Zion National Park

All-throughout my young childhood I have experienced camping and hiking. It is something that I loved when I was a child, and still love to this very day. From 24 mile hikes in the Grand Canyon, swimming in the pools of Havasupai falls to my favorite, hiking in Zion National Park. Zion is a marvel to behold. The park consists of huge massive canyon walls that soar to the sky. I have walked all-throughout Zion and have experienced it first hand, it is indescribable until you see it first hand.The walls are of mostly sandstone which vary in many beautiful colors. One thing that I can say, is during sunrise and sunset the canyon walls look like a glittering diamond of assorted colors glowing in the sun.. The park is considered to have some of the most elaborate canyons in the United States. Zion consists of many canyons, high Plateau and mesas. The National Park is located at the edge the Colorado Plateau. It is here that one can notice that the rock layers have been changed, eroded to what is called, â€Å"The Grand Staircase†.The mazes of canyons and Plateau’s did not just form over night, but through millions of years of erosion and change. Scientist speculate that Zion was nothing but a flat basin close to sea level. As millions of years of sand, mud and lose gravel eroded change became noticeable. Streams and wind carried these lose materials and dropped them into sections or layers. On one of my research websites the author writes, â€Å"The sheer weight of these accumulated layers caused the basin to sink, so that the top surface always remained near sea level.As the land rose and fell and as the climate changed, the depositional environment fluctuated from shallow seas to coastal plains to a desert of massive windblown sand. This process of sedimentation continued until over 10,000 feet of material accumulated. †(http://www. scienceviews. com/parks/zion. html What I have come to realize is that the features of Zion will change as time passes. In 1000 years Zion could be a completely different place due to weathering and erosion. On my last visit to the Zion National park I noticed that there was a strange criss cross patterns in the stone.I was young and naive and thought that it was a man made phenomenon. Now however after much research I discovered what really caused the patterns. It is known as the Checkerboard Mesa and is made up of Sandstone. The checkered board like patterns are a direct cause of cross bedding, and also different layers of windblown sand. Another reason for the patterns are from years and years of erosion from the rock surface. Also weathering and the wetting and drying of the rock could have possibly caused the checkered cracks.Answers are everywhere we just have to look for them. Another grand feature of the Zion National park is the enticing Mt. Camel Tunnel. The Geology of Zion is very diverse and as I mentioned earlier is constantly changing. A perfect example of this is the Camel Tunn el. The tunnel is 1. 1 miles long and was created in the early 1900s. The first thing that I find amazing about this is that this was done during the early 1990s. This would prove to be very difficult today yet over a hundred years earlier people were cutting through 3000 foot think sandstone!On another reserach page it reads, â€Å"The Zion-Mt. Carmel Tunnel was a network of scaffolding, set up on the east side of the tunnel going across Pine Creek which flows below. Blasting was used to enlarge the hole and railcars hauled off debris. On the tunnel's south side, work was not an easy task because the drop-off of the canyon below is 800 feet. The whole process is considered a technological wonder and creating the Switchbacks, leading up to the tunnel, was even more difficult. †(http://www. zionnational-park. om/zion-national-park-geology. htm) My personal opinion is that there is nothing more beautiful then the world around us. I feel that everyone should visit Zion, or any o ther national park and witness the true beauty of the natural out door environment. The world is an all most living thing. It is constantly changing and becoming something new. Our existence on the earth is only a splint second compared to the geographic history of our earth. We should all strive to except this fact and learn about the natural changing world around us.

Combustible Liquids in Storage Tanks

Suppression of Flammable/Combustible Liquids in Storage Tanks Introduction The use, storage, and handling of flammable liquids or chemicals require appropriate measures to protect people from fires or explosions.Advertising We will write a custom essay sample on Suppression of Flammable/Combustible Liquids in Storage Tanks specifically for you for only $16.05 $11/page Learn More Experience has proven that poor safety practices when handling combustible or flammable liquids can be a major cause of explosions or fires that can cause injuries and at times death (Hildebrand and Gregory 21). Important terms Before looking at this subject, one must know various important terms relating to the subject. The flash point of a liquid describes the lowest temperature at which the liquid generates enough vapor to form an ignitable mixture with the air close to the liquid’s surface (NFPA 6s of these industries include but not limited to power plants, oil refineries as well as car manufacturing plants. Most of this facilities store their flammable liquids in atmospheric storage tanks. The sizes of these tanks may vary with some having a diameter as large as 350 feet and capable of holding quantities exceeding 1.5 million barrels of liquid (Hildebrand and Gregory 18). The classification of storage tanks is mainly based on the type of roofs that they have. There are several types of storage tank that may include; internal (covered) floating roof, domed external floating roof and open top floating roof (Crawford 25). While choosing a storage tank several things are considered including the location as well as the liquid that will be stored in the tank. For those liquids that are flammable, it is advised that they be stored in large cone roof tanks. If this is not possible, they may be stored in underground tanks or tanks that are lowly pressurized. Flammable liquids are mainly stored in internal floating roof tanks or open top floating roof tanks when in large quantities and in small low-pressure horizontal or vertical tanks and underground tanks (Shelley 63).Advertising We will write a custom essay sample on Suppression of Flammable/Combustible Liquids in Storage Tanks specifically for you for only $16.05 $11/page Learn More Open-top floating roof tanks These types of tanks are those that are used and have no fixed roof. Their roof is made to float on the liquid in the tank and the roof can rise or fall according to the level of the flammable liquid in the storage tank. â€Å"The tanks are fitted with rim seals to prevent vapors from escaping to the atmosphere† (Hildebrand and Gregory 33). Internal floating roof tanks These types of tanks are made having two roofs where one is a permanent roof and the other is a floating roof. Internal floating roof tanks are usually equipped with vertical supports for the permanent roof (Hildebrand and Gregory 33). Just like the open –top floating roof the internal roof will float on the liquid and will ri se and fall as the level of the liquid in the storage tank changes. This roof will usually float on pontoons and other times it will be fixed with a double deck that helps it to float on the liquid. In order to allow the space between the two roofs to breathe, the fixed roof is usually constructed with air vents. These vents are fitted since the vapor space of the fixed roof is considered lower than the flammable limits (Shelley 64). In the attempt to avoid fumes escaping from the tank, seals are fitted in the rim seal spaces of the tank. The internal floating tanks are mostly used to store liquids that are very flammable such as petrol. Fixed roof tanks These are vertical cylindrical structures made of steel and have a permanent attached roof (Shelley 64). In industries that mostly deal with petrol the roofs are cone shaped and this gives them their name fixed cone roof tanks. In fixed roof tanks, the roof is usually slightly domed or flat to allow a vapor space between the under side of the roof and the surface of the liquid and to prevent the accumulation of water (NFPA 7-16).Advertising Looking for essay on other technology? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the construction of the tanks, API standards are followed and the tanks are fitted with a weak roof that helps to shell seam. This allows the roof and the main structure shell to separate in case of internal over pressure arising from explosion or other situations. Storage tank fire: Causes and Prevention Every year there are very many cases of storage tank fires in the world. The causes of this fire can be as a result of human errors, inappropriate safety policies or simple design errors. The following section presents various causes of storage fires and the appropriate suppression, prevention techniques. Overfill fires These fires occur above ground in the dike surrounding the storage tank due to leakages in the pipe or tanks (Crawford 33). These types of fires can occur on any storage tank that is above the ground. Most of these fires are caused by operators’ errors and at times the malfunction of equipment or both. This leads into the spillage of the flammable or com bustible liquid into the dike above ground. It is important to identify the source of the spillage and isolate all source of ignition from the spillage in order to prevent overfill ignition. An example of overspill fires is the Buncefield oil depot fire that occurred in December 11, 2005 in Hertfordshire, UK (Crawford 35). The oil depot was struck by lightning leading to the malfunction of the safety system responsible for stopping the flow of unleaded gasoline into the storage tank. Over 300 tons of gasoline overflowed from the tanks and began filling the containment dike. Finally, the vapor cloud from the spill flowed over the dyke and spread to surrounding areas in the facility. Sometime later, an explosion originated from a nearby car park and spread quickly to other areas of the facility and finally reaching the dikes. It took over five days for the fire to be extinguished completely. Vent fires These are the types of fires resulting from the ignition of fugitive vapors exiti ng tank vents, mainly during tank filling (Hildebrand and Gregory 35). In most cases, the fires usually are as a result of lightning but can also be caused by static discharge, electrical arcing and human activities near the location of the tank. Vent fires can occur in any type of storage space tanks apart from external suspended-roof tanks, which do not hold any vents. In order to prevent static discharge in the storage tanks, API standards have been developed to identify the correct conditions and flow rates. Another way of suppressing vent fires is through ensuring that the tanks are relatively safe from lightning from applying lightning protectors as per NFPA guidelines (NAFP 20-217) and that any human activities near the tanks are closely monitored. Rim-Seal Fires In floating roof tanks, especially external floating roof tanks, the most common types of fires are rim-seal fires. According to studies, 95% of all rim-seal fires are as a result of lightning strikes. Studies also claim that during any one year, 0.16% of all tanks fitted with rim seals will suffer a rim seal fire. According to NFPA 780, one of the main methods of preventing rim seal fires is through the installation of roof shunts that enable the dissipation of energy from lightning strikes and thus prevent fires (12). Recent studies have also shown that rim-seal fires can be mitigated by ensuring that tight-fitting seals (both primary and secondary) have been installed and are effective in restricting the escape of vapors from the tanks. These fires can also be mitigated by ensuring the submerged grounding cables are in place to connect the storage tank shell and the roof. It is also important to install monitoring systems and other fire fighting systems to detect rim fires and to allow rapid response when dealing with these fires (Ritchie 6). Full Surface fires These types of fires occur when the entire surface of the liquid in the storage tank is on fire (Hildebrand and Gregory 37). Ful l surface fires can exist either as obstructed full surface fires or as unobstructed full-surface fire. â€Å"Obstructed full –surface fires are those fires that have the roof or pan blocking access to the burning part† (Hildebrand and Gregory 38). These types of fires usually occur due to sinking of the roof or the pan. Roof sinking may arise due to several factors. First, sinking may occur due to accumulation of rain on the roof exceeding the design standards for the tank. Secondly, sinking may also occur when the pontoon is filled with the contents of the tank mainly due to corrosion or other failure. Finally, sinking may also take place due to inappropriate use of firefighting materials during a rim-seal fire, resulting in the sinking of the roof. Full surface fires can be suppressed using regular inspection programs. The main of these inspection programs is to identify pontoon failure and drain plugging as per API 653 standards. Unhindered full surface fires occur when there is a free admittance to the entire tank surface (Hildebrand and Gregory 38). These types of fires usually take place in fixed roof tanks that do not have pans (internal roofs). In these types of fires, the weak weld between the roof and the shell is broken and the roof separated from the shell mainly as a result of a particular incident. The fires may also be experienced in external floating roof tanks, where the design capacity of the storage tank may be overwhelmed by heavy rains. For tanks smaller than 45m, unobstructed full-surface fires are usually extinguished easily provided there are enough resources such as foam and water (Ritchie 7). For tanks larger than 45 meters, these fires may prove to be a problem and are usually quite difficult to manage mainly due to the large resources needed. According to Crawford (49), â€Å"the largest successfully extinguished full surface fire took place on 8th June 2001 in Norco, Louisiana.† A tank with a 325,000-barrel ca pacity, 82m in diameter and 10 meters high was struck by lightning and its contents ignited. The blaze was put out within 65 minutes of repression doings at the end of a 13-hour ordeal. The fire required 50% more water than the Burchfield site fire disaster. Fire risk mitigation The risk of storage tank fires is impossible to eliminate however, it can be greatly reduced through proper design, operation, and maintenance practices. Carrying out appropriate inspections as per the API 653 standards is important in recognizing design and maintenance issues with existing tanks (Shelley 68). API 653 details three main types of inspections: Monthly routine in-service inspections, formal in-service external inspections and out-of-service internal inspections. Monthly routine in-service inspections involves a visual inspection of tanks and exterior surfaces so as to identify shell distortions, evidence of leaks, paint coating, foundation condition, settlement, corrosion and the nature of insu lation system (Shelley 68). Formal in-service external inspections one the other hand are hand are compulsory checks carried out after every five years or sooner should the remaining corrosion allowance be less than 20 years. â€Å"If the corrosion allowance is less than 20 years, inspection