Special education paraphrase Essay Example | Topics and Well Written Essays - 750 words - 1

Special education paraphrase - Essay Example Normally different professionals have various levels of commitment to collaboration. Thus, their perceptions coupled with one’s standpoint determine the number of chances one will have to take part in collaboration or whether much of the work will be completed without much support. 2. Communication skills-Communication skills comprise facial expressions, posture as well as other nonverbal signs in addition to the choice words and the way they are expressed. Communication skills can easily be taught and learnt in various university courses. Collaboration can greatly be developed or inhibited by communication skills. When one is positively interacting and all is well one need not have exceptional communication skills. Nevertheless, communication skills are crucial in awkward or controversial situations. Communication skills cannot be developed overnight and they should be practiced so that one may have them handy when situation demands. The following strategies and concepts are particularly crucial for educators in addition to illustrating the significance of communication skills for purposes of collaboration; One should start with listening so as to enhance his/her communication skills for collaboration. Listening can be challenging due to interruptions that may arise such as when having other thoughts of maybe another student or an upcoming conference may make someone so tired thus making it hard to follow what the speaker is saying or the information being said may confuse somebody.Secondly effective communication skill takes place when you encourage someone else to continue speaking by use of nonverbal signs. For instance when a mother is explaining the favorite play activities of her child, one’s smile is likely to positively influence the mother to say more. In addition communicating through one’s body conveys crucial messages without interrupting the speaker. Thus for instance when one is nodding and

Once You Open Your Eyes Essay Example for Free

Once You Open Your Eyes Essay When a human being is a victim, they need to have courage and follow their ways, no matter what others say. Jem and Scout see people become victims of prejudice, rumors, poverty, and other atrocities in their own little town, as they grew older. In To Kill a Mockingbird, the children learn life lessons from witnessing people striving to survive different situations within Maycomb. When a challenge causes one to struggle, the children see that person, or themselves, have to have courage to do as they have before. Jem and Scout see their small town judge the Radleys, but the Radleys still do what they have done for as long as any single person can remember. They never talk to their neighbors or open their doors and windows on Sunday. Since they have odd habits, from other’s perspectives, and keep to themselves, citizens of Maycomb start rumors about them, saying â€Å"Radley pecans [will] kill you† (Lee 9). These rumors criticized the Radleys and made people afraid of them. Calpunia had something to say about them, stating one day that Mr. Radley was â€Å"the meanest man God ever blew breath into† (Lee 12). Since he was â€Å"mean,† that held more rumors to be made about them. The stories make children believe Boo was locked up in a damp basement in the courthouse for years and is now chained up in his house. The Radleys stay the way they are; despite the rumors, remaining removed from human contact. The Radleys are victims of misunderstanding and people’s cruel stories â€Å"unwilling to discard their initial suspicions† (Lee 9). Jem and Scout witness the Radleys to stick to their ways since they go against the crowd, despite society’s wants. The Finch children begin to notice many children’s families are victims of poverty, especially the Cunninghams, but the Cunninghams are different; they never take charity or have to depend on others. The Cunninghams are one of the poorest families in Maycomb, but they have the strongest determination to survive; and are the hardest workers. They have a great deal of pride and are respectable people. â€Å"‘The Cunninghams never [take] anything from anybody, they get along with what they have,’ † states Scout (Lee 20). Walter Cunningham would not even take a quarter of a dollar to buy a lunch because of how he was raised. The Finch children realize the Cunninghams are a brave family to live under their circumstances and not accept anyone else’s charity. If one does not accept others’ charity, they suffer more and do not always know when they are receiving their next paycheck. It is scary to not know these things, but the Cunninghams are proud and brave when to not accept the offerings of other people. The Finch children understand this from listening to Atticus talk about the Cunningham family. Tom Robinson suffered because of people and their prejudice beliefs. He also suffers from others misdeeds and died as innocent as a mockingbird. Jem becomes a victim when Tom Robinson was found guilty. He