APA guidelines Essay Example for Free

APA guidelines Essay Term Definition Resource you used Time value of money Money has a Time Value. This basic idea a dollar received today, other things being the same, is worth more than a dollar received a year from now underlies many financial decisions faced in Business (TItman, Keown, Martin, 2014, P. 172). TItman, S., Keown, A., Martin, J. (2014). Financial Management: Principles and Applications (12th ed.). : Prentice Hall Efficient market A market in which prices quickly respond to the announcement of new information. Efficient markets describes the extent to which information is incorporated into security prices. In an efficient market, security prices reflect all available information at all times; and, because of this, it is impossible for an investor to consistently earn high rates of return without taking substantial risk (TItman, Keown, Martin, 2014, P.210). TItman, S., Keown, A., Martin, J. (2014). Financial Management: Principles and Applications (12th ed.). : Prentice Hall Primary versus secondary market A primary market is a market in  which new, as opposed to previously issued, securities are bought and sold for the first time. In this market, firms issue new securities to raise money that they can then use to help finance their businesses. The key feature of the primary market is that the firms selling securities actually receive the money raised. The secondary market is where all subsequent trading of previously issued securities takes place. In this market the issuing firm does not receive any new financing, as the securities it has  sold are simply being transferred from one investor to another. The principal benefit of the secondary market for the shareholders of firms that sell their securities to the public is liquidity(TItman, Keown, Martin, 2014, P.25). TItman, S., Keown, A., Martin, J. (2014). Financial Management: Principles and Applications (12th ed.). : Prentice Hall Risk-return tradeoff  tells us that we will expect to receive higher returns for assuming more risk (even though there is no guarantee we will get what we expect). However, the risk–return tradeoff that investors face is not based on realized rates of return; it is instead based on what the investor expects to earn on an investment in the future (TItman, Keown, Martin, 2014, P.193). TItman, S., Keown, A., Martin, J. (2014). Financial Management: Principles and Applications (12th ed.). : Prentice Hall Agency (principal and agent problems) The conflict of interest between the firm’s managers and its stockholders is called a principal-agent problem, or agency problem, in which the firm’s common stockholders, the owners of the firm, are the principals in the relationship, and the managers act as â€Å"agents† to these owners (TItman, Keown, Martin, 2014, P. 13) TItman, S., Keown, A., Martin, J. (2014). Financial Management: Principles and Applications (12th ed.). : Prentice Hall Market information and security prices and information asymmetry A situation in which one party in a transaction has more or superior information compared to another. This often happens in transactions where the seller knows more than the buyer, although the reverse can happen as well. Potentially, this could be a harmful situation because one party can take advantage of the other partys lack of knowledge (Investopedia, 2015). Investopedia. (2015). Asymmetric Information. Retrieved from http://www.investopedia.com/terms/a/asymmetricinformation.asp Agile and lean principles Agile refers to an adaptive, incremental approach to solutions development,  with strong emphasis on delivering value. In contrast, Lean respresents a widely adopted approach to continuous improvement, designed to improve performance by removing barriers which disrupt workflow in existing systems. Both Agile and Lean are particularly attractive and suited to finance sector enviroments where business requirements change frequently and recation time is critical (Agile And Lean In Finance, 2011) Agile and Lean in Finance. (2011). Retrieved from http://www.dbconsulting.co.uk/agile-and-lean-in-finance-22-september/ Return on investment Return on investment, or ROI, is the most common profitability ratio. There are several ways to determine ROI, but the most frequently used method is to divide net profit by total assets. So if your net profit is $100,000 and your total assets are $300,000, your ROI would be .33 or 33 percent. Return on investment isnt necessarily the same as profit. ROI deals with the money you invest in the company and the return you realize on that money based on the net profit of the business (Entrepreneur Media, Inc., 2014). Entrepreneur Media, Inc.. (2014). Return on Investment ROI. Retrieved from http://www.entrepreneur.com/encyclopedia/return-on-investment-roi Cash flow and a source of value In investments, cash flow represents earnings before depreciation, amortization, and non-cash charges. Sometimes called cash earnings. The maount of net cash generated by an investment or a business durning a specific period. Once measure of cash flow is earnings before interest, taxes, depreciation, and amortization (The Free Dictionary, 2015). The Free Dictionary. (2015). Cash flow. Retrieved from http://financial-dictionary.thefreedictionary.com/cash+flow Project management The planning and organization of an organizations resources in order to move a specific task, event or duty toward completion. Project management typically involves a one-time project rather than an ongoing activity, and resources managed include both human and financial capital. A project manager will help define the goals