must be carried out at a time period that is one quarter of the remaining estimated tank life† (Ritchie 8). This inspection mainly focuses on the fire protection system utilized, roof, access structure, shell appurtenances, dike, foundation, wind girder, and internal floating deck. The condition and operating capacity of these elements are assessed and a report is prepared as to their effectiveness and level of safety. The final type of inspections is the out-of-service internal inspections. These kinds of check should be carried out in a minimum of once in 20 years except a risk based check has been placed or at a sector of the storage tank remaining life. If a corrosion rate for the tan ks has not been identified, the inspections should be carried out every 10 years (API 86). â€Å"In order to undertake these inspections, the tanks must be emptied and cleaned† (API 87). Apart from visual inspection, a combination of ultrasonic thickness, magnetic flux, and leak testing is also applied. The main purpose of this inspection is to confirm the continued integrity of the tank through verifying that the bottom of the tank has acceptable levels of corrosion, gathering data for minimum shell and bottom thickness evaluations, and identification and evaluation of any settlement in the bottom of the tank. Apart from these, this evaluation also seeks to inspect the roof and the interior shell walls for localized pitting and general corrosion. In pontoons are present in the tank, they are inspected to evaluate them for corrosion and fracture that may lead to failure. Apart from safety controls installed in storage tanks, the use of effective inspection techniques is the m ost effective means of suppressing flammable and combustible liquids in storage tanks. Inspection enables the identification of anomalies before they escalate into major problems that may lead to catastrophic failure. Conclusion The storage of flammable and combustible liquids brings with it the inherent risk of explosion and fire hazards. There are three classes of both flammable and combustible liquids. These classes mainly determine the type of storage facilities to be used for storing these liquids. When storing flammable liquids there are various storage tanks designs that may be adopted. Each type of storage tank is prone to specific type of fire risk with some risks being shared across the full spectrum of the tanks. Using various standards such as NASP, various design, inspection, and maintenance practices have been developed to reduce the risk of fire or explosion in storage tanks. Researchers and scientists have also developed various fire fighting equipments and system th at are meant to ensure that the flammable and combustible liquids are safely contained. By identifying the type of fire common in storage tanks, one can chose the best prevention and suppression technique from a list of many methods. This will ensure that damage is kept to a minimum should the worst ever happen.  The most important suppression technique is proper inspection as per the laid down standards. Proper inspection ensures that all the information about the storage tank is continuously evaluated and that subtle changes can be made as required before small problems escalate to massive disasters causing loss of money and at times lives. Suppression and prevention of fires is important when dealing with flammable and combustible liquids is very important. It should be well planned in any industry or setting that contains storage tanks for these liquids. Having a suitable suppression system that is based in NASP guidelines can be crucial in deciding the outcomes of a particula r event in large companies or industries that are connected with storage of combustible and flammable liquids. American Petroleum Institute (API). Prevention and Suppression of Fires in Large  Above Ground Atmospheric Storage Tanks. Washington DC: API, 2006 Crawford, Edward. Tank Fire Suppression/Tank Overfill Prevention. Washington:  American Petroleum Institute, 2008. Hildebrand, M and Gregory Noll. Storage Tanks Emergencies: Guidelines and  Procedures. Anapolis, MD: Red Hat, 1997. National Fire Protection Association (NFPA). Fire Protection Handbook. 20th ed. Quincy,  MA: NFPA, 2008 Ritchie, Ray. â€Å"Preventing Storage Tank Fires†. Hydrocarbon Processing. November  (2009): 5-11 Shelley, Craig. â€Å"Storage Tank Fires: Is your Department Prepared†. Fire Engineering,  11.2 (1998): 63-69

5 Instances When Interracial Dating Is a Problem

5 Instances When Interracial Dating Is a Problem Interracial dating isnt without its problems, but today interracial relationships enjoy more support in the United States than they have at any point in history. While two decades ago, fewer than half of Americans approved of interracial marriage, now 65 percent of all Americans support such relationships, and 85 percent of young people do. Attitudes toward interracial marriage are so progressive that some people prefer to exclusively date interracially. But are they doing so for the wrong reasons? There are a number of reasons not to date interracially, including for social status, because it’s trendy or to remedy a rocky love life. Dating interracially with misguided motives will inevitably lead to problems. To End the Losing Streak in Your Love Life You’ve dated a long line of losers- deadbeats, cheaters, manipulators. They all belonged to your racial group, so you figure you’ll have better luck dating someone of a different race. That’s because deadbeats, cheaters and manipulators only come in one color, right? If only things were that simple. The reality is that you’ll have to do much more than land a love interest with a different skin tone from yours to end destructive dating patterns. The answer to your romance problems isn’t crossing the color line but examining why you’re drawn to inappropriate partners. To Gain Status The idea of dating interracially to gain social status may seem peculiar. After all, interracial couples face discrimination that may lead to distinct disadvantages. Because the United States remains racially stratified, however, it’s considered advantageous for members of oppressed groups to pair up with those of more powerful groups. From the Antebellum Era on, such partnerships have allowed people of color to gain access to a quality of life that likely would’ve eluded them otherwise. Although today racial minorities can largely succeed in society on their own, some elite people of color may feel the need to score a spouse from another race to boost their image or better fit into the corporate landscape. As noted in the short story collection You Are Free, â€Å"The world out there insisted as soon as a black man made it, he should marry a white woman. As soon as a black woman made it, she should marry a white man.