineering- The work of an industrial starts with sampling re-engineering at the proto-stage so as to get to best possible construction and the use of folders and attachments in the style. Pre-production planning- Pre-production planning starts with the receiving of a sample from the merchant of the stages of the two pieces, which is to be made on the production floor. After receiving the sample the initial operation bullet layout and new style requirement sheet is made. The purpose of making initial o/b, and layout is to know the quantity and type if manpower, machines, attachments, presses, bucks, profiles, dies etc required in the style and make sure everything is in house at the pilot stage. Target setting- After having a rough idea of manpower and machines required from the initial o/b the company has to find out exactly how many machines and manpower is needed in the style. For this 5 pieces of cutting is taken and time motion study of that 5 pieces with RD department using the proper method, motion and rating is done. Final operation bulletin and layout- After tune and motion study the company make final operation bulletin and layout from this finally the company come to know the number of manpower and machines required to meet the targets. This operation bulletin and layout has to be cross checked by I.E head and then it is signed by RD head and then it is passed to production manager. Line setting- Line setting is the implementation of the layout and operation bulletin, which is done in conjunction with line in charge, supervisor, mechanic, Q.A and technician. Bottle neck identification- After line setting the next job is to know the bottleneck of the line due which targets are not met.   Follow ups- This is one of the important job of industrial engineer, to do the follow up of machines folders attachments, dies, profiles whether they are in house or not before the production starts and to be in correct with concerned persons for that and to make sure everything in house before the production. Use of modern equipment- To know and develop attachments and folders, which can be used on production floors to enhance productivity and also to make sure the proper utilization of modern machines and equipment on the production floor. Projects- Besides all the above activities we are also handle projects on plant layouts, settings up of pre-assembly section etc. Reporting- This includes the reason why the targets are not met and action taken by production manager to eliminate it. This report is given to I.E head on the daily basis. INTRODUCTION OF THE QUALITY DEPARTMENT Its gives immense pleasure in introducing Orient Craft as one of the quality department in Hand Embroidery, Adda Embroidery, Computer Embroidery, and Machine Embroidery Schiff lie Embroidery. This department has a modern and very sophisticated design which give a good quality to production to ensure consistency in quality of Garments with our embroider and in house sampling works. Embroidery Department has been in the forefront with other department in creating the good quality and acceptability. Over the year Embroidery Department has stepped up in the quality ladder and is today giving good quality that are increasingly finding acceptability with buyers. In the prevailing situation, the company needs all rounder, not specialist. These all are created with the help of the existing team of the company. The team supports each other and with the help of training team gets confidence. Today, orient Craft is more comfortable in handling both quality as well as quantity. And sure, with an excellent team of people, the department is set to cruise higher altitudes in future. ROLE OF THE EMBROIDERY DEPARTMENT This Department is now very supporting in Orient Craft Ltd. Representing the company from the last few years Embroidery department provides the resources expertise and dedication support to production, and the company employ has dedicated themselves in making an acceptability quality for Buyer. Embroidery Department has been helping to production department dramatically grow their business for the company, as a part of their commitment to being a value adding department of Orient Craft Limited. Embroidery Department has over the year acquired strong and meaningful business relationship with production, Merchant Cutting department the company always been in vogue with the fashion trends. Orient Craft is now trying to emphasize on converting the quality to make the process, trouble free for the production department. The company is assuring the quality and total standard action with its in-house production. So now it can be said that this department is playing a very important role in Orient Craft Limited. DOCUMENT USED IN THE COMPANY Material Transfer Slip (MTS Book) is very important document for the maintaining the records of whichever style run in Embroidery department.   All records can be maintained properly with MTS books as it is very important for the company. ROLE OF THE CANDIDATE The attitude of the company with the new joiner person is very supportive and cooperative with that person. To achieve the better quality and better embroidery design, the company higher officers should have better understanding of the workers need and priorities. One should be more dedicated towards their commitments of work. And this can be only achieved if the company has the right people and their processes are transparent and continuously optimized to achieve higher quality at lower cost. ITS FLOW CHART Stitch PiecesCutting Dept-Unstitch Pieces Prod Dep Emb Dep Emb Dep Issue to Embroider Issue to Embroider Reed after Emb.    Reed after Emb    Quality Checking Quality Checking Cutting Production Finishing CENTRALIZED CUTTING ROOM AT ORIENT CRAFT LIMITED SIGNIFICANCE OF AN ORGANIZED CUTTING ROOM:- On average a garment had approximately 50%-60% of its total allocated to fabric and yet, most manufacturing units have no quality and production system monitor the inspection, spreading and cutting of it. The sewing department on the other hand only makes up to 20%- 30% of the total cost of a garment but accounts for nearly all the monitoring and productivity costs. INTRODUCTION:- Orient Craft Ltd. has centralized cutting facilities. The cutting room is feuding to all the swing floors situated in Udoyg Vihar. The company follows comprehensive production and quality procedures in cutting room. FORMATES USED IN CUTTING ROOM Approval for cutting go ahead Call out for cutting Cutter efficiency chart Daily cut plan Monthly cut plan Cutting file checklist Fabric relaxation Approval additional cutting Bundle control system Color code for different shrinkage Cutting RD Hourly report Fusing system CUTTING ROOM PROCEDURES IN ORIENT CRAFT LIMITED:- Pre -production meeting is organized to discuss all the aspects of a style. All the concerned persons, for example merchandiser, production manager, IED, cutting manager, pattern master etc is present in this meeting, to discuss the technicalities. In the cutting department there are three cutting teams. Master prepares a cut order plan and after job order is received from the production manager, master gets the fabric from the fabric stores and maker from the CAD department. Most common considerations during cut order planning No of sizes in order No of color in the order Maximum/minimum no of sizes allowed in marker Maximum spread length Maximum ply height Fabric cost per yard Cut table fabric width Width variation Fabric utilization report Fabric inspection report Lot card Shrinkage report Fabric having Lycra, spandex, wool blend are relaxed for 10 to 12 hours, prior to spreading. Quality assurance inspector conducts inspection after spreading and cutting. He checks the layer for following defects:- After spreading Marker placing Tension Miscut Notches Bowing Leaning Others After cutting Accuracy Matching the top, middle and bottom ply with pattern Notches/drill holes Fabric layering system:- Spreader in the cutting room receives layer spreading cutting job card from the master. This document has all the details for the spreading of each lay. From this document the spreading personnel can make sure that the following fabric details are correct before beginning to spread Fabric type Fabric name Fabric width Shrinkage Color Lot no Layer length No of pieces Total pieces Quality control of the spreading:- As soon as the spreading of a lay is finished the quality assurance inspector is asked to check it before cutting can commence. The quality control inspector in the cutting room will receive the spreading and cutting report from the cutting room manager. This document has all the relevant details for the inspector, to ensure that the spreading is right. The quality assurance inspector ensures the following:- Fabric