and objectives of the project, determine when the various project components are to be completed (Project Management, 2015). Project Management. (2015). Retrieved from http://www.investopedia.com/terms/p/project-management.asp Outsourcing and offshoring Outsourcing refers to an organization contracting work out to a 3rd party, while offshoring refers to getting work done in a different country, usually to leverage cost advantages. Its possible to outsource work but not offshore it; for example, hiring an outside law firm to review contracts instead of maintaining an in-house staff of lawyers. It is also possible to offshore work but not outsource it; for example, a Dell customer service center in India to serve American clients. Offshore outsourcing is the practice of hiring a vendor to do the work offshore, usually to lower costs and take advantage of the vendors expertise, economies of scale, and large and scalable labor pool (Offshoring Vs. Outsourcing, 2014). Offshoring vs. Outsourcing. (2014). Retrieved from http://www.diffen.com/difference/Offshoring_vs_Outsourcing Inventory turnover A measure of how often the company sells and replaces its inventory. It is the ratio of annual cost of sales to the latest inventory. One can also interpret the ratio as the time to which inventory is held. For example a ratio of 26 implies that inventory is held, on average, for two weeks (365 days in a year divided by inventory turnover ratio of 26 equals 14 days pr 2 weeks average inventory holding period). It is best to use this ratio to compare companies within an industry (high turnover is a good sign) because there are huge differences in this ratio across industries (The Free Dictionary, 2013-2015). The Free Dictionary. (2013-2015). Inventory turnover. Retrieved from http://financial-dictionary.thefreedictionary.com/Inventory+Turnover Just-in-time inventory (JIT) A supply chain management system designed to reduce carrying costs to a minimum. A firm only orders what it expects for its immediate needs; therefore, it keeps a lowinventory. For example, if a retailer believes it  will sell 1,000 widgets in a week, it orders precisely 1,000 widgets from its manufacturer. JIT systems require that the retailer at the end of the supply chain can accurately predict demand for its products. They also require that each stage of the supply chain knows exactly how much time it takes to fill an order when it is made. The automotive industry and budget retailers commonly use JIT systems (The Free Dictionary, 2012-2015). The Free Dictionary. (2012-2015). Just In Time. Retrieved from http://financial-dictionary.thefreedictionary.com/Just-in-Time+Inventory+System Vender managed inventory (VMI) A means of optimizing Supply Chain performance in which the manufacturer is responsible for maintaining the distributor’s inventory levels. The manufacturer has access to the distributor’s inventory data and is responsible for generating purchase orders. To further define it, let’s look at 2 business models (Vendor Managed Inventory, 2015). Vendor Managed Inventory. (2015). Definition of Vendor Managed Inventory. Retrieved from http://www.vendormanagedinventory.com/definition.php Forecasting and demand management The use of historic data to determine the direction of future trends. Forecasting is used by companies to determine how to allocate their budgets for an upcoming period of time (Investopedia, 2015). Demand Management: Macroeconomics: Use of monetary and fiscal policies to influence the aggregate demand for goods or services in an economy. During periods of high unemployment, governments attempts to stimulate damand, and hence, production and employment and during periords of high inflation or balance fo payment problems to curb it ( Business Dictionary, 2015). Investopedia. (2015). Forecasting . Retrieved from http://www.investopedia.com/terms/f/forecasting.asp Business Dictionary. (2015). Demand Management. Retrieved from http://www.businessdictionary.com/definition/demand-management.html

360 Degree Feedback: Analysis

360 Degree Feedback: Analysis 1. Introduction The researcher has highlighted the research question, aim and objectives, before the specific introduction to give a clear picture of the dissertation. 1.1 Research Question To ascertain whether 360 degree feedback could prove to be a promising appraisal mechanism for the staff motivation and development in the current economic crisis and funding cuts? 1.2 Aims and Objectives The research sets out to explore the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the library and technical services department of the University. What is 360 degree feedback and in what ways it could prove to be an efficient tool for continuous improvement, development? What is the current functional appraisal technique in the universities library/technical services department and the benefits of introducing 360 degree feedback as an appraisal tool? To analyse the functions/pitfalls of introducing 360 degree feedback within the library/technical services department of the University, with an emphasis on its use for the continuous improvement, development and motivation of the staff. 