realizes the court does not always work. Jem became a victim of the system’s flaws and shortcomings. He used to believe that the court always worked, but learned it did not, when a jury found a clearly innocent man guilty. This crushed him, but it made him grow up and learn to accept things like this, because when maturing, one has to realize the world isn’t perfect. He had to have courage to accept this factor in life. It is a atrocious crime to take a persons life to merely keep the truth in the shadows; but with the pain of Tom’s death blooms a new hope of equality for the town of Maycomb, with just a baby step. Like all other children, Scout and Jem have to face all the challenges of growing up, but they have to keep going on with their lives, no matter what problems arise for them. Scout experiences the challenges of growing up when her aunt moved in. She criticized Scout for wearing pants and not acting in a lady-like manner, but that was only a small problem, and Scout stayed herself. She kept wearing pants and speaking her mind because she wanted to be an individual. Scout is surprised by prejudice, while going up. She was not aware that prejudice existed. She witnesses others victimize each other because they are different, either because of their color, friends, how they act, or many other reasons. She learns and sees this happen when listening to neighbors gossip about the Radleys, her teacher bad-mouth African Americans, or even her own self be criticized by the way she speaks her mind. Scout does not understand why people are like this, putting labels on certain types of people, like African Americans, saying â€Å"all Negroes lie, that all Negroes are basically immoral beings, that all Negro men are not to be trusted around our women† (Lee 204). Scout knows that not all people are perfect. She has to accept that some humans do not always treat others with kindness. Both Jem and Scout have to be brave and deal with the changes in the world. Scout and Jem learn from people, or themselves, when they are victims of different situations, but they are still brave. Atticus points out that real courage is when someone goes through life, still fighting, even if they are victims of prejudice, rumors, lies, hate, misunderstanding, or life’s shortcomings; to not give up even if you’ve already lost . Jem and Scout learn to keep their ways, adjust, and not judge people without knowing the full truth about them. They hope for the world to be a more understanding place.

Something for Everybody: Brooks’ Reasoning for Monsterism in Frankenste

Like all works that have been taught in English classes, Frankenstein has been explicated and analyzed by students and teachers alike for much of the twentieth and all of the twenty-first century. Academia is correct for doing so because Frankenstein can appeal to the interests of students. Students, teachers and experts in the areas of medicine, psychology, and sociology can relevantly analyze Frankenstein in their respective fields. However, Peter Brooks explains in â€Å"Godlike Science/Unhallowed Arts: Language and Monstrosity in Frankenstein† that Shelly had presented the problem of â€Å"Monsterism† through her language. According to Brooks, Monsterism is explicitly and implicitly addressed in Shelly’s language. While this may be correct, Brooks does it in such a way that requires vast knowledge of subjects that many readers may not be knowledgeable in. After summarizing and analyzing the positive and negative qualities of Brooks’ work, I will explai n how the connection of many different fields of study in literature creates a better work. Brooks attempts to prove his thesis by first explaining how the language in parts of the book relates to how the Creature is monstrous. He alludes to how the descriptions of nature in Frankenstein are more fearful when the Creature is around. For instance, a terrible storm occurs during the Creature’s creation and the â€Å"cold gales† in the icy glaciers of Mont Blanc surround Frankenstein when he meets the Creature for the first time after its creation (Shelly 80). Also commenting on the Creature’s story, Brooks finds that his lack of spoken language and attempt to understand these languages allude to the Enlightenment’s noble savage (594). Brooks then associates the Creature with Satan and many top... ...ttempts to relate many fields to his paper so that even if the reader didn’t know some of the scholars that were cited, the reader could glean the basic idea and then truly understand a section that interested you if you knew about the sources he was using. Works Cited Brooks, Peter. "Godlike Science/Unhallowed Arts: Language and Monstrosity in Frankenstein." New Literary History 9.3 (1978): 591-605. JSTOR. Web. 15 Oct. 2010. . Shelley, Mary Wollstonecraft, Walter James Miller, and Harold Bloom. Frankenstein, Or, The Modern Prometheus. New York: New American Library, 2000. Print. Yale Office of Public Affairs. Humanities and Social Sciences. Yale Professor Peter Brooks Wins Prestigious Mellon Award. Yale University News. Yale University, 16 Jan. 2008. Web. 21 Oct. 2010. .