Number of piles Lay length Ends Tension Remnant Splices Pattern Quality control of the marker:- The quality control inspector would check the following:- Correct marker Ratio Pattern Missing pieces on the marker is quite a common problem in cutting rooms especially if number of components in a garment is more. That is why the total no of the pattern pieces is checked. There must be no overlapping of the pattern pieces on the marker either. Once the fabric is cut there is no question of taking it back for a change or refund. All possible precautions must be taken in the cutting room to ensure that once the knife cuts into the fabric everything is correct. Quality control of cutting:- After the quality assurance inspector approves the spreading, the lay is ready for cutting. The cutter can also make sure that the following marker details are correct before starting to cut the fabric. Cut number Marker number Marker length Fabric spreading length The cutting personnel ensure that the markers have been placed in the correct direction on the fabric. Areas for checking are as follows: Ensure that all the edges of the marker have fabric underneath them-ends and sides. Ensures that the marker is laid square to the fabric and not-at an angle to the fabric. If this not controlled then it will create problems in the sewing section. Fusing system:- A properly trained supervisor is appointed to check temperature, pressure and timing cycle each morning, noon, mid afternoon and at critical fabric changes. Check for consistent temperature and across fusing head. The quality control department on daily basis reviews results. Quality assurance department evaluates fusible parts for defects such as color change, surface appearance and hand feel. Fuse line temperatures are established using temperature papers. Fuse line temperature is the temperature between the shell fabric and the fusible product at the time of fusing. Some times due to special finishes on the shell fabric, fusing machine is adjusted accordingly. Numbering system:- This is probably one of the most important control points in the manufacturing process. All the components are numbered including parts of the garments that have embroidery, fusing or washing and other value addition. If numbering is not done, then the problems of shaded garments, incorrect sized garments and garment pieces occur. These entire problem can be avoided using number system. The company is having separates numbering tables. Once cutting is carried out, the cut parts are put on the trolley and moved to the numbering table. Separate numbering tables are the best as they allow the cutting table to be cleared immediately after the cutting of the fabric has taken place. Stickers can be located on either the right or wrong side of the fabric depending on whether the garment will have interlining attached to it. It should be noted that if the stickers are attached to the right side of the fabric, then snickering not left on the fabric. GARMENT PROCESSING UNIT Aim: To work towards most moderate washes while striking a right balance of handwork and chemistry. Also to achieve/generate consistency of shades and quick production techniques keeping in view the requirement of our esteem clientele. Capabilities :- well starting with neat rinse washes, silicon sand wash, peach hand brushing on party wears, whickering coupled with Laser sand Blasting and tinting on Denims. Garment overdyes : -we have to our experience, Heavy canvas Garment overdyes added with stone enzyme wash to give it a weathered look; vintage Grannys garment looks are possible. We do garment over dyes on Linen, Denims, canvas, Twills and the list is being added upon every day at our RD section. Range of colors is available On demand, shade bands are well taken care of. For twills, we have facility to do BIOPOLISHING which added with sand wash, silicone wash, gives fabulous hand feel, and a strong crisp as and how desired. Laser :- The design made over the surface of fabric by laser engraving technology are being strongly pursued by various customer of OCL this fashion is yet to Explored by masses as it is a Rare Technology. Well seeing believes and only few of special clientele of orient craft saw this machine creating designs on various denims, canvas, jersey, and especially overdyes left speechless, yet smiling. STANDARD OPERATING PROCEDURE FOR TRIMS Receive Indent from Merchandiser Ensure that work sheet describes the complete specifications of accessories. Decide the vendor to whom order is to be placed based upon rates. Prepare the purchase order Place the P.O. to the vendor and enter the details in purchase register RECEIPT Receive information of material arrival along with bill/challan Verify the description and quantity of bill with relevant P.O and P.O register Verify the quantity with bill Send one piece of the accessory on the approval card to the concerned merchandiser. However, approval is not required for production equipments and consumables Enter the details of consignment in store receipt Update stock register and style sheet in file ISSUE Receive requirement of material on requisition slip and verify authorized signatures Prepare challan for the items to be issued Issue the material and get acknowledgement on the challan Update stock register and style sheet in file Receive the material returned from production along with style number indicated on return challan Verify that the material is not damaged. If so, indicate on challan Update stock register STORAGE PRESERVATION Keep the rejected material in the area defined for it Keep the approved material at defined location Ensure that adequate preventive measures are taken to safe-guard the material against damage LITERATURE REVIEW MEANING AND NATURE OF JOB SATISFACTION The term Job Satisfaction is of great relevance in the field of human resource management. So we can define Job Satisfaction a: Job Satisfaction is a set of favorable or unfavorable feeling which employees view in their work. Job Satisfaction is the fulfillment and gratification that comes from work. It is not the money, the benefits or the vacations. It is the good feeling one receive from doing his work itself. Anyone who works in an organization develops a set of attitude about work which is usually referred under the term job satisfaction. Like other attitudes Job Satisfaction is composed of emotional informational and behavioral elements can vary in intensity and consistency can be acquired from a variety of sources. Virtually every job can provide a level of satisfaction. Job Satisfaction comes when one accept a job for what it is and exploits the sources of satisfaction that comes with it. Many different sources of satisfaction are tied to the same job. Good feeling can come from high performance, quality work, learning new skills, working as a part of a team, assisting coworkers, and receiving compliments. Job Satisfaction is achieved daily by digging out satisfiers wherever they can be found. This is true even if an individual is marking time until he or she gets into a better carrier area. The trick is to enjoy your present job while you prepare for a better one. Many people gain considerable satisfaction from doing ordinary jobs. They make quality time out of their working hours no matter what their assignment may be. So, from the discussion we can say that job Satisfaction and different aspects of their job. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed, job satisfaction is an attitudinal variable. In the part, job Satisfaction was approached by some researcher from the perspective of need fulfillment- that is whether or not the job meets the employees physical and psychological needs for the things provided by works such as pay. LEVELS OF SATISFACTION Job Satisfaction varies. Researcher suggests, the higher the prestige of the job, the greater the job satisfaction. But, many workers are satisfied in even the least prestigious jobs. They simply like what they do. -Most workers like their work if they have little supervision. -The list satisfied workers are those in service occupations and managers that work for others.