1.3 Specific Introduction â€Å"University staffs tend to report high levels of stress at the best of times, and academic staffs usually rate their experience of stress as higher than other staff groups in the higher education setting,† (Easton and Laar, 2010). The current funding cuts by the government and the global financial crisis demands a major change in the way various processes function across universities in United Kingdom (UK). The current study is an endeavour to address the numerous limitations in between the traditional appraisal system and the 360 degree tool. The researcher aims to expand the literature that previously exists on the 360 degree appraisal system and to analyse why the gap exists in between both the processes. The researchers primary focus is on the staff motivation and personal development as the key factors that need consideration within the University of Huddersfield. The researcher has given a thorough critical analysis of the 360 degree feedback appraisal system through the review of the academic literature and has focussed on identifying whether or not there are any benefits of using 360 degree feedback over the traditional appraisal systems. As stated by Mason, et.al, (2009), multi-rater feedback is by fa r the best tool for staff development and monitoring effective continuous development in any organisation. Borman, (1997); Javitch and Burke, (1995); Yammarino and Atwater, (1997) state that one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perception, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 2000). Concurrently, Cardy, et.al., (2011), critic that although the evaluation from 360 degree feedback includes feedback from all directions managers, colleagues, customers and the responses from all the point of views propose immense probability for improvement, insight and learning, the feedback from these multiple source seldom agree. On the rating scale, colleagues may rate some characteristics higher while managers may rate those very characteristics lo wer and likewise. The whole prototype of 360 degree feedback interpretation and evaluations can draw a perplexing image of the feedback which will hardly be of any significance to the individual in improving their performance. The underlying rationale of this study has been to evaluate the pros and cons of the traditional appraisal system currently functional in the university, and to analyse by what extent the human resource department, can benefit by introducing 360 degree feedback as their employee appraisal mechanism, especially in relation to the motivation and development of staff. 1.4 Research Plan The below figure (Figure.1) gives a diagrammatic representation of the research plan. The researcher has used the mind mapping technique to construct the research plan (Buzan and Buzan, 2007), which gives a clear picture of how the research task is carried forward as per the time line set by the researcher. The research plan has helped the researcher to carefully pre-plan the actions that needed to be taken during the research. In the following chapters the researcher has critically analysed the 360 degree feedback tool. The literature review covers the latest developments in the 360 degree feedback mechanism along with a thorough comparison with the traditional appraisal system currently functional in the library and technical services department of the University of Huddersfield. The research methodology chapter gives a thorough account of the research design chosen by the researcher, the various techniques used for the research, discussions about the semi structured interviews and questionnaires, followed by the analysis of data, research findings and conclusion. Chapter 2 2 General Literature Review 12-21 2.1 Specific Literature Review 21-27 2.2 Summary of the Literature Review 27 2. General Literature Review â€Å"The way 360 degree feedback is done seems to be critical to successfeedback interventions depend for their effectiveness on the extent to which they augment task motivation and encourage learning, although there are moderating variables such as the nature of the task,† (Kluger and De Nisi, 1996; Tyson and Ward, 2004). 360 degree feedback is an appraisal system used in strategic Human Resource management (HRM) as an intervention and an evaluation technique for personal development of the employees (Cardy, et.al, 2011; Fleenor, 2008; Tyson and Ward, 2004). It has also been referred as the ‘‘vital sign of the modern organization (Fortunato and Smith, 2008; Church and Waclawski, 1998). In this process the employees receive confidential, anonymous response from colleagues, managers, customers, family members etc (Figure 2). About three to five people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree f eedback process. While traditional measures of appraisal systems date back to decades, current literature highlights the multiple developments in the field of appraisal techniques (Dalton, 1996). One among the later developments in the field is the 360 degree feedback appraisal mechanism. This research has explored the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the University. Specifically, the author has examined how employee motivation and personal development are affected by 360 degree feedback. The aim throughout the research has been on comparing the traditional appraisal system functional in the University of Huddersfield (UOH) with the 360 degree feedback methodology by exploring how it could contribute in the personal development and motivation of the staff members within the University of Huddersfield. Meyer, (1991); and Folger and Cropanzano, (1998), disagree that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (Guangrong, 2010; McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast to the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. As a matter of fact ‘360 degree feedback can significantly enhance the performance management process (Staff360, 2011; CIPD, 2009). However Fleenor, (2008) and Vinson, M.N. (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. According to Chartered Institute of Personnel and Development, (2009) if the 360 degree tool is perceived to be in any way threatening, it can seriously damage both commitment and performance. â€Å"It is important that people receive regular honest feedback on their performance. They should understand how their role contributes to overall organisational aims and objectives and how they are performing against agreed criteria. 