Illusions Within the Great Gatsby

American Illusions in The Great Gatsby The American dream. Every American has his or her own ideals and preferences, but all share more or less the same dream. In The Great Gatsby, Fitzgerald explores what happens when this dream is taken too far. What is one to do when the dream begins to overshadow reality? What are the consequences when a successful man allows the dream to matter more than life itself? Fitzgerald tells all through the hopeless Gatsby, idealistic Nick, and ignorant Myrtle. Mansions, cars, jewels, and extravagant parties- what more could a person want?Gatsby had it all, yet he was still empty inside, craving more. All the riches Gatsby has mean nothing without his great love, Daisy. Gatsby strived to become successful for the sole purpose of capturing Daisy's heart. However, Gatsby's dream is an unattainable and hopeless dream for he can never win her love. Daisy and Gatsby live only miles apart, but their relationship is eons apart, as Daisy is already attached. Ga tsby is pursuing â€Å"a transcendent significance outside of society and beyond the notability of history† (Lynn 180).Gatsby is dreaming â€Å"the American dream† that anything is possible, but the tragic flaw within him is that he is living in the past and cannot see the destructive future that lies ahead. Gatsby says, â€Å"I'm going to fix everything just the way it was before,†¦ She'll see,† and he does not realize that he cannot make it the way it was before (Fitzgerald 114). When Gatsby does get the chance to prove himself to Daisy, it is already too late. According to Fitzgerald, â€Å"the whole caravansay had fallen in like a card house at the disapproval in her eyes,† (Fitzgerald 114).Gatsby's downfall is in the fact that he is unable to determine the fine line that divides reality and illusion in his life. The green light at the end of Daisy's dock burns bright for Gatsby, but Gatsby does not realize that he cannot ever capture the light. He continues to dream blindly. This is evident when Nick tells Gatsby that he cannot relive the past and Gatsby replies, â€Å"Why of course you can, old sport! † (Fitzgerald 116). Gatsby's dream of capturing Daisy's love is based on a fantasy of romance, but the truth is that Daisy is already taken and no amount of money or popularity can change hat. His obsession leads him to come out and profess his love for Daisy, but Daisy does not follow in suit and his dream is over. Nick sums up Gatsby by saying â€Å"He did not know that [his dream] was already behind him†¦ † Gatsby's â€Å"American dream† was a one-way street and, with unrequited love, Gatsby's dream can never come true. Gatsby's â€Å"American dream† leads him to protect Daisy and causes his subsequent downfall, death. Nick has a haughty and idealistic dream of America, which clouds his own judgment.Nick is more aware than Gatsby. He makes a clear distinction between fantasy and reality. N ick is able to separate romance from real life. He has a perfectionist vision of America, and he judges people against his ideal American society. Nick is the right person in the wrong city associating with the wrong crowd. Nick is raised in an idealist middle-west society â€Å"where dwellings are still called through decades by a family's name,† and where tradition is part of everyday life (Fitzgerald 184).Nick dreams the â€Å"American dream† that he can travel to the East and become wealthy and still have all the old-fashioned ways of his town. After spending a few months in the East, Nick comes to the realization that the East is corrupt, materialistic, and self-centered. Nick's view on life is based on Western morals and a â€Å"western† American dream; one to which the East cannot measure up. Nick follows his dream according to his western morals of hard work and righteousness, yet in the East he possesses â€Å"some deficiency† which made him â₠¬Å"subtly unadaptable to Eastern life† (Fitzgerald 184).Nick is portrayed as a young man who comes to the East to make his fortune, but finally goes back to the mid-west, horribly disillusioned. Nick is let down by his â€Å"American dream† and loses a part of his faith in society. Myrtle Wilson, like many other commoners among American society, has the â€Å"American dream† to move ahead and become successful. Myrtle is tired of her life as a â€Å"nobody from nowhere. † She wanted power, wealth, and fame. Myrtle's way out of the ruins of society and the valley of the ashes is Tom. Myrtle feels a sense of power and with Tom she is closer to her â€Å"American Dream. Myrtle, as many Americans do, dreams of moving up in the social ladder, up towards the extravagant parties of the rich- the ultimate â€Å"American dream. † Myrtle had no chance of moving up with George Wilson, and she ended up having an affair with Tom to get ahead. Myrtle does not re alize she is just a toy on the side for Tom, and her dream will not likely come true. Myrtle is too foolishly stuck in her optimistic and ideal world to realize that Tom will never take a chance at moving a step down the social ladder.The naive Myrtle dreams of moving ahead with Tom and towards the rich society, yet in the end it is carelessness of that same society which causes her death. Myrtle Wilson turns out to be the brutal victim of Gatsby's and Daisy's love affair, as she left in the street for death while Gatsby and Daisy drive off without any thought of what they had done. â€Å"They saw that her left breast was swinging loose like a flap and there was no need to listen for the heart beneath† (Fitzgerald 145).Myrtle just wanted to attain her â€Å"American dream† like many others, but her ambition and lust for power caused her to pay the ultimate price, death. The hopelessness of Gatsby, Nick's idealism, and Myrtle's dream all contribute to the illusion of th e American Dream. It is not simply American to dream, it is the duty of every person to dream. However, to dream too far and become too entranced and engrossed in one's dream leads to either destructive behavior, ruin, or to disappointment. The Great Gatsby is based on this idea of an â€Å"American dream. † However, dreams that are taken too far become harmful illusions.