† No one should date interracially due to external pressures. If Barack Obama won his presidential campaign with a black woman at his side, it’s certainly not necessary for, say, a businessman to date interracially for the purpose of upward mobility. In an ideal world, people wouldn’t enter romantic relationships for what they stand to gain from their partners. This isn’t to say that every successful minority who dates or marries interracially does so with ulterior motives. But just as some high-powered men pursue trophy wives, some members of minority groups pursue mates from the dominant culture for status. Everyone Else Doing It Wherever you look, you see interracial couples. Your friends, colleagues and relatives are all dating interracially or have in the past. Given this, you decide to take the plunge as well. After all, you don’t want to be the odd one out or, even worse, the boring one. Soon, you’re visiting interracial dating websites, and prospective dates from a variety of racial groups lie at your fingertips. Why isn’t this a wise move? The race of your date shouldn’t be the main draw for you nor should your dating patterns be influenced by what’s trendy now. The common interests and chemistry you have with a person should be the driving force for your decision to pursue a relationship. Interracial couples face real challenges. The person who becomes part of such pair because it’s hip or trendy won’t be prepared to deal with them. Rebellion Many parents tell children outright which racial groups they approve of them dating and which racial groups they forbid them to date. Actress Diane Farr is a case in point. Now married to a Korean-American man, Farr had been told growing up that her boyfriends could only be German, Irish, French or Jewish. No blacks and no Puerto Ricans, though, or you are out of my house, Farr recalled her mother saying. Farr did go on to date black and Puerto Rican men, however, and her parents came around. Farr defied her parents’ dating rules because she formed genuine connections with men from minority backgrounds. Some people, in contrast, flout their parents’ wishes simply to rebel. No child should feel pressured to go along with their parents’ racist beliefs. At the same time, it’s irresponsible to seek out partners you know your parents would disapprove of just to rebel against them. The mates you seek out certainly won’t appreciate being used as fodder in the war with your parents. If you disagree with your parents’ views on race, challenge them directly by broaching discussions about the issue with them. And if you and your parents have other problems, don’t try to hurt them by dating interracially. You’ll only end up hurting your date and yourself for behaving so insensitively. You Feel Inferior It’s no secret that society fosters a sense of inferiority in certain racial groups. This leads some members of minority groups to experience self-hatred. Such people are not only ashamed of their culture but of the physical features they have that reflect that culture. If they could erase every trait that singles them out as belonging to their minority group, they would. Since that’s impossible, they settle for seemingly second best- coupling up with someone from a different race to make them feel better about themselves or to produce children without their telltale ethnic features. A person this insecure is unlikely to make a good partner. As the old saying goes, you can’t love someone until you love yourself. Rather than dating across ethnic lines for validation, such people need to learn how to feel better about who they are. Seeking therapy, reading up on their cultural background and surrounding themselves with positive images related to their ethnic group may help.

Relationship between Locus of Control and Optimism among Students Essay

Relationship between Locus of Control and Optimism among Students - Essay Example 2003). People with an external locus appear to be prone to a variety of symptoms of stress including emotional distress, job dissatisfaction, facing problems in studying, or low self esteem etc. There are some studies which have suggested moderated effects of locus of control. According to Hurrell and Murphy (1991) external locus of control is particularly vulnerable to stress symptoms due to frequent or severe negative life events. However, this evidence is rather mixed. The concept of locus of control is helpful in identifying various questions 'whether the results of people's actions are the direct/indirect reflection of what they do, that is, internal control orientation Or are they dependent on events that are beyond their control i.e. external control orientation. The study of Locus of control would offer valuable contributions and theories that would further help in understanding and analyzing academic persistence as well as motivation. According to Strain 1993, there mare many identifying of locus of control as an important motivational factor, research has revealed little about the complex relationship between student's motivational behavior and persistence in college. While another study shows that individuals with internal locus of control are believed to be mentally more aware, able, better, equipped for learning, and highly motivated as compared to those with external locus of control (Stone and Jackson, 1975). The study of locus of cont rol - both internal as well as external - was also found to provide various valuable evidence on the behavior and approach of individuals studied in terms of their reactions to marketing approaches where the factor of luck was involved *Miyazaki, Anthonym and Sprott, 2001). It was found that individuals with internal orientation were more vulnerable to ideas of luck than those with an external orientation. According to Tosi and colleagues (2000) internal control is often correlated with better and more efficient work control in terms of adjusting to work environment, terms off satisfaction, coping with stress as well as level of involvement in one's job while those with external locus of control might exhibit a highly negative approach towards task or jobs that require independent action or decision making. A deeper analysis of such negativity or pessimistic behavior was more deeply examined by Seligman and Martin (1990). According to the authors, there is a strong link between pess imism and depression, and the negative acts or behavior is most often the result of learned helplessness. In researching this area, they criticize academics for focusing too much on causes for pessimism and not enough on optimism. They also state that in the last three decades of the 20th century journals published 46,000 psychological papers on depression and only 400 on joy. Michael, E. and Charles. S. C. (1986) studied that personal optimism correlates strongly withself-esteem, psychological well-being, and with physical and mental health. While the study of pessimism is considered parallel to the study ofdepression, psychologists trace pessimistic attitudes

The children of King Tutankhamun Essay Example | Topics and Well Written Essays - 1000 words

The children of King Tutankhamun - Essay Example The two mummies are suspected to be his still born children of Tutankhamun, DNA testing is currently being undertaken by the Supreme Council of Antiquities in collaboration with the Cairo University‘s Faculty of Medicine. In ancient Egypt, a pharaoh’s family was buried in a tomb, which essential was similar as Pharaoh’s tomb (David 60). The mummified bodies discovered in the tomb were accorded the respect that the ancient Egyptian had on the dead. The Egyptians respected the gods and worshiped then sometimes even praying to the m for children. They thus saw children as pure and blessings from the gods. They were buried alongside their belongings with the belief that they would require them in their next life. Some people also believe that the pharaoh was buried, alongside these children for him, to start life as a newborn in the new life where they believed that he was headed (Fleming & Alan 57). The objects symbolize the children of the pharaoh; they tell us much about the Egyptian history. The way people lived and related with one another in that community. By the study of these mummies, then the scientists have been able top uncover much about the pharaoh’s life (Fleming & Alan 56). The two mummified bodies do not represent any gods; the gods could be represented by something else found in the tomb. It is believed that the ancient Egyptian did not use people as symbols to represent their gods. However, they did use certain objects like images of the gods casted in gold (David 67). In ancient Egypt, if the pharaoh’s children died at a tender age, then they were supposed to be buried beside their father in his tomb. This is what is suspected to have happened to the children of Tutankhamun. Studies by the archaeologists show that the two children might have been twins who died at a birth. They had several defects that might have caused their deaths (Zaki 67). The children were buried with the pharaoh in