360 degree feedback can enhance this process by widening the scope for information from the line manager relationship to embrace a wider range of opinion. However, it is important that this is carried out sensitively and fairly,† (Staff360, 2011). Lepsinger and Lucia, (2009); Fleenor, (2008); Tyson and Ward, (2004) comprehend that there are direct evidences of employees performance improvements from 360 degree feedback appraisal mechanism. Various authors research prove that 360 degree feedback also results in improved customer satisfaction, improved management skills and these improvements motivate the employees to work on their identified strengths and use them for advancement in their carrier (Edwards and Ewens, 1996; Hazucha et al. 1993). Hence, the current study is an attempt to deal with the several limitations, and develop the literature that previously exists on the 360 degree appraisal system and to analyse why does the gap exist in between the traditional appraisal system and the 360 degree tool. â€Å"The University of Huddersfield has charitable status as an exempt charity under Schedule 2 to the Charities Act 1993 (amended by the Charities Act 2006). It is therefore subject to charity legislation but is not required to register with the Charity Commission and is not regulated by it. As an exempt charity, the University does not have a registered charity number. In 2010, the Higher Education Funding Council for England took over as the ‘Principal Regulator for the institutions it funds and now has a general duty to promote compliance with charity legislation. This does not affect the Universitys status as an exempt charity,† (hud.ac.uk, 2011). The UK governments educational funding slice and the recession hit economy demands a drastic alteration in the way various processes function across the Universities in UK. However, since the 360 degree feedback is a tool primarily developed and used mainly in the private sector organisations, there is a challenge in its implementation in a public sector or a third sector organisation and as in this case, the University of Huddersfield which is a registered for charity organisation. Brutus et al., (1998) support that the reactions to performance measurements may vary between public and private sector organizations—public sector managers underestimate their achievements compared with private sector managers, for example. Hence, based on these findings one could ascertain that there is a greater need for motivation and development of employees in the public/third sector organisations, and the 360 degree performance appraisal system is an HRs ideal response to combat such issues. As suggested and supported by Lepsinger and Lucia, (2009); Borman, W.C. (1997); Javitch, M.J. and Burke, W.W., (1995); Yammarino, F.J. and Atwater, L.E. (1997), one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perceptions, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 1995, 2000). The researcher has explored the 360 degree appraisals methodology that has become popular in human resource circles over the last few years, wherein the employees performance is assessed by their colleagues, managers and others and has analysed its benefits over the traditional appraisal processes. Brown, (2006) criticizes that while the 360 degree process seems like an interesting idea; it involves more meetings and many forms to be filled out in comparison to the traditional appraisal systems. However Maylett, (2009) and Wiley, (1993) supports that 360 degree feedback can prove to be a good instrument for the staff development as this process gives an individual in-depth performance feedback and hence based on the findings the employee can work on their personal development, by getting trained in the area where there weakness lies and the time lost in filling the extra forms are worth the effort. Arguments from different authors suggest that the feedback systems have always been in to existence in the organisations in some form or the other, but of-late has been developed and given a name ‘360 degree feedback and according to Garavan, et al., (1997) 360 degree feedback process is like an ‘old wine in new a bottle. It is also known as multi-rater feedback and is an appraisal process in which the individual is assessed by themselves, colleagues, managers, stakeholders, customers, etc. The 360 degree instrument can be used to achieve various goals and one aspect of it is the need of continuous measurement of improvement efforts, development of staff and their motivation. Ward, (1997) defined 360 degree feedback as ‘the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders in their performance. †Because of their shorter expected tenure, women are less likely to be as motivated by the deferred rewards of career ladders. As a consequence, she argues that employers with large shares of women have historically used shorter-term rewards and undertaken more routine and extensive monitoring,† (Brown and Heywood, 2005; Goldin, 1986). Various authors criticize that traditional appraisal techniques are not that effective in case of female employees and there are many incidences of gender bias in appraisals. Renowned authors, Brown and Heywood, (2005) support that ‘a major and recurrent