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Hotel Industry Employee

Sample details Pages: 14 Words: 4287 Downloads: 5 Date added: 2017/06/26 Category Business Essay Type Descriptive essay Did you like this example? The hotel industry has long struggled to establish what truly makes hotel employees motivated and satisfied with their jobs. High employee turnover in the hotel industry is believed to be due to the nature of the work, its low pay, and its long working hours. Thus, to effectively address this turnover problem, employee motivation could be an on-going and critical issue for managers in hotel operations. (Chiang and Jang 2008) Chitiris (1990, 293) strongly emphasized the importance of motivation by stating that Motivation is the prime determinant of behaviour at work and that high ability and high levels of job training will not result in high performance if the individual is completely de-motivated or under-motivated at work. In addition to that, Lee-Ross (2005) elaborated on the significant connection between motivation in the workplace and practical organizational-based outcomes such as productivity, commitment, job satisfaction, intent to stay and burnout. Don’t waste time! Our writers will create an original "Hotel Industry Employee | Tourism Dissertation" essay for you Create order According to Robbins et al. (2008, 180), motivation can be defined as The processes that account for an individuals intensity, direction and persistence of effort towards attaining a goal. Intensity is concerned with how hard a person tries, and is generally the focus of motivation. However, high intensity is unlikely to bring favourable job-performance outcomes unless the effort is channelled in the right direction. Finally, the persistence dimension of motivation is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal. Fundamentally, Hackman and Oldhams (1976) theory of motivation is concerned with internal work motivation whereby a continuous cycle of motivation happens within the employee. In other words, the more effort expended on a job, the more motivated they would become. (Chiang and Jang 2008; Lee-Ross 2005) While on the job, motivation is important for individuals. In some theories (e.g. expectancy or equity), researchers predict variations in the evaluations of motivational outcomes, for example, by using remuneration. However, the evaluation of remuneration is usually only one of many outcomes and is often measured with little accuracy. (Mitchell and Mickel 1999) The biggest challenge of employee motivation is that employees often motivate themselves, based on their perception of what they want to achieve and how they can achieve it. However, if managers are aware of what their employees want from work, they can design a work environment that accommodates employees needs and desires. At the same time, well-informed managers may be able to avoid common pitfalls that tend to reduce employee motivation. (Simons and Enz 1995) If a company knows why its employees come to work on time, stay with the company for their full working lives, and are productive, then it might be able to ensure that all of its employees behave in that way (Kovach 1987, 58). Such a company would naturally have a competitive advantage over competitors that may be suffering from high absenteeism and turnover rates, costly re-training programs, and production slowdowns. Wiley (1997) emphasized that in the case of the lack of ability in employees, appropriate training can be implemented; while altering the work environment to promote higher performance is the key in the event of environmental problems. However, if motivation is the problem, the solution would be more complicated and testing. For motivational problems, the best source of information would be the employees. Responses by employees regarding what ignites and sustains their desire to work may lead the employer to redesign jobs, increase pay, change the working environment, or give more credit for work done. The key is that managers should always avoid the assumption that what motivates them will motivate their employees as well. Riley, Ladkin, and Szivas (2002) cited in Taylor and Davies (2004) that the World Tourism Organization announced tourism and hospitality industry as the worlds largest industry sector. Despite the concern about accurately quantifying the definition of tourism as an industry, for employment estimation purposes, it is considered to be one and a half times larger than the next industry. The accommodation sector has continued to exhibit growth over the last few decades, although at various rates, and is forecasted to continue this growth both in development and employment numbers. Therefore, a huge number of employees in the hotel industry are employed on an hourly basis due to meet the highly seasonal industry demand. A review of the literature indicates that there are problems in the hotel industry such as inadequate pay, low job security, limited training and development opportunities, and excessive turnover. (Cheng and Brown 1998; Deery and Shaw 1999; Pizam and Thornburg 2000; Karatepe and Uludag 2007). There are also problems pertaining to unsocial work hours and workloads in the hotel industry. (Karatepe and Sokmen 2006; Rowley and Purcell 