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   -Ethnic and religious orientation is associated to work attitudes and Job Satisfaction is related to education. EFFECTS OF JOB SATISFACTION ON ATTITUDES OF THE EMPLOYEES The term Job Satisfaction and Job Attitude are used interchangeably. Both refer to effective orientations on the part of the work that the individual is presently doing. Positive attitudes towards the job are conceptually equivalent to job satisfaction and negative attitude toward the job indicates job dissatisfaction. However, there is some difference between the terms attitude and satisfaction. Attitude refers to predisposition to respond. But job satisfaction, relates to performance factors. Attitude reflects ones feeling towards individuals, organizations and objects. But satisfaction refers to ones attitude to a job. Attitudes are generally enduring. But, Job Satisfaction is dynamic; it can decline even more quickly than it developed. RELATIONSHIP BETWEEN JOB SATISFACTION AND PRODUCTIVITY OR PERFORMANCE The traditional view that a happy worker is a productive worker does not support todays complex relationship between job satisfaction and productivity. Performance leads to two kinds of rewards-intrinsic and extrinsic. The intrinsic rewards such as growth, challenging job, etc stem from the job itself and extrinsic rewards are under the control of management such as salary, bonus etc. Intrinsic rewards are more closely related to satisfaction. For instance, if a worker performs well on a challenging assignment, he gets an immediate feeling of satisfaction. In practice, there may not be a direct cause and effect relationship between job satisfaction and productivity at lower levels because productivity is determined by outside factors like speed of machine, quality of materials, type of supervision, etc. However, the satisfaction-performance relation may be stronger for people working as professionals, or in supervisory and managerial positions. IMPACT OF JOB SATISFACTION ON ABSENTEEISM Absenteeism: By absenteeism we mean a condition that arises when an employee fails to come to work when he is scheduled to work. The study of absenteeism is very important because excessive absenteeism tells upon the productivity of the organization. At the time, when production is at the peak and skilled labour is scarce, the absence of some employees will be very much disruptiveÃÆ' · to production schedule. Excessive absenteeism involves a considerable loss to the organization because work schedules are upset and delayed, and management has to give overtime wages to meet the delivery dates. Impact: There is a negative relationship between satisfaction and absenteeism, through the correlation is not high. It makes sense that dissatisfied workers are more likely to abstain from work as compared to the satisfied workers. But even the satisfied workers may absent themselves from work-place to enjoy a thee-day weekend or to watch a five-day cricket match. That means outside factors can act to reduce the correlation between dissatisfaction and absenteeism. IMPACT OF JOB SATISFACTION ON EMPLOYEE TURNOVER It is predicted that under different economic cycle, different Human Resource Management practices have differential impact on employee turnover. Mainly in an economic recession, employees are less willing to quit their jobs because there are fewer employment options available. Unlike the relationship between satisfaction and productivity, the connection between job satisfaction and employee turnover is established beyond doubt. It has been demonstrated that workers who have relatively low levels of job satisfaction are the most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tends to have the highest turnover rates. When employees identify with organizational goals, they are less likely to leave the organizations to work for other. So in order to survive for a firm in a global economy, it is necessary to design effective human resource management that encourages the retention of high-performing employees, particularly among skilled employees. FACTORS AFFECTING JOB SATISFACTION Several elements contribute to job satisfaction. These are discussed below: Nature of work- Job Satisfaction is related to the aptitude of the employee. If the employee is given a work for which he has no aptitude, the job will provide no attraction to him. Hence the question of contribution, creativity or motivation does not arise. It is for the management that each worker gets the job of his own choice. Type of supervision- the employee-centered supervisory style enhances job satisfaction as the leader looks after subordinates carefully, displays friendship, respect and warmth etc., towards them. On the other hand, production-oriented leader may cause low job satisfaction to the employees and may affect the turnover and absenteeism adversely. Of course, it all depends on the situation. Working condition- Job Satisfaction is related to working conditions also. The work is more attractive if working conditions involve such facilities as adequate light, comfortable temperature, attractive surroundings, etc. Avenues of promotion- Promotional opportunities affect Job Satisfaction considerably. The desire for promotion is generally strong among higher level employees as it involves change in job content, pay, responsibility, autonomy, status and the like. It is no surprise that the employee promotion as the ultimate achievement in his career and when it is realized, he feels extremely satisfied. Nature of work-Group- It is the work-group that fulfils the need for social interaction of the members. If the worker has good relations with the fellow employees and the supervisor, he will feel satisfied. If the work-group enjoys a higher status, his Job Satisfaction will increase further. Employee Morale- If the employee morale in an organization is higher, satisfaction with job is likely to be higher and vice-versa. The workers will be loyal to the organization if their morale is higher. The rates of absenteeism and labour turnover will also be low because of psychological satisfaction from the job. Rewards System- Economic rewards ply a significant role in influencing Job Satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones need; and secondly, employees often see pay as a reflection of managements concern for them. Employees want a wage or pay system which is simple, fair, and in line with their expectations. When pay is seen as fair, based on job demand, individual skill level, and community pay standards, satisfaction is likely to result. What needs emphasis is that it is not the absolute amount paid that matters, rather it is ones perception of fairness of compensation. Employee Satisfaction is So Vital to Customer Delight A consistently high level of employee motivation and commitment are the key factors in developing a positive working environment for any business, claims Jonathan Crookall, group talent and learning director at Lloyds TSB in London. He says: A positive work environment starts with people having a clear sense of purpose and direction, as well as having the opportunity to participate, engage and be involved in that process. This includes giving your staff some degree of self-determination, and making sure that they know their objectives and specific goals. Clearly, an open environment of feedback, support and challenge from their boss and from the people around them is vital. We all spend a lot of time at work but if there is a clear sense of success, output and delivery connected to a clear goal and purpose then people will feel a lot more engaged and committed to what they are doing. Essentially, the overall workforce will be highly motivated if the alignment between what the organization is trying to achieve as a whole and what the individual employee is trying to do within their particular role is strong and coherent. In this context, it is particularly important for managers to be aware that the simple motivational tools of material reward and remuneration are only very basic factors in term of what attracts people to want to work at and commit to a particular organization, advises Crookall. As well as pay levels, research by the Corporate Leadership Council (CLC) found that people also joined organizations on the basis of career opportunity, organizational stability and its future prospects. When it comes to employees deciding whether or not to stay at a company, they are very much influenced by how they are developed as individuals, how they perceive the career path ahead of them, whether they work in a collegiate and supportive working environment, and of course, whether they have a good boss. A good boss can best be defined as someone who is clear about direction but also provides headroom for someone else in the team to come up with ideas and add something of them into the role. They must be able to strike a balance between being a good coach helping people to develop and see their way through problems and opportunities and a good role model with values that they practice as well as preach. Finally, a good boss will also have the ability to maintain a constant flow of feedback, communication and debate with their employees, which means regular one-to-ones and team meetings, and an open door, approachable style. Of course, it is not only individual employees who can benefit from productive working environments it is an organizations