criticism of the traditional appraisal process is its openness to subjective and discriminatory outcome. The primary goal of this research has been to expand beyond the current literature by analysing the data and results to create suggested policies for the University of Huddersfield, to implement pertaining to the improvement of staff morale and productivity. Furthermore, on reviewing the growing body of literature and the research on 360 degree feedback, the researcher was able to identify the usefulness of having 360 degree feedback over the traditional appraisal processes in the University of Huddersfield; the study has also given ample scope to the researcher in developing more insightful questions. The author has identif ied the various factors on which the success of 360 degree feedback mechanism depends; the literature supports that more effectively the 360 degree instrument is implemented the better are the results. Newbold, (2008) highlights that that if the tool is implemented accurately, with the proper training and the correct resources, a 360-degree appraisal could prove to be a powerful and positive addition to any performance-management system. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree feedback process. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. Maylett, (2009); Meyer, (1991); Folger and Cropanzano, (1998), argue that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non-bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast with the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. However Vinson, (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. â€Å"Multirater feedback has several significant advantages over single-rater assessment. Rather than relying on the perceptions of one individual, multirater feedback takes into account multiple perspectives. Those working with the employee, along with the supervisor, are generally able to provide a more comprehensive picture of an employees behaviour or performance. This is especially critical when the supervisor does not have the opportunity to observe all areas of an employees performance,† (Maylett, 2009). Maylett, (2009); DeNisi and Kluger, (2000) support that ‘360-degree feedback for decision making affects the actual ratings given to the individual being appraised and these systems should be primarily, if not exclusively for developmental purposes (Figure 3). Furthermore, the conditions in which 360 degree feedback work in an organisation largely depends upon the perception of 360 degree feedbacks potential to enhance human resource management system of the organisation. As suggested by Lepsinger and Lucia, (2009) factors like culture (that supports openness and honest feedback) and systems (that minimise irrational responses and have built in ways to identify people whose ratings are untrustworthy) assess if the organisation is ready to implement the 360 degree feedback process, and the researcher has explored the possibilities of its implication in the University of Huddersfield, based on these grounds. 2.1 Specific Literature Review This section of the dissertation takes a specific critical standpoint on whether 360 ° feedback as strategic Human Resource tool have a profound strategic justification in the University of Huddersfield (UOH) which is a registered for charity organisation (hud.ac.uk, 2011) . The researcher has given a critical account of the 360-degree feedback tool, as an option for performance development appraisals and for motivating the staff in performing better, in the registered for charity organisations. Currently, the 360 degree tool is not very common in the third sector, registered for charity organisations and the investigation could be a scope for a research elsewhere. According to Berk, (2009); and Fortunato and Smith, (2008) 360 degree feedback is an appraisal tool used by approximately 90% of the Fortune 1000 organisations (Fortunato and Smith, 2008; Bracken et al., 2001; Tornow and Tornow, 2001; Edwards and Ewen, 1996, 2001). Cardy, Leonard and Newman, (2011) believe that the incre ased popularity of the 360 degree feedback is unquestionable and that organisations have spent innumerable amount of funds in implementing the feedback system. However, Cardy et.al, (2011) argue that many Fortune 1000 companies have implemented the 360 degree feedback without having considered the purpose, which is not very advisable, as 360 degree feedback is at its best for staff development, motivation, and for administrative use such as in determining performance related salary. The utility of 360 degree feedback, mainly upward feedback, may be constricted when appraisers provide erroneous ratings (Bernardin and Tyler, 2001; Bracken and Timmreck, 2001). Kuvas, (2006) highlighted that the relationship between the performance appraisal and work is interrelated to the employees inherent motivation at work. For an employee to perform in an organisation, job satisfaction and motivation to execute an activity for itself, in order to experience the pleasure and satisfaction inherent in the activity (Kuvas, 2006; Deci et al., 1989; Vallerand, 1997). Cardy et.al. (2011) highlight that when feedback received from too many sources are used for the estimation of an employees performance the diverse sources of feedback seldom agree in their evaluation, although a broader understanding can be attained. Analysis and criticism of traditional appraisal system in contrast with 360 degree feedback The primary principle of appraisals is to put forward an opinion or feedback on how the employee performs in their current job role and to discuss further what could be done to