2001; Karatepe and Uludag 2007) The studies of Lee-Ross (1993) added that these problems in the hotel industry seemed to be more extreme in the seasonal or casual employment sector. Understanding hotel employees attitudes and motivations has therefore become a useful area of research in the industry. (Wong, Siu, and Tsang 1999) Weaver (1988) argued that hotel managers have experimented with various motivational theories and methods over the years to address the problem of declining productivity among their hourly employees. However, most of these experiments have had minimal success, because they are based on reward systems that have little meaning for hourly employees. If hotel managers are able to satisfy employees needs and wants by understanding their underlying motivations better, it will play a part in retaining and motivating hotel employees. This, in return, will improve customer satisfaction in the long run. (Wong, Siu, and Tsang 1999) Iverson and Deery (1997, 71) noted that Turnover culture is best characterised as the acceptance of turnover as part of the workgroup norm. Alternatively, it is a belief held by employees that turnover behaviour is quite appropriate especially in the hotel industry. In the hotel industry, employees strongly require intelligence, job knowledge and skills, and time management ability. However, without motivation, an employee will not advance in his or her career. (Wong, Siu, and Tsang 1999) The amount of effort an employee inputs toward achieving the hotels goals depends on whether the employee believes that this effort will lead to the satisfaction of his or her own needs and desires. When a need or desire is unsatisfied, a person tries to reduce the tension. From this straightforward approach to motivating employees, the key to facilitating motivation lies with managers accurate understanding of what their employees want from their work. (Simons and Enz 1995) A category of motivational models is based on the assumption that personal growth and achievement is the primary motivating force among employees. These models emphasize on giving ones best efforts to grow and develop as an individual or to advance within the organization. This category of motivational theories includes Maslows theory of self-actualization, and Herzbergs theory of maintenance factors and motivational factors. Maslows theory of self-actualisation has no relevance in the work environment of hourly employees. On the other hand, career-oriented and salaried employees are more likely to be motivated by assurances that the organization will provide opportunities to actualize their full potential. (Weaver 1988) In relation to that, Herzberg divided working conditions into two sets of factors: maintenance factors and motivational factors. According to Herzberg, company policies, technical supervision, interpersonal relationships, salary and status, job security, working conditions, and personal life are maintenance factors; while advancement, recognition, achievement, possibility for personal growth, responsibility, and the work itself are motivational factors. Herzberg believes that maintenance factors do not have the ability to motivate workers. Many hotel managers might agree with this argument, since their early years in the industry were most likely to be characterised by unfavourable maintenance factors, yet they continued their career due to the presence of Herzbergs motivational factors. (Weaver 1988) Another argument of Herzbergs two-factor theory, also known as the motivation-hygiene theory, divides need satisfactions into extrinsic and intrinsic factors. The extrinsic factors (e.g. salary, working conditions, and job security) lead to job dissatisfaction if not met; but will not necessarily contribute to job satisfaction when they are met. The intrinsic factors (e.g. work itself, achievement, and recognition) are the actual motivators; they fulfil an individuals need for psychological growth. The extrinsic factors, on the other hand, merely prevent dissatisfaction. (Kovach 1987) Besides Maslows theory of self-actualization, the conditions of employment Herzberg views as motivational factors also do not apply to the work of hourly employees. In other words, hourly employees are less likely to be motivated by motivational factors that are related to personal growth and achievement. Weaver (1988, 41) stated that Other models attempt to motivate employees by using psychological rewards or punishment, or try to increase employees commitment and productivity by generating a sense of team or family spirit within the organization. These models may backfire instead since the overuse of threats or reprimands may serve as a strong force against motivation. Hostile and distrusting supervisors can dramatically shape employees working conditions, and, for many employees, can diminish motivation levels, argued Simons and Enz (1995, 23). McGregors Theory X and Theory Y and Ouchis Theory Z describe motivational approaches managers have employed specifically to motivate hourly employees (Weaver 1988). These theories are most likely to be applicable in the hotel industry due to its ever-changing, seasonal and labour-intensive nature. Theory X operates in the assumption that employees are lazy and have a strong dislike