Customer Service Essay Example | Topics and Well Written Essays - 250 words - 1

Customer Service - Essay Example Therefore, they will look for the reasonable range for the services they require in contrast to those who seek the aspect of quality and variety of services. The biggest challenges of management that are contemporary in the service industry are providing and excelling in customer satisfaction. The differentiation, competitiveness, and retention of customers are factors that are important in the success of the service industry. To get the satisfaction level of customers, for example in a hotel, there is need to introduce comment cards for guests, which are then analyzed. The other way is to make personal contact with guests and also through feedback on the internet. (Luck and Lancaster, 2003: p 213). The staffs of this service industry need to be able to motivate the customers and this can be done through a motivation scheme for the employees who are exemplary with the customers. Handling of complains is also another major problem and the management needs to formulate a way to compensate the customer either by apologizing and performing random acts of kindness such as issuing doughnuts. According to Bender (2012), success is not brought about by combustion spontaneously but rather one must first set themselves on fire. Bender, A 2012, Americans Biggest Complaints About Hotels. Forbes. [Online] 27 July. Available at:[accessed 21 March 2013]. Westwind Consulting Services Inc,, 2012. Managing Customer Requirements: Requirements vs. Expectations. Website. [Online] Available at: [Accessed 21 March

Intrinsic And Extrinsic Rewards Defined Business Essay

Intrinsic And Extrinsic Rewards Defined Business Essay This chapter will review the academic literature required to study the research topic. The key areas for discussion are on intrinsic extrinsic rewards, rewards schemes strategies and theories on motivation. 2.1 Intrinsic and Extrinsic rewards defined Rewards can be treated as some offerings in addition to pay. Traditional reward systems were based on positions and longevities. But now a days profit sharing, gain sharing and stock option plans are being practiced as a reward. Modern reward systems include stock grants, certificate of appreciation, even personal thank you notes (Nelson, 1994). According to Walker et al (1979), rewards are classified into extrinsic and intrinsic rewards. Extrinsic rewards include basic salary and allowances which is needed to fulfill psychological and safety needs. Intrinsic rewards help individuals feelings and perceptions about the job situation which is needed to fulfill self-esteem, competence, self-actualization etc. There are several financial rewards commonly found in sales organizations are salary and commission, bonus, fringe benefits, stock options, retirement plan which fulfills both extrinsic and intrinsic needs of employees. Coli (1997), describes classification of reward and recognition under three types of rewards. They are monetary, awards and developmental rewards. Monetary rewards includes individual bonus for project completion, stock grants, skill-based pay, gain sharing, targeted total cash, special individual increase, non-discretionary incentives for the beginning of the project etc. According to Lyons Ora (2002), financial performance includes basic salary, variable pay, other compensations, perquisites and benefits. Different individuals have different perceptions of rewards. For instance, some individuals may consider cash as a sufficient and adequate reward for their efforts at work, while others may consider holidays and material incentives (such as a car) as more rewarding in exchange for their work. Others still, may consider a shift in the treatment that they get from their leaders to be a more rewarding experience. For instance, some employees consider being recognized by their leader as more rewarding than financial incentives (La Belle, 2005). 2.1.1 What are Financial Rewards? Zammit (2004), best described financial rewards. A reward strategy is an integrated approach to reward employees according to their contribution, skill and competence and their market worth. The author classified four types of financial reward. Basic salary Performance related pay Allowances Other financial rewards The basic salary is determined according to management position, standard of living, job market, qualification of the receivers. The dimensions of performance consist of bonuses, commissions and special skills. Allowances are most commonly provided for substitution, workstation transfer and transportation, free or discounted benefits, cultural or religious holidays, telecommunications. Other financial rewards are mostly practiced by offering stock options, pension schemes. 2.2 Reward strategy Reward strategies provide answers to two basic questions for an organization Where do we want our reward practices to be in a few years time? and How do we intend to get there?. Therefore, they deal with both ends and means. Ends they describe a vision of what reward processes will look like in a few years time and means on the expectation of how the vision will be realized. 2.2.1 Reward strategy defined Reward strategy is ultimately a way of thinking that you can apply to any reward issue arising in your organization, to see how you can create value from it (Brown, 2001). Reward strategy is a declaration of intent which defines what the organization wants to do in the longer term to develop and implement reward policies, practices and processes which will further the achievement of its business goals and meet the needs of its stakeholders. It provides a sense of purpose and direction and a framework for developing reward policies, practices and process. It is based on an understanding of the needs of the organization and its employees and how they can best be satisfied. It is also concerned with developing the values of the organization on how people should be rewarded and formulating guiding principles which will ensure that these values are enacted. Reward strategy is underpinned by a reward philosophy which expresses what the organization believes should be the basis upon which people are valued and rewarded. Reward philosophies are often articulated as guiding principles. 2.2.2 The content of reward strategy Reward strategy may be a broad-brush affair simply indicating the general direction in which it is thought reward management should go. Additionally or alternatively, reward strategy may set out a list of specific intentions dealing with particular aspects of reward management. Broad-brush reward strategy (Armstrong (2007), pg. 635) A broad-brush reward strategy may commit the organization to the pursuit of a total rewards policy. The basic aim might be to achieve an appropriate balance between financial and non-financial rewards. A further aim could be to use other approaches to the development of the employment relationship and the work environment which will enhance commitment and engagement and provide more opportunities for the contribution of people to be valued and recognized. Examples of other broad strategic aims include: 1. Introducing a more integrated approach to reward management encouraging continuous personal development and spelling out career opportunities; 2. Developing a more flexible approach to reward which includes the reduction of artificial barriers as a result of over-emphasis on grading and promotion; 3. Generally rewarding people according to their contribution; 4. Supporting the development of a performance culture and building levels of competence 5. Clarifying what behaviors will be rewarded and why. 2.2.3 Specific reward initiatives As Cox and Purcell (1998) write: The real benefit in reward strategies lies in complex linkages with other human resource management policies and practices. The selection of reward initiatives and the priorities attached to them will be based on an analysis of the present circumstances of the organization and an assessment of the needs of the business and its employees. The following are examples of possible specific reward initiatives, one or more of which might feature in a reward strategy: à ¢Ã¢â€š ¬Ã‚ ¢ The replacement of present methods of contingent pay with a pay for contribution scheme; à ¢Ã¢â€š ¬Ã‚ ¢ The introduction of a new grade and pay structure, e.g. a broad-graded or career family structure; 2.2.4 Developing reward strategy The formulation of reward strategy can be described as a process for developing and defining a sense of direction. The main phases are: 1. The diagnosis phase, when reward goals are agreed, current policies and practices assessed against them, options for improvement considered and any changes agreed. 