facilitate the employee to perform the expected job, if they are not performing as per the objectives. Prowse and Prowse, (2009); and Randell, (1994) argue that appraisals are the systematic evaluation of an individuals performance linked to the organisations culture and behaviour. The various departments in the University of Huddersfield (UOH) use different appraisal mechanisms. The computing and library services, technical services and other administration departments of the University use a competencies framework for the staff appraisals. The appraisals are conducted half yearly (every 6 months) to follow up on the employees personal development plan. There are three documents that are usually taken in a one on one appraisal, the filled employee preparation form, the filled up competencies framework and the competency framework Role Profiling document which provides a brief idea of which level each role is at (Figure. 4). After the discussion the appraising line manager fills up the appraisal record which both the appraiser and the ‘appraisee sign and get a copy. This process is followed up every 6 months (Please refer to appendix 1 for appraisal documents). The purpose of the process is to facilitate the employees to develop in a systematic way so that university as an organisation functions in the best possible way utilising the optimum talent identified. Various authors support that the appraisal system also offers an opportunity to put across and discuss the employees achievements over the past year with th eir managers to confer their performance in general and make plans for the year ahead. The performance appraisals are potentially a solution for the organisations to get the most out of their employees (Prowse and Prowse, 2009; Armstrong and Baron, 2005). The scheme currently functional in the university is highly participative, with a huge emphasis on appraisal ‘self and making sure that the staffs have a key responsibility in determining their own improvement and personal development (UOH, 2011). â€Å"In order for an appraisal system to be absolutely flawless and effective a number of elements have to be in place, as in the understanding and agreement on performance goals, a process for collecting ongoing performance data and a framework of productive periodic review and formal appraisal discussions,† (Lepsinger and Lucia, 2009). Although the current appraisals seemed to have worked fine till date, the literature provides evidence of the flaws in the traditional appraisal processes. Lepsinger and Lucia, (2009); and Lee, (2006) highlight that disagreement on set performance criterion, the line managers inability as an appraiser to process the bulk of information received and the employees need, while being appraised to defend their self image, are the key factors which act as a barrier in the smooth functioning of the traditional appraisals. It could be argued that the two parties involved in a traditional appraisal usually do not agree with the performance criteria set and it is highly likely that a difference of opinion may crop up between the appraisers and appraisee on what it takes to perform the job effectively. Prowse and Prowse, (2009); and Lee, (2006) argue that that the appraisal practice cannot be executed successfully unless the appraiser has the right interpersonal skills to provide the feedback t o the appraisee. If the appraiser and appraisee do not come to a conclusion on what can mutually be agreed as a requirement for excellent performance, then it is quite evident that both may end up with diverse conclusions about the staffs effectiveness in meeting the set performance criteria. Furthermore, rather than reassessing the actions necessary for a thriving performance at work, if the traditional appraisal attempts to achieve a specific target or result, it hardly does anything to seize the gap in perception or help the appraisee in comprehending what amendments are vital for their advancement and development in performing the job (Lepsinger and Lucia, 2009). â€Å"Traditional performance appraisal systems are flawed in their design, implementation and use. Supervisors seldom are effective in using such systems because the assumptions that guide how we use performance appraisals are unsubstantiated,† (Lee, 2006). Lepsinger and Lucia, (2009); and Lee, (2006) solicit to discontinue the use of the traditional performance appraisal methods and state that the traditional appraisal processes that rely upon ratings should be discontinued and advanced performance management mechanisms should be adopted which are designed to produce ample quantitative and qualitative information. The line managers inability as an appraiser to process the mass information received is another major issue in the traditional appraisal processes. The though process behind an effective appraisal is very complex. Experts break down the intricate process for collecting and processing information used in the appraisal process (Lepsinger and Lucia, 2009). Merits of introducing 360 degree feedback as an appraisal tool in the University of Huddersfield â€Å"Critiques of appraisal have continued as appraisals have increased in use and scope across sectors and occupations. The dominant critique is the management framework using appraisal as an â€Å"orthodox† technique that seeks to remedy the weakness and propose of appraisals as a system to develop performance,† (Bach, 2005). As discussed previously The University of Huddersfield uses competencies framework for the staff appraisals. The competencies framework is a description of the relevant behaviours needed to be competent in the job roles and