for work. Managers who agree with this view believe that employees will not be productive unless they are continually prompted and are punished by disciplinary action or the threat of dismissal for low productivity. (Weaver 1988) On the other hand, Weaver (1988) said that Theory Y is based on the assumption that an employees presence at the workplace indicates that he or she is willing to work. Proponents of Theory Y believe that guidance and positive feedback are sufficient to motivate hourly workers to work well. In recent years, many hotel groups have made a conscious change from Theory X to Theory Y management. This change should generally show positive results, since people respond better to encouragement and compliments than to prodding and punishment. However, employees may not always be willing to put out 100 percent effort just because their supervisor is being nice to them. In addition to that, Theory Z is based on the Japanese management model, which focuses on a strong company philosophy and a distinct corporate culture. Companies that develop a motivational model based on Theory Z try to convince employees that they are part of a team or family. Many hotels are starting to implement such motivational programmes in hope of cultivating a sense of family and loyalty within their employees. (Weaver 1988) Interestingly, Weaver (1988) found that hotel employees are often more sceptical than employees in most other industries. This may be due to the fact that they work in an environment where they see how people really behave when they are away from home. Hourly employees in the hotel industry are usually fully aware of what their interest are and are not easily motivated by programmes that they perceive as being unbeneficial and a waste of time. Lee-Ross (2005) stated that high motivation and subsequent job satisfaction can be achieved as long as an individuals job contains sufficient content variables such as skill variety and challenge. He also argued that the other process school states that these positive outcomes depend not only on content variables, but also on how workers evaluate the pros and cons of undertaking a job. Motivation factors including pay, monetary rewards, opportunity for advancement and promotion have been examined in the hotel industry. Also, other motivation factors such as job responsibility, recognition from people, job challenge, feelings of accomplishment, and development of self-esteem have been identified important for hotel employees. (Chiang and Jang 2008; Wong, Siu, and Tsang 1999) The importance of intrinsic and extrinsic work motivation for hotel employees may also vary in comparison to employees in other industries due to their intensive labour work, low pay, image of low status and few opportunities for advancement (Chiang and Jang 2008). In moving across cultures, motivational preferences become even more diverse. The preferences of employees are expected to differ across nations and cultures. (Fisher and Yuan 1998) It is valuable to know exactly what employees value, and whether subgroups of employees have differing preferences, so that reward systems can be appropriately targeted. Often, superiors misperceive the relative importance of various job characteristics for their employees. To the extent that they do (misperceive), they may adopt less than optimal motivation strategies because they misunderstand employees needs and wants. (Fisher and Yuan 1998, 517) The lack of attachment or loyalty plays a large part in the high rate of turnover among hourly employees. It also accounts for the lack of success of motivational efforts based on company loyalty or the promise of career advancement and personal growth within a company. (Weaver 1988) In 1946, industrial employees were asked to rank ten job reward factors in terms of personal preference. The results were as follows: (Kovach 1987, 59) Full appreciation of work done; Feelings of being in on things; Sympathetic help with personal problems; Job security; Good wages; Interesting work; Promotion and growth in the organization; Personal loyalty to employees; Good working conditions; and Tactful discipline. By 1986, the list looked like this: Interesting work; Full appreciation of work done; Feeling of being in on things; Job security; Good wages; Promotion and growth in the organization; Good working conditions; Personal loyalty to employees; Tactful discipline; and Sympathetic help with personal problems. In addition to comparing the employees factor rankings, the survey that was done in 1986 analysed the employees responses by subgroups (e.g. age and income). The underlying assumption was that the motivational effectiveness of the factors might vary according to gender, age, income level, job type and/or organizational level. (Kovach 1987) The 40 years of studies done by Kovach shaped the belief held by many motivational programmes that money does not matter (Simons and Enz 1995). Industrial employees seem to place more emphasis on intrinsic motivational factors compared to wages. In addition to that, in 1946 and 1986, supervisors were asked to rank job rewards as they believed employees would rank them. Their rankings remained almost the same for both years: (Kovach 1987, 59) Good wages; Job security; Promotion