2. The detailed design phase when improvements and changes are detailed and any changes tested (pilot testing is important). 3. The final testing and preparation phase. 4. The implementation phase, followed by ongoing review and modification. 2.2.5 Implementing reward strategy The aim of implementation is to make the reward strategy an operating reality by building the capacity of the organization to put into practice the proposals worked out in the development stage. As Armstrong and Brown (2007) stress: It is always essential to design with implementation in mind. Purcell (1999), believes that the focus of strategy should be on implementation. As explained by Thompson and Strickland (1990): Implementation entails converting the strategic plan into action and then into results. An effective reward strategy is a living process and, in the words of Rosabeth Moss Kanter (1984), an action vehicle, formulation is easy; implementation is hard. A pragmatic approach is required whats good is what works. Implementing reward strategy is much more about process than design how it will be done rather than what will be done. The principles of procedural and distributive justice apply. People must feel that the procedures used to determine their grades, pay level and pay progression are fair, equitable, applied consistently and transparent. They must also feel that the awards distributed to them are just in terms of their contribution and value to the organization. 2.3 Rewards management strategy defined Reward management is concerned with the formulation and implementation of strategies and policies in order to reward people fairly, equitably and consistently in accordance with their value to the organization. As Duncan Brown (2001) emphasizes, the alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter. It deals with the development of reward strategies and the design, implementation and maintenance of reward systems (reward processes, practices and procedures) which aim to meet the needs of both the organization and its stakeholders. Rewards can be regarded as the fundamental expression of the employment relationship. 2.3.1 The aims of reward management Armstrong and Brown (2006), pg.33, identifies the following; à ¢Ã¢â€š ¬Ã‚ ¢ Reward people according to what the organization values and wants to pay for. à ¢Ã¢â€š ¬Ã‚ ¢ Reward people for the value they create. à ¢Ã¢â€š ¬Ã‚ ¢ Reward the right things to convey the right message about what is important in terms of behaviors and outcomes. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a performance culture. à ¢Ã¢â€š ¬Ã‚ ¢ Motivate people and obtain their commitment and engagement. à ¢Ã¢â€š ¬Ã‚ ¢ Help to attract and retain the high quality people the organization needs. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a positive employment relationship and psychological contract. à ¢Ã¢â€š ¬Ã‚ ¢ Align reward practices with both business goals and employee values. à ¢Ã¢â€š ¬Ã‚ ¢ Operate fairly people feel that they are treated justly in accordance with what is due to them because of their value to the organization (the felt-fair principle of Eliot Jacques (1961)). The fundamentals of reward management Recognizing the importance of the part played by line managers in implementing reward strategy and the need to ensure that they are committed and have the necessary skills; Paying close and continuous attention to communicating with employees and involving them in the development as well as the implementation of reward strategy; Being absolutely clear about the objectives of the strategy and resolute about evaluating its effectiveness. The following Reward strategies theories can be applied when developing a reward scheme in an organization. Pay people right (Zingheim and Schuster) Zingheim and Schuster (2000) have laid down the following six principles for paying people right: 1. Create a positive and natural reward experience. 2. Align rewards with business goals to achieve a win-win partnership. 3. Extend peoples line of sight between effort and outcome, motivating smart working over simply expending extra effort. 4. Integrate reward with strategic aims and the kind of contribution desired. 5. Reward individual ongoing (input) value to the organization with base pay. 6. Reward results (outputs) with variable pay. Dynamic pay (Flannery, Hofrichter and Platten) Flannery, Hofrichter and Platten (1996) expounded the concept of dynamic pay and suggested that the nine principles that support a successful pay strategy are: 1. Align compensation with the organizations culture, values and strategic business goals. 2. Link compensation to the other changes. 3. Time the compensation programme to best support other change initiatives. 4. Integrate pay with other people processes. 5. Democratize the pay process. 6. Demystify compensation. 7. Measure results. 8. Refine. Refine again. Refine some more. 9. Be selective. Dont take to heart everything you hear or read about pay. 2.3.3 Components of an effective reward strategy An effective strategy is one in which there are clearly defined goals and a well-defined link to business objectives; well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another; and effective and supportive HR and reward processes in place. Brown (2001) has suggested that effective reward strategies have three components: 1. They have to have clearly defined goals and a well-defined link to business objectives. Recognize the value of everyone who is making an effective contribution, not just the exceptional performers. Allow a reasonable degree of flexibility in the operation of reward processes and in the choice of benefits by employees. Devolve more responsibility for reward decisions to line managers. 2. There have to be well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another. 3. Perhaps most important and most neglected, there needs to be effective and supportive HR and reward processes in place. Armstrong and Brown (2006), have further suggested the following approach to reward strategy. This has the following characteristics: Appreciating that a good strategy is one that works and therefore focusing on implementation programmes; Planning with implementation in mind recognizing during the design process that plans have to be converted into reality and taking steps to anticipate the problems involved; Aligning reward strategies with the business and HR strategies; Ensuring that reward strategy fits the culture and characteristics of the organization, meets business needs and takes account of individual needs and preferences; Being aware of good practice elsewhere but not being seduced by the notion that it is best practice, i.e. universally applicable and easily replicated; Paying more attention to using strategic reward initiatives to support the engagement and commitment of people so that they are motivated and productive, rather than focusing on the mechanics of new reward fads; Bearing in mind that the development and implementation of reward strategy is an evolutionary process it is about doing things better at a manageable pace rather than extraordinary new developments; Providing flexibility within a framework, i.e. developing a flexible approach to the reward of different people but always within a framework that provides for consistent treatment; Appreciating that implementing reward strategy will require a comprehensive change management programme. 