customer too, according to Crookall. He says: The direct correlation between levels of positivity within the workplace and individual customer satisfaction is crucial to Lloyds TSBs business operations. Theres no doubt that if employees are feeling good about their working environment then the customer feels it too. In other words, we are far more likely to satisfy a customers needs if we feel empowered and have the requisite authority to make decisions that can positively impact the customer. Indeed, the people who are committed and switched on to their organizations goals are more inclined to provide a positive customer experience. [Jonathan Crookall, as Group Talent and Learning Director at Lloyds TSB, is responsible for the banks talent management programs, leadership development strategies and approach for performance management] Employee Satisfaction Customer Satisfaction Are Closely Linked In the highly competitive business environment of today companies spend large amounts of money on marketing to increase their customer base but sadly they do not make efforts to increase employee happiness or satisfaction. They fail to realise that disgruntled staff equals loss of valuable customers. Companies often overlook the fact that their success lies in the happiness of their employees. Many organisations never attempt to find out if their employers enjoy and derive satisfaction from their work and if they are happy with their roles or feel valued and appreciated for their work. Their response to these queries will be a major influence in what employees say and do within and outside the company that can affect its image. Employers who do not undertake such employee surveys are unaware that employees impact the bottom line and satisfied employees will be committed and loyal. They will project a positive image of the company and willingly do their best to satisfy customers. Many research studies have highlighted the correlation between employee satisfaction and good customer service and as a consequence more profits. The studies reveal a distinct link between these factors. Some key findings: Customer satisfaction and loyalty directly impact profit and growth of the organisation Better customer service means customer satisfaction and based on positive interactions with employees by customers, advocacy of the company by them to others Satisfied employees provide better customer service Congenial work environment translates to employee satisfaction In essence, employers should have employee and customer satisfaction on their priority list when planning for business growth. For formulating such plans they need constant feedback from both. Any strategy for growth should be based on the belief that if employee satisfaction, loyalty and commitment can be gained then it will automatically lead to customer satisfaction and loyalty and consequently the growth of the business. The link between happy employees and customer satisfaction is termed as the value profit chain. An important aspect of this chain is the role of employees. Without doubt employee behaviour and attitude to work has a lot to do with the work environment. A positive environment leads to greater employee satisfaction whereas a negative one mars employee performance. A Gallup survey of employees on workplace conditions that created a positive environment revealed the following: Employees are happy when they are allowed to do what they are good at When their opinion is taken into account When there is a correlation between employee goals and organisational goals Above all employees need to feel valued for their contribution to the companys growth. Fair compensation with employee participation in the decision making process will increase employee engagement. Open communication lines between the employer and employee are equally important. Information regarding the companys performance and its vision will provide employees motivation and a cause to work for. The belief that money is the sole motivating factor for employee happiness is outdated and also the belief that they should be thankful for having a job. Employers who think that any investment or effort towards increasing employee satisfaction is a waste will see little growth of their business unlike those who adopt a more holistic approach and work towards increasing employee happiness. These smart employers will ensure their companys growth. Some pointers to increase employee happiness: The management should identify the factors that motivate employees to come for work and help them in achieving their goals They should be empowered to do the work they are hired for. Constant monitoring and micromanaging can be stifling and hamper performance. They need to be given some autonomy and treated with respect. Employees need to be kept informed and their involvement in the decision-making should be encouraged. The management has to clearly communicate its expectations to the employees regarding the quality of work, honesty, performance standards and work ethics. Those who are above par must be given due recognition. The best talent should be hired and after providing them the initial guidance, they should be allowed to work on their own. These measures can ensure employee happiness, which will be obvious from the way they handle customers. Amiable relationship with clients/customers results in happy customers who give positive publicity to the company. This is a continuous and mutual process because employee attitude and behaviour results in satisfied customers and when they are happy employees are inspired to work better and improve the quality of service. The first priority of any organisation should be to make employees happy and customer satisfaction will naturally follow. RESEARCH OBJECTIVES OBJECTIVE: The main objective of this Dissertation is to study the level of employee satisfaction in the Orient Craft (A Garment Export organization, based in Gurgaon). Therefore the main objectives of this research study are:- To assess and evaluate the level of satisfaction (high or low) of the employees of Orient Craft To know the factors/reasons from the employees of Orient Craft which are necessary for increasing their satisfaction level LIMITATIONS AND SCOPE It was very difficult to catch most of the employees at a time when they were needed. All the employees could not be contacted for the survey Issue of biasness can not be denied RESEARCH METHODOLOGY Small Introduction: Research methodology is a way to systematically solve the research problem. When we talk about research methodology we not only talk of the research methods but also consider the logic behind the method we used in the context of our research study and explain why we are using a particular method or technique and why we are not using others so that research results are capable of being evaluated either by the researcher himself or by others. Most common Methods and Techniques of research are as: Library Research Analysis of documents Field Research Non participant direct observation Questionnaire Personal interview Group interview Telephone survey Asfar as this dissertation concerns my study was based on to measure the employee satisfaction level among the employees of Orient Craft. Hence, for that purpose I need to use Field Research Method under this method I have used Questionnaire, Personal Interview and Direct observation techniques for perfect results MANAGERIAL USEFULNESS OF THE STUDY This study was very much useful for me to understand the management functioning and its applicability in the organization. During this survey I have interacted with most of the employees personally and observe lot of things and must say learnt a lot of practical thing from those people. But as we are talking about managerial usefulness of this study so, as I conducted survey with the help of well-formatted questionnaire, all feedbacks were kept by the management for their future studies as secondary data which will be used during promotion, while introducing new policies, decision making etc. My over all study was taken very seriously and management also asked me about my interpretations and its usefulness. So, finally overall study and surveys were really useful and enjoyed by me and the management also showed their interest in the whole study and gave me positive response all the time. SELECTION OF SAMPLE (Sample size) As for as sample size is concerned, I tried to target all the employees of my organization as a sample, but only succeeded in getting the responses from 60 employees DATA COLLECTION For the data collection I have followed field survey methods questionnaire technique, personal interview and direct observation methods to collect the data.   