and growth in the organization; Good working conditions; Interesting work; Personal loyalty to employees; Tactful discipline; Full appreciation of work done; Sympathetic help with personal problems; and Feeling of being in on things. The rankings show that supervisors have a very inaccurate perception of what motivates employees. Supervisors assumed that employees were strongly motivated by the extrinsic factors and benefits given by organizations, thus leading to a mismatch of remuneration components. However, in 1992, the replication done by Wiley (1997, 268) in hotel employees showed a completely different set of rankings: Good wages; Full appreciation of work done; Job security; Promotion and growth in the organization; Interesting work; Personal loyalty to employees; Good working conditions; Tactful discipline; Feeling of being in on things; and Sympathetic help with personal problems. This could be due to the fact that hotel employees differed substantially from industrial employees. This difference in rankings indicates the need for different managerial strategies for motivating hotel employees, relative to those used for industrial employees. Hotel employees ranked good wages first, which may be a result of the relatively low wages of service-sector jobs. (Simons and Enz 1995) In addition to that, a research done by Charles and Marshall (1992) showed that Caribbean hotel employees may not have the same motivational preferences as those in developed countries. Whereas wages have not been found to be an important motivator in similar research conducted in developed countries, they were ranked highest among this group of Caribbean employees. Proper motivation of employees is vital as it is directly related with productivity and retention. Employees who are contented with their jobs, who feel challenged, and who have the opportunity to fulfil their goals will exhibit less destructive behaviour on the job. They will also be absent less frequently, they will be less inclined to switch jobs, and, most importantly, they will be more efficient. (Kovach 1987) Considering the evident relationship between employee and customer satisfaction, different approaches have been experimented in the attempt to improve employee satisfaction. Predictably, the list was led by compensation, although most anticipate this will become less important in the future. Employee recognition programmes, the opportunity for career advancement and exposure to training followed in order of impact. (Cline 1997, 24) The concept that employees may prefer interesting work over good wages is interesting, but the early studies were based on employees in the manufacturing industries. It seems very likely that hospitality employees preferences would differ from those of manufacturing employees in important ways (Simons and Enz 1995) as it has been shown in the research done by Wiley in 1997. An interesting point of view by Siu, Tsang, and Wong (1997) explained that job factors that are considered by employees to have the greatest motivating power are usually those that are least present in the job. Thus, managers should identify this gap and implement appropriate changes in the attempt of meeting employees motivational expectations. The ever-changing nature of the hotel industry has created and reinforced a turnover culture. Employees generally enter the industry with the belief that there is limited career development and promotional opportunity (Iverson and Deery 1997). However, other job reward factors may be able to attract, motivate and retain hotel employees through proper implementation. When trying to motivate employees, managers often forget that the desire to perform the job must come from within the employee and not from the supervisor. The level and direction of effort are set by employees, based on their perceptions of the most effective method to satisfy their personal desires. Managers could take employees desires into account in creating an environment, where properly directed effort will give employees some form of satisfaction. For many hotel employees, this ultimate motivational catalyst may involve some form of cash incentive and opportunity for growth. For others, it will focus on job security and good working conditions. (Simons and Enz 1995) Essentially, the human element in the hotel industry forms the basic determining factor for effective performance. Therefore, hotel management should strive to increase employees interest in their work and develop organizational structure and management policies as to create positive work environment in which a wider range of employee needs could be satisfied. (Chitiris 1988) The survey on Kovachs rankings of preferences of job reward factors was done by Wiley in 1997, where it was targeted specifically at hotel employees. An up-to-date comparison is deemed to be necessary especially with the current economic boom. The lack of current literature indicates that there is a gap in defining what really motivates hotel employees in comparison to what managers assume motivates employees these days. Also, different culture may affect the research findings if the survey was done in other countries, given that Rileys research was conducted in USA. 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