2.4 What is Motivation? Many contemporary authors have defined the concept of motivation as; the psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to accomplish (Bedeian, 1993). In this study, motivation is operationally defined as the inner force that drives individuals to achieve personal and organizational goals. Understanding what motivates employees is one of the key challenges for managers. Although it is not possible directly to motivate others, it is nonetheless important to know how to influence what others are motivated to do, with the overall aim of having employees identify their own welfare with that of the organization (Bruce and Pepitone, 1999). While motivation is determined by both monetary non-monetary factors, money has come to play an overly important role in our thinking about the causes of behavior. In most companies, very limited time effort are spent on considering non-monetary sources of motivation (Gratton, 2004). For organizations to address these expectations an understanding of employee motivation is required (Beer et al., 1984). Carnegie (1975) emphasizes the human aspects of management. They postulate that as it is people who make a business succeed or fail it is the organizations chief responsibility to motivate their people so that they will assure success. The author believes that each human being has the potential for creativity, contribution and achievement of business goals. Therefore, the infinite question is how organizations reach this potential and how they stimulate creativity and foster in their people the desire to succeed and to achieve self-fulfillment through their work. The common theme of all the above authors is the belief that people need to be respected and treated as precious human capital, more essential to an organizations effectiveness than its financial capital. Organizations are under constant pressure to enhance and improve their performance and are realizing that an interdependent relationship exists between organizational performance and employee performance. In the following section the focus will be on the motivational theories and the impact that these theories have on enhancing employee performance. 2.5 Theories on motivation The process of motivation as described below is broadly based on a number of motivation theories that attempt to explain in more detail what it means. Some of the distinctive theories will be discussed below. 2.5.1. Needs (content) theory The basis of this theory is the belief that an unsatisfied need creates tension and disequilibrium. To restore the balance a goal is identified that will satisfy the need and a behavior pathway is selected that will lead to the achievement of the goal. All behavior is therefore motivated by unsatisfied needs. The best-known contributor to needs theory is Maslow, A (1954). He formulated the concept of a hierarchy of needs, which start from the fundamental physiological needs and lead through safety, social and esteem needs to the need for self-fulfillment, the highest need of all. He said that man is a wanting animal; only an unsatisfied need can motivate behavior, and the dominant need is the prime motivator of behavior. This is the best-known theory of needs, but it has never been verified by empirical research. 2.5.2. Herzbergs two-factor theory Herzbergs two-factor model theory states that the factors giving rise to job satisfaction (and motivation) are distinct from the factors that lead to job dissatisfaction. It is sometimes called the motivation-hygiene theory. There are two groups of factors. The first consists of the satisfiers or motivators, which are intrinsic to the job. These include achievement, recognition, the work itself, responsibility and growth. The second group comprises what Herzberg calls the dissatisfaction avoidance or hygiene factors, which are extrinsic to the job and include pay, company policy and administration, personal relations, status and security. These cannot create satisfaction but, unless preventive action is taken, they can cause dissatisfaction. He also noted that any feeling of satisfaction resulting from pay increases was likely to be short-lived compared with the long-lasting satisfaction from the work itself. One of the key conclusions derived from the research is therefore that pay is not a motivator, except in the short term, although unfair payment systems can lead to demotivation. Herzbergs two-factor model draws attention to the distinction between intrinsic and extrinsic motivators, and his contention that the satisfaction resulting from pay increases does not persist has some face validity. But his research and the conclusions he reached have been attacked first because, it is asserted, the original research is flawed and fails to support the contention that pay is not a motivator, and secondly because no attempt was made to measure the relationship between satisfaction and performance. As Guest, D (1992) has written: Many managers knowledge of motivation has not advanced beyond Herzberg and his generation. This is unfortunate. Their theories are now over thirty years old. Extensive research has shown that as general theories of motivation the theories of Herzberg and Maslow are wrong. They have been replaced by more relevant approaches. 2.5.3. Equity theory To explain how employees judge the fairness of rewards received in proportion to resources invested for completing a task by assessing ones on investment-reward ratio Equity theory (John Stacey Adams) is used, This theory is compared against the ratio of another colleague holding a similar position (McShane et al.2000 pg 79). A comparison can be made using the formula below: Outcomes (Individual) = Outcomes (Other) Inputs (Individual) Inputs (Other) Above formula can be explained, that employees seek to maintain equity between the inputs that they put in to a job and the outcomes they receive from it against the perceived inputs and outcomes of others. The belief in equity theory is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The main concern however is payment; this therefore is the cause of equality or inequalty in most cases. In any position within the organization, an employee wants to feel that their contributions and work performance are being rewarded with their pay. According to equity theory, if an employee feels under-paid then it will result in the employee feeling hostile towards the organization and perhaps their co-workers, which may result the employee not performing well at work anymore. But Adams Equity Theory is very much more complex sophisticated motivational model, in this model more than merely assessing effort put in (inputs) and rewards (outputs). Equity Theory gives prominence to an additional perspective of comparison, were employees compare themselves with others (people who consider in a similar position). Referent others are used to describe the reference points or people with whom we compare our own situation, which is the Highlight part of the theory. The three primary assumptions applied to most business applications of Equity Theory can be summarized as follows: Equity norm- Where Employees expect a fair return for what they contribute in their jobs. Social comparison- Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. Cognitive distortion Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds, by directly altering inputs and/or outputs, or by leaving the organization. 