RESEARCH HYPOTHESIS FORMULATION HYPOTHESIS FORMULATION In this section the research questions are based on the question forming the hypothesis to find the degree of correlation between various independent factors. HYPOTHESIS 1: To find out whether there is a relationship between the job satisfaction and employee productivity. NULL HYPOTHESISHO: A HAPPY WORKER IS NOT A PRODUCTIVE WORKER ALTERNATE HYPOTHESISh3: A HAPPY WORKER IS A PRODUCTIVE WORKER The calculated value (10.9) is smaller than the observed value (9.22). Hence, Null hypothesis rejected. It means that there is a strong relationship between the job satisfaction of an employee and his/her performance. That is to say that a happy worker may become a productive employee. This relationship of job satisfaction and employee productivity has been clearly stated, proved and presented under the section data analysis through graphs. DATA ANALYSIS 1) NUMBER OF YEARS SPENDS IN THE COMPANY TOTAL NO OF YEARS NO OF RESPONDENT PERCENTAGE 0-05 30 60 05-10 10 20 10-15 06 12 15-20 04 08 Interpretation: From the above graph we came to know that 60% of the employees were working in Orient Craft from 0-05 years, 20% from 05-10 years, 12% from 10-15 years and 08% from 15-20 years 2) SATISFACTION FROM CURRENT JOB SATISFACTION NO OF RESPONDENT PERCENTAGE YES 42 84 NO 08 16 Interpretation: From the above data we came to know that 84% of employees were satisfied with their current job and only 16% were dissatisfied. 3) SATISFACTION FROM COLLEAGUES SATISFACTION NO OF RESPONDENT PERCENTAGE YES 40 80 NO 10 20 Interpretation: From the above data we came to know that 80% staffs were satisfied with their colleagues and only 20% were dissatisfied. 4) INFLUENCE TO DO THE BEST JOB IN THE ORGANISATION INFLUENCES NO OF RESPONDENT PERCENTAGE IMMEDIATE BOSS 36 72 SUBORDINATE 00 00 CEO/MD 08 16 INNER MOTIVATION 06 12 Interpretation: From the above data we came to know that 72% of the employees were influenced with their immediate boss, 16% from CEO/MD, 12% from their inner motivation to do the best job in the organization. 5) MOTIVATION BY THE SUPERIOR RESPONSES NO OF RESPONDENT PERCENTAGE STRONGLY AGREE 28 56 AGREE 16 32 NEUTRAL 06 12 DISAGREE 06 00 STRONGLY DISAGREE 00 00 Interpretation: From the above data we came to know that 56% of the employees strongly agree, 32% agree, 12% were neutral in saying that they are motivated by their superior. 6) FAIRLY EVALUTION OF PERFORMANCE RESPONSES NO OF RESPONDENT PERCENTAGE STRONGLY AGREE 14 28 AGREE 20 40 NEUTRAL 12 24 DISAGREE 04 08 STRONGLY DISAGREE 00 00 Interpretation: From the above data we came to know that 28% of the employees strongly agree, 40% agree, 24% were neutral and 08% disagree in saying that their performance is fairly evaluated. 7) PERFORMANCE AND LOYALTY ARE RELATED TO REWARDS BY THE SIDE OF THE ORGANISATION RESPONSES NO OF RESPONDENT PERCENTAGE STRONGLY AGREE 10 20 AGREE 18 36 NEUTRAL 16 32 DISAGREE 06 12 STRONGLY DISAGREE 00 00 Interpretation: From the above graph we came to know that 20% of the employees strongly agree, 36% agree, 32% were neutral and 12% disagree that their performance and loyalty are related to rewards by the side of the organization. 8) SATISFACTION WITH INCENTIVES SATISFACTION NO OF RESPONDENT PERCENTAGE YES 30 60 NO 20 40 Interpretation: from the following data, we came to know that 60% of the employees were satisfied with their incentives and 40% were dissatisfied. 9) SATISFACTION WITH THE POLICY OF THE COMPANY SATISFACTION NO OF RESPONDENT PERCENTAGE MORE SATISFIED 10 20 PARTIALLY 34 68 NOT SATISFIED 04 08 Interpretation: From the following data, we came to know that 20% of the staffs of Orient Craft were more satisfied, 68% were partially satisfied and 08% were not satisfied with the policy of the company. 10) WORKING CONDITION INSIDE ORGANISATION COMFORTABLE OR NOT RESPONSE NO OF RESPONSES PERCENTAGE YES 46 92 NO 04 08 Interpretation: From the following data, we came to know that 92% of the employees were comfortable with the working condition inside the organization, while only 08% were not comfortable. 12) ENJOYING DOING WORK MORE INNOVATIVELY RESPONSES NO OF RESPONDENT PERCENTAGE STRONGLY AGREE 16 32 AGREE 24 48 NEUTRAL 10 20 DISAGREE 00 00 STRONGLY DISAGREE 00 00 Interpretation: From the above data we came to know that 32% of the employees strongly agree, 48% agree and 20% were neutral in saying that they are enjoying doing their work more innovatively. 13) FLEXIBITITY AND INDEPENDENCY ALLOWED IN TAKING DECISION IN JOB SATISFACTION NO OF RESPONDENT PERCENTAGE HIGHLY SATISFIED 18 36 PARTIALLY 30 60 NOT SATISFIED 2 4 Interpretation: From the above data we came to know that 36% of the employees were highly satisfied, 60% were partially satisfied and only 04% were dissatisfied in saying that flexibility and independency is allowed in taking decision in their job. 14) SKILLS ARE PROPERLY UTILISED OR NOT SATISFACTION NO OF RESPONDENTS PERCENTAGE HIGHLY SATISFIED 16 32 PARTIALLY 20 40 NOT SATISFIED 12 24 Interpretation: From the following data we came to know that 32% of the employees were highly satisfied, 40% were partially satisfied and 24% were not satisfied in saying that their skills are properly utilized. 15) FREQUENT STRESS OUT AT WORK RESPONSES NO OF RESPONDENTS PERCENTAGE STRONGLY AGREE 10 20 AGREE 18 36 NEUTRAL 08 16 DISAGREE 08 16 STRONGLY DISAGREE 06 12 Interpretation: From the following data we came to know that 20% of the employees strongly agree, 36% agree, 16% were neutral, 16% disagree and 12% strongly disagree in saying that they got frequent stress out at work. 16) FULFILLMENT OF CARRIER GOALS AND ASPIRATIONS BY THE ORGANISATION RESPONSES NO OF RESPONDENT PERCENTAGE STRONGLY AGREE 12 24 AGREE 22 44 NEUTRAL 08 16 DISAGREE 08 16 STRONGLY DISAGREE 00 00 Interpretation: From the above data we came to know that 24% of the staffs of orient craft strongly agree, 44% agree, 16% were neutral and next 16% disagree in saying that this organization is fulfilling their carrier goals and aspiration. 17) SATISFACTION WITH THE METHOD OF CONFLICT MANAGEMENT IN THEORGANISATION SATISFACTION NO OF RESPONDENT PERCENTAGE HIGHLY SATISFIED 12 24 PARTIALLY 28 56 NOT SATISFIED 10 20 Interpretation: From the following data we came to know that 24% of the employees were highly satisfied, 56 were partially satisfied and 20% were not satisfied with the method of conflict management in the organization. 18) SATISFACTION WITH THE PROMOTIONAL POLICIES SATISFACTION NO OF RESPONDENT PERCENTAGE YES 36 72 NO 14 28 Interpretation: From the above data we came to know that 72% of employees were satisfied with the promotional policies of the company. While 28% were dissatisfied. 19) SUGGESTION FOR CHANGES OF HR POLICY FOR THE COMPANY SUGGESTION NO OF RESPONDENT PERCENTAGE PAYROLL REVISION 10 20 PROMOTION 10 20 TRAINING AND DEVELOPMENT 16 32 OTHERS 14 28 Interpretation: From the above data we came to know that 20% of the employees suggests for payroll revision, next 20% for promotions, 32% for training and development and remaining 28% for other changes of HR policy of the company. SWOT ANALYSIS SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. SWOT analysis can be extremely beneficial to those who objectively analyze their company. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS STRENGTHS    WEAKNESSES 1) High quality of products with   1) Wastage of garments while the use of high technologies manufacturing. 2) Primary aim is customer satisfaction. 2) Dissatisfaction among some of the employees due to company policy. OPPORTUNITIES THREATS 1) Upcoming technologies for 1) arrival of new competitive advancement products in the market. 2) Upcoming new customers. 2) Implementing new regulations in the company. CONCLUSION IMPLICATIONS In my study, as I have done a research work through a survey in which I have interacted with many employees of the company of Orient Craft Limited. I conducted my survey through questionnaire of sample size of 50 employees. As my project was to find the job satisfaction level of the employees, I interviewed the employees. Then the information I have got I tried to assemble those data, which I have collected in most appropriate manner. After the findings I have tried to come out in with analysis that is represented in the pictorial form that is bar diagram and pie chart then made the percentage of the employees who are satisfied and those who are dissatisfied with their job. After analysis I found that maximum staffs working in Orient Craft are satisfied with their job. However, few of them are also dissatisfied because of the lack of good policy of the company. In concluding remarks, it will be appropriate to say that most of the employees are satisfied with their current job in Orient Craft Limited. I came in contact with some employees who were working for 15-20 years in the company. When I asked are they satisfied with their job? Reply I got was I am fully satisfied thats why I am here from last 20 years. From my study I came to know that 84% of the employees are satisfied with their job and only 16% are dissatisfied.80% employees are satisfied with their colleagues and only 20% are dissatisfied. 72% employees were influenced by their immediate boss, 16 from CEO/MD, and 12% from inner motivation. 56% strongly agree, 32% agree and 12% are neutral in the reply that their superior is properly motivating them. 60% employees were satisfied from their incentive and 40% were dissatisfied. 20% are satisfied, 68% are partially satisfied and 08% are dissatisfied with their companys policy. 32% strongly agree, 48% agree, 20% were neutral in saying that they enjoy doing their work more innovatively. 32% were highly satisfied, 40% were partially satisfied and 24% were not satisfied in saying that their skills are properly utilized. 24% strongly agree, 44% agree, 16% were neutral and 16% were disagreeing with the concept that organization is fulfilling their carrier goals and aspirations. 72% are s atisfied with the promotional policies of the company and 28% were dissatisfied. 20% employees suggests for payroll revision, 20% for promotions, 32% for Training and Development and 28% for other type of changes for the company HR policy. It is time companies accepted the fact of competent employees leaving the organizations as and when they find more stimulating new jobs. There is no single reason that can be attributed to such migration, for each employee is driven by his intrinsic motivation. Hence compensation however attractive it might be, fails in retaining the talent on its own. Managing retention of talent has thus become a big challenge, though all is not lost. Companies must hook up their HRM practices to transform their workplace into exciting place so that no employee ever feels like leaving the organization. The top management team needs to first identify the causes behind the exodus and understand them. It is only after this that some good retention strategies can emerge.

The Issue Of Gun Control - 1714 Words

Interestingly pro-gun groups identify the reason for increased gun crimes as tightening laws and putting more restrictions on guns. According to Wooster College and a research that they conducted, many individuals who are pro guns believe â€Å"Gun control doesn’t protect people from violent crime, it increases it. Every region where gun control is high, there is a higher instance of gun violence and crime in general. In regions where there are less restrictive gun laws, you’ll see lower instances of crime and gun violence.† Regarding if this statement is actually true or not is not identified, however, this statement lines up with the idea that a person who is restricted will eventually find a way to get what they want, sometimes even if†¦show more content†¦Ã¢â‚¬Å"Those persons with guns in the home were at greater risk than those without guns in the home of dying from a homicide in the home (adjusted odds ratio = 1.9, 95% confidence interval: 1.1, 3.4 ). They were also at greater risk of dying from a firearm homicide, but risk varied by age and whether the person was living with others at the time of death.† (Dahlberg) Taking this quote from the article, it clearly outlines how they were able to prove that having a gun is increasing the risk of a violent situation. Whether it was a homicide or a suicide, having a gun meant that if an individual was aggravated enough, they would ultimately have access to a deadly weapon within the household. Suicide cases with guns are often times seen as a 100% kill rate, whereas other methods of suicide may not have as high of a death rate. To reiterate, Dahlberg quotes:â€Å"Persons with guns in the home were also more likely to have died from suicide committed with a firearm than from one committed by using a different method (adjusted odds ratio = 31.1, 95% confidence interval: 19.5, 49.6).† The ease of just pulling the trigger and ending one’s life is a very scary thought to think about. Thinking about this first study, it definitely raises the question of â€Å"What about those who practice safe and proper gun safety measures?†, to which Dahlberg answers in his study â€Å"Results show that regardless of storage practice, type of gun, or number of firearms in the home, having a gun in the home was

A Broken Taboo Free Essays

Several weeks ago the news about tragic death of a famous talented Hollywood actor of Australian origin Heath Ledger shook the world up. The 28-year-old actor is widely known for many roles, including his work in a controversial movie Brokeback Mountain, directed by a Far Eastern filmmaker Ang Lee. This movie became a milestone motion picture in the whole history of Hollywood, which sparked a lot of criticism and public debates. We will write a custom essay sample on A Broken Taboo or any similar topic only for you Order Now For the first time in cinema art male homosexual relationships were shown with a great frankness and openness, and there are certain concerns that breaking this taboo can have some far-reaching negative ethical consequences in the nearest future. The plot of the movie is based on complex and unorthodox love affair between two young cowboys, who were hired by a Wyoming ranch owner as herds, so they had to spend several months in isolation on the Mountain of Brokeback. Within this time a special bond was developed between the two men, which eventually evolved into a deep emotional and physical relationship. After finishing their job, the cowboys separated and started living their lives, had families, but the unique feelings they shared on the Brokeback Mountain were left as scars on their hearts to be carried on to the rest of their lives. Certainly, it was not the first motion picture featuring male homosexuality. Such movie stars as Antonio Banderas, Jason Alexander or Tom Hanks have portrayed homosexual characters before. But it is hardly possible to disagree that Brokeback Mountain demonstrated more frank and intimate sides of gay relationships which have been never shown on cinema screens to general public before. In my opinion, the movie with its several scenes involving affectionate embraces, a kiss, and so on, had too close focus on physical aspects of gay relationships, which were always skipped in modern media, especially in cinema art. That is why public reaction on Brokeback Mountain was absolutely contradictive. While many liberal critics and art specialists in America and Europe were pleased with the depth of the plot, good acting, music and high-quality production, many social activists from Christian fundamentalist or Family-oriented social groups expressed their concern about possible negative effects (especially on teenagers and youth) of publicizing male homosexual relations. Moreover, since homosexuality is a terrible irremissible crime in Islam, in more conservative and religious countries of the Middle and Far East, including the director’s homeland Taiwan, the film was banned or censored. Undoubtedly, Brokeback Mountain was not a cheap â€Å"B† movie. Many were fascinated with convictive acting of young Hollywood performers, and numerous awards received by the cast are the best recognition of this work. Besides, the movie teaches being tolerant and respectful to the feelings of other people. Nevertheless, with its too forthright covering of homosexual relationships, this motion picture can become the first step on the way to more frequent and freer employment of gay themes in modern cinema, as well as to more open popularization of the idea of male homosexual love. Certainly, it will affect our moral principles and aesthetic sensibility to a great extent. Brokeback Mountain is a multifaceted, unusual and quite difficult movie which evokes strong emotions and makes the viewers empathize. But the question remaining after viewing this screen version of a tragic story about gay cowboys is: whether our society is really ready to enjoy watching such relationship or not? Will the majority of us find beauty in male homosexual intimacy? In my opinion, the answer is not clear enough, because certain moral stereotypes and traditional values are still very strong in our modern society, even in such open-minded country as the U.S. Works Cited: Harris, Paul. â€Å"Hollywood to Break Last Taboo with Gay Cowboys.† The Guardian. Guardian Unlimited. 18 Jan. 2004. 11 Feb. 2008 http://www.guardian.co.uk/gayrights/story/0,12592,1125664,00.html. How to cite A Broken Taboo, Papers

ASS Database Design and Development †MyAssignmenthelp.com