support the organisation in remaining an exceptional University. The competencies appraisal framework boasts to benefit the employees by providing precision of performance expectations, uniformity and fairness throughout the appraisal, allowing superior identification of individual development requirements and giving a clearer picture of required skills to progress in the career path. In turn the university benefits by a lucid method of continuous development and performance management, enabling the identification and prioritisation of improvement needs to facilitate the improved stipulation of the learning and development courses or other areas of development (Source: HR, 2011). â€Å"360 degree feedback can make a positive contribution to the appraisal system. It can help to gain agreement on expectations, by using a broader range of information, and by facilitating open discussion,† (Lepsinger and Lucia, 2009). There are numerous benefits of introducing 360 degree feedback in the University of Huddersfield. As per the discussions with the human resource staff and the appraising managers it can be argued that the current appraisal system functional in the university is not flawless. The bias nature of the one on one performance appraisals is prone to disputes among the appraising manager and the employees, and although the university has a procedure in place to resolve such conflicts it could still benefit by introducing 360 degree feedback along with the traditional appraisal mechanism to rule out any such possibilities of conflicts. 2.2 Summary of the Literature Review To sum it could be concluded that the 360 degree feedback has a proven record as an excellent tool for staff development and motivation. The researcher has observed that the tool has become increasingly accepted in the organisations worldwide ever since the masses have discovered its value. Since the academic literature supports the research question proposed by the researchers. Chapter 3 3 Introduction to the Research Methodology 29 3.1 Research Design 29-33 3.2 Research Strategy 33-35 3.3 Review of Research Data Collection Methods 35-36 3.3.1 Semi-Structured Interviews Qualitative Data 36 3.3.2. Questionnaires Quantitative Data 37-39 3.4 Pilot Test 39 3.4.1 Questionnaire Pilot Test 1 40 3.4.2 Questionnaire Pilot Test 2 40-41 3.5 Alternate Research Methods considered but 41-42 3.6 Ethical Considerations 42-43 3.7 Methods of Data Analysis 43-44 3.8 Summary of the methodology 44 3. An Introduction of the Research Methodology In this section of the research paper the researcher has explained the various types of research methods and techniques available, and used by the researcher, followed by a justification of why these methods have been considered appropriate for this dissertation and why the other methods have not been considered. The process of data collection and data analysis has also been described in this chapter. 3.1 Research Design The researcher throws light on the research design and gives a general idea of how the researcher has gone about addressing the research question and description of its approach with rationality, followed by an account of the objectives derived from this research, gives an account of the sources which has been used in this research to collect data, and a description of the ethical considerations (Creswell, et.al. 2011; Saunders, Lewis and Thornhill, 2009). To quote Saunders, et.al, (2009): â€Å"Combining both quantitative and qualitative analysis ‘the researcher may possibly use the quantitative data and ‘qualitize it that is converting it into narrative that can be analysed qualitatively. Alternately, the researcher may ‘quantitise the qualitative data, converting it into numerical codes so that it could be analysed statistically,† (Saunders et.al, 2009). The author has carried out the research by conducting semi-structured interviews followed by a brief experimental introduction of 360 degree feedback process, and the analysis of the results were done by the careful examination of combination of the mixed methods. Various authors justify that there are diverse rationales for research; however practitioner researchers are faced with queries that demand versatile responses (Creswell, 2003) Hence, a mixed methods approach that uses qualitative and quantitative research can be considered as appropriate for several p

Permaculture: A New Way of Growing Essays -- Agriculture Farming Envir

Permaculture: A New Way of Growing Permaculture is a term created in 1978 by Bill Mollison and one of his students, David Holmgren. Bill Mollison is an Australian ecologist who combined the words "permanent" and "agriculture." Holmgren and he defined permaculture as: "An integrated, evolving system of perennial or self-perpetuating plant and animal species useful to man." (Holmgren xix).A newer definition of permaculture that Holmgren mentions in his book is "Consciously designed landscapes which mimic the patterns and relationships found in nature, while yielding an abundance of food, fiber, and energy for the provision of local needs." (Holmgren xix).Both definitions leave room for the evolution of the agricultural system. Conventional methods of agriculture deplete the land and its productivity over a period of time and remove beneficial interactions by excessive chemical dependence for pest control and fertilization. Employment of permacultural techniques, however, allows the farmer to not only grow healthy food, but also serve many other purposes at the same time: reduced chemical dependence as well as soil erosion while actually contributing to maintain productive, healthy soil to