2.5.4. Vrooms expectancy theory Vrooms expectancy theory basically separates effort (which arises from motivation), performance, and outcomes. Its assumption is that behavior results from conscious choices among alternatives. Vroom realized that an employees performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a persons motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this. Expectancy  is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. This is affected by such things as: Having the right resources available (e.g. raw materials, time) Having the right skills to do the job Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job) Instrumentality  is the belief that if you perform well that a valued outcome will be received. The degree to which a first level outcome will lead to the second level outcome. (i.e. if I do a good job, there is something in it for me.) This is affected by such things as: Clear understanding of the relationship between performance and outcomes e.g. the rules of the reward game Trust in the people who will take the decisions on who gets what outcome Transparency of the process that decides who gets what outcome Valence  is the importance that the individual places upon the expected outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. For example, if someone is mainly motivated by money, he or she might not value offers of additional time off. The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O expectancy). E>P expectancy:  our assessment of the probability that our efforts will lead to the required performance level. P>O expectancy:  our assessment of the probability that our successful performance will lead to certain outcomes. Crucially, Vrooms expectancy theory works on  Perceptions   so even if an employer thinks they have provided everything appropriate for motivation, and even if this works with most people in that organization, it doesnt mean that someone wont perceive that it doesnt work for them. Thus, Vrooms expectancy theory of motivation is not about self-interest in rewards but about the associations people make towards expected outcomes and the contribution they feel they can make towards those outcomes. 2.6 Theoretical framework 2.6.1 Relationship between Financial Rewards and Performance Financial rewards practiced by an organization play an important role in motivating employees to perform depending on the type of business its involved in and require their employees to be engaged in.. Therefore, organizations financial performance is ultimately dependent on the employees performance. It is also considered that improper reward practices may result below average financial performance of organizations. Most agree that reward practices act as motivators that shape the employees behaviors. According to prior researches, it is commonly believed that if financial rewards are effectively used, employees are motivated to perform high and that ultimately results financial performance. Financial performance is improved if there is a carefully crafted reward practice (Allen Helms; 2001). It is difficult to relate financial reward with organizational financial performance (Kerr, 1999). Reward must positively influence performance (Nelson, 1994). Regardless to team-based reward, individual reward is still important as individuals could see that their activities are making difference to the organization. According to Zingheim Schuster (2000), a few businesses design their reward system for the optimization of company performance. Basic salary and incentives matches competitive practice and emphasizes performance results. Incentive plans are often used in employment settings to encourage superior performance. While such inducements are found to have positive effects on job performance concerns have been raised over rewards influence on task interest and creativity. (Bartol Locke, 2000; Fay Thompson, 2001) In a research, it is found that employees stock ownership plans and profit sharing are widely used reward practice (Lawler et all, 1995). Hale (1998) and Lawler (1981, 1987) recognized rewards have critical importance as a means of employee motivation. Organizations and manager acknowledge reward and recognition consistently as a motivator of individual employees. Employees understandings and satisfactions with reward system lead to specific behaviors and actions, finally results operational and financial results (Cacioppe, 1999). According to Saxby (2007), it is an avoidable mistake of management for not rewarding employees for a well done job. Tangible rewards are nicer and more meaningful regarding employee motivation rather than intangible praising and acknowledgement. Contradiction to the theory, according to LaBelle (2005) in some cases managers may practice rewards for some behaviors which is unexpected or unproductive. Sometimes worker may misunderstand the objective of getting reward. Some cases of mismatches are discussed below: Safety vs. Productivity: Sometimes, employees do not understand that whether heshe is receiving reward for working safely or for the firms productivity or for the quality of services rendered. 2.6.2 Relationship between Financial Rewards, Motivation and Performance Financial incentives and rewards can motivate. People need money and therefore want money. It can motivate but it is not the only motivator. It has been suggested by Wallace, M.J and Szilagyi, L (1982) that money can serve the following reward functions: It can act as a goal that people generally strive for although to different degrees. It can act as an instrument that provides valued outcomes. It can be a symbol that indicates the recipients value to the organization. It can act as a general reinforce because it is associated with valued rewards so often that it takes on reward value itself. But doubts have been cast on the effectiveness of money as a motivator by Herzberg et al (1957). As noted, he claimed that, while the lack of it may cause dissatisfaction, money does not result in lasting satisfaction. There is something in this, especially for people on fixed salaries or rates of pay who do not benefit directly from an incentive scheme. They may feel good when they get an increase, as, apart from the extra money, it is highly effective ways of making people believe they are valued. But the feeling of euphoria can rapidly die away. However, it must be re-emphasized that different people have different needs, and Herzbergs two-factor theory has not been validated. Some will be much more motivated by money than others. What cannot be assumed is that money motivates everyone in the same way and to the same extent. But do financial incentives motivate people? The answer, according to Kohn, A (1993) is absolutely not. He challenges what he calls the behaviourist dogma about money and motivation. And he claims that no controlled scientific study has ever found a long term enhancement of the quality of work as a result of any reward system. When you look at how people are motivated, claims Kohn, It becomes disturbingly clear that the more you use rewards to motivate people, the more they tend to lose interest in whatever they had to do to get the rewards. He quotes research that has repeatedly shown that the more salient or reinforcing the reward is, the more it erodes intrinsic interest and points out that various devices can be used to get people to do something, but that is a far cry from making people want to do something. Pfeffer, J (1998) also contends that: People do work