Question: Discuss about theASS Database Design and Development. Answer: Normalization The sample solution of ASS database is used for mapping the ERD into a set of relations into 3 NF. The table Employee EmployeeID PK Full Name Street City State postCode Phone EmployeeType For making it in 3 NF the following new table is created Employee (EmployeeID PK, Full Name, Address (Street, City, State, postCode), Phone, Type, Noof ExperienceYears, Certificate Level) ClientID PK Full Name Street City State postCode Phone IsSenior The client table in already generalized and thus no changes are made in the client table Client (ClientID PK, Full Name, Address (Street, City, State), Phone, Seniority Level) The car table given in the example is RegnNbr PK Make Model Colour Produced Year Price Warranty Due date Purchasedfrom ASS To make it in 3NF the following table is created Car (RegNo PK, Make, Model, Colour, Manufacturing Year, Price, WarrantyDue Date, PurchasedFromASS) The service table given in the example is JobNbr PK JobDescription ServiceDate TotalCost The service table after normalization Service (JobNbr PK, JobDescription, Service Date, TotalCost, StartTime, FinishTime, LabourCost) Parts table before normalization PartID PK PartDescription PricePerUnit The parts table after normalization PartUsed (PartID PK, JobNbr FK, QuantityUsed, PartCost) The car and the client is selected from the relation and the functional dependency that exist with the relation are given below: Client (ClientID PK, Full Name, Address (Street, City, State), Phone, Seniority Level) Client has the following functional dependency and is given below ClientID FullName, Address, Phone, Level For the client table the client ID is the primary key and the transitive dependency are removed for normalizing the table into 3NF. The removal of the transitive dependency does not affect the database and still it can be joined to get the information about the client using the client ID. The risk of redundancy during the insertion of data in the table is removed my making the table into third normal form and removal of the dependency. Car (RegNo PK, Make, Model, Colour, Manufacturing Year, Price, WarrantyDue Date, PurchasedFromASS) The car table is created and the functional dependency of the car table is demonstrated below: RegNo Model, Maker, Color, ProducedYear, CarPrice, WarrantyPeriod The table contains the registration number of the car and the model, manufactured year, car price, WarrantyDue, PurchasedFromASS. The transitive dependency is removed from the table and normalized into 3NF for reduction of the redundancy of data and resolve the duplicate entry issues raised during the entry of data into the tables. The car table can be joined using the registration number and all the data required can be fetched by joining the tables. Implementation of Relational Database Microsoft Access is used for the development of the relational database of the system. Short Implementation report The two interesting things or procedures that were learnt during the advancement of the assignment is the preparation of the report and the removal of the transitive dependency between the tables. It is important to remove the transitive dependency between the tables for making the table in third normal form. The complexity faced during the development of the database is generalization of the table into 3NF but the previous solution was deeply analyzed for the preparation of the preparation of the database. The dateAdd and the Date methods was studied for the getting different outcomes from the database and the use of now() function is also studied for getting an effective result of the querry and fetch the date and time from the computer. The most complex task in the assignment The complexity of the assignment lies during the setting of the constraints in the car table i.e. the registration number and linking it with the other table i.e the customer to get the appropriate outcome of the querry. The complexity of the report was resolved by taking an input mask that is new and a lot of time is spend for the implementation. Bibliography Coronel, C. and Morris, S., 2016. Database systems: design, implementation, management. Cengage Learning. Harrington, J.L., 2016. Relational database design and implementation. Morgan Kaufmann. Hsieh, W.C.Y., Lloyd, A. and Veach, E.H., Google Inc., 2017. Systems and methods of increasing database access concurrency using granular timestamps. U.S. Patent 9,747,310. Kinser, A.S., Hammerle, P.P., Kinser, E.P., Lending, D.P. and Nightingale-Massart, J.P., 2013. Your Office: Microsoft Access 2013, Comprehensive. Prentice Hall Press.

Statistics Business Research Global Businesses

Question: Discuss about theStatistics Business Researchfor Global Businesses. Answer: Introduction Global businesses reflect the requirements of the external situations in such a way that highlights the major objectives of the business. This occurred due to the problems, what a business suffer. It is essential for the organizations to accomplish the business function by considering the all of the business laws and other regulations. On the other hand, it can be predicted that the workers in a prescribed method that in within the main principle of labor law. In addition, it can be stated that the clients of an organization predicts that the firms aimed to provide them greater quality of goods and services during the organization earned the profitability. The community predictions are basically inconsistent with the owner of the organization. The reason is as there is no certainty of profits to the organization. However, the community cannot be completely accepted due to the state consideration through regulations. In this purpose, it can be mentioned that the state considerations a re benefitted. The basic concept of this study is to identify the necessities of CSR activities within a business. In this context, it can be mentioned that corporate social responsibility is helpful to increase the performance of the employees of an organization by satisfying the employees. On the contrary, it can be mentioned that some researchers have identified that corporate social responsibility is required to follow in case of community considerations. In addition, it can be mentioned that corporate social responsibility has a greater competitive advantage in the business of any organization. As per the statement of Hilson (2012), corporate social responsibility can highlight the nature of the community considerations in such a manner that the outcome of such initiatives are included for each of the organizations. Isaksson, Kiessling and Harvey (2014) opined that corporate social responsibility is a program that an organization used to follow and develop the business operations depending upon the five corporate factors such as stakeholders, economic angle, community views, non monetary services and the environmental conservation. As per the recent research, it can be noticed that corporate social responsibility can carried out within the organization to achieve the moral, business ethics, economic and the legal responsibilities by the stakeholders of the organization. Therefore, it can be mentioned that economic responsibilities are such as profit making venture and also suit the clients necessities. On the other hand, legal requirements are helpful to formulate the prima ry objectives of a business. Furthermore, it can be mentioned that voluntary requirements are not necessary but the stakeholders of the firms predict them as the part of the objectives of the organization, which is the evidence of good stewardship. Problem Statement In case of most of the organizations, corporate social responsibility can predict the corporate sponsorship, which is dealing with the several financial as well as the social community disturbances. In this connection, it can be mentioned that most of the organizations followed the corporate social responsibility or consider the pressure from the stakeholders. Nevertheless, the stakeholders are not considered as the voluntary endeavor. Moreover, it can be stated that not voluntary corporate social responsibility is taking the initiatives, which has been followed in the present times to identify the effect of corporate social responsibility within the community. According to Kesavan, Bernacchi and Mascarenhas (2013), it can be added that some efforts have been developed by the organizations to implement the corporate social responsibility program between the organizational subordinates and the consumers. It is rising in a difficult way to formulate the CSR program. Therefore, the purpose of this study is to highlight the impact of corporate social responsibility on the performance of an organization. Research Questions The main focus of this study is to identify the influential factors to implement the corporate social responsibility function within an organization. As a result, the objectives of this research will be to estimate the which financial factor make an impact on the formulation of corporate social responsibility function in an organization. It will be benefitted to estimate the management determinants to formulate the corporate social responsibility within the organization. Moreover, it can be stated that the investigation of the effect of governmental policy on the formulation of corporate social responsibility activities can determine whether the workers skills reflects the formulation of the CSR program. In this connection, the researcher will develop several questions such as: To critically examine how the financial factors reflect the corporate social responsibility program of a firm? To critically evaluate how the management support reflect the formulation of the corporate social responsibility program of a firm? Does the governmental policy reflect the formulation of corporate social responsibility program in a firm? Does the skill of the workers reflect the formulation of corporate social responsibility program of a firm? Background of the Research and Research Gap In this section, the researcher will review the empirical literature. This literature will highlight the several theories and models of books and the journals. The literature is also benefitted to identify the literature gap. This literature will be helpful to make a connection between the objectives and the outcome of the study. Nevertheless, Martnez and del Bosque (2013) criticized that as per the Baldrige criteria of the performance excellence can show the importance of CSR program as the part of the leadership model. This will be in turn helpful to lead to the quality for the better performance. The initial 1988 characteristics has focused to the connection with the organizational sustenance of guaranteeing the quality as well as the betterment initiatives beyond the organization. Moreover, the implementation of CSR initiatives is comparatively costly. Therefore, it can be stated that sometimes the implementation of CSR initiatives over the advantage, which may accumulate from these initiatives. In this connection, it can be mentioned that the cost may range among the ten to twenty percent of the overall cost as the cost of changing the organization's CSR initiatives is the major concerns before the implementation of corporate social responsibility. As per the opinion of McShane and Cunningham (2012), formulation of the corporate social responsibility program needs to change how the workers and the managers carry out the organizational responsibilities. This will assure that the organization will competitive against the competitors. The owner of the organization requires to understand the magnitude of the changing when they follow the corporate social responsibility. In addition, the organization also requires to consider some collection of changes that is the structure of the organization, the competitive environment and the strength of the competitive position. Managers support is a large factor, which is connected with the corporate social responsibility activities within a firm. In this context, it can be mentioned that this is depending upon the managements enthusiasm to reflect the plans of the CSR. Mirvis (2012) noticed that the managements support is a good indicator to implement the community assistance plan within the organization. The function, which does not have the backing of an organizations directors impedes the activities of corporate social responsibility program. Governmental policy will be helpful to implement the CSR program. Strategic planning highlights the organization of the internal resources of the organization to achieve the necessity of the external situations, therefore, the organisations can meet the strategic plan of the organization. Oberseder, Schlegelmilch and Murphy (2013) opined that the internal resources of a firm consist the financial resources and would be able to include the attributes of the individuals. Employee skills consider the expertise and knowledge, which is necessary for the performance on the allocated duties. This will significantly increase the productivity as well as can minimize the errors. This is essential for the team work in case of recruitment procedure. Training method reflect the job training, operating schools and this will duplicate the shop condition for the learners formerly to put them on the shop floor of classroom training, electronic training satellites or other updated technology in case of the recruitment procedure. The purpose of this training session is to increase the skills of the employees. As per the concept of literatures regarding the CSR program, researchers mainly aimed to the mitigation of the gap between the content of the present study and the previous study. Therefore, the researcher has highlighted the factors such as financial factors, management support, governmental support and the skill of the employees. In addition, the researcher has aimed to the development of corporate social responsibility program for the organisations of the other nations, mostly the organisations of Australia. Hence, it can be mentioned that this research paper has focused to mitigate the research gap by the investigation of the determinants. This will influence the formulation of the activities of corporate social responsibility program in the organisations of Australia. Research Methodology This study will conduct a descriptive cross sectional research technology. Descriptive design is used during the data collection approach. This design will be considered in order to discuss the phenomena as it already exists and can recognize and can obtain the information on the nature of a definite problem or issue. This method is preferable to collect the larger data within a short period of time. The researcher will choose those employees as the respondents, who are working with the organization more than one year. Therefore, it can be stated that employees, who are working in the organization for less than one year, will not be considered for the interview method. On the other hand, it can be mentioned that the researcher of this study will conduct the interview method for the data collection approach. In this respect, the researcher has developed several research questionnaires. The survey questionnaires were both open ended and close ended as well. IN order to test the research hypothesis, the researcher will develop a five point likert scale will be followed. Moreover, these survey questionnaires will be self administered. Expected Outcome After analyze the entire study, it can be mentioned that corporate social responsibility has a positive impact in the performance of the organization. In this connection, it can be added that the relevant literature review will be helpful to compare the outcome of this study with the former studies on the formulation of the importance of CSR program in an organization. Bibliography Ditlev-Simonsen, C.D. and Wenstp, F., 2013. How stakeholders view stakeholders as CSR motivators. Social responsibility journal, 9(1), pp.137-147. Hilson, G., 2012. Corporate Social Responsibility in the extractive industries: Experiences from developing countries. Resources Policy, 37(2), pp.131-137. Isaksson, L., Kiessling, T. and Harvey, M., 2014. Corporate social responsibility: Why bother. Organizational Dynamics, 43(1), pp.64-72. Kesavan, R., Bernacchi, M.D. and Mascarenhas, O.A., 2013. Word of mouse: CSR communication and the social media. International Management Review, 9(1), p.58. Kim, Y., 2014. Strategic communication of corporate social responsibility (CSR): Effects of stated motives and corporate reputation on stakeholder responses. Public Relations Review, 40(5), pp.838-840. Leonidas, P., Mary, G., Theofilos, P. and Amalia, T., 2012. Managers Perceptions and Opinions towards Corporate Social Responsibility (CSR) in Greece. Procedia Economics and Finance, 1, pp.311-320. Martnez, P. and del Bosque, I.R., 2013. CSR and customer loyalty: The roles of trust, customer identification with the company and satisfaction. International Journal of Hospitality Management, 35, pp.89-99. McShane, L. and Cunningham, P., 2012. To thine own self be true? Employees judgments of the authenticity of their organizations corporate social responsibility program. Journal of business ethics, 108(1), pp.81-100. Mirvis, P., 2012. Employee engagement and CSR. California Management Review, 54(4), pp.93-117. Oberseder, M., Schlegelmilch, B.B. and Murphy, P.E., 2013. CSR practices and consumer perceptions. Journal of Business Research, 66(10), pp.1839-1851. Prez, A. and Del Bosque, I.R., 2012. The role of CSR in the corporate identity of banking service providers. Journal of Business Ethics, 108(2), pp.145-166. Rangan, K., Chase, L. and Karim, S., 2015. The truth about CSR. Harvard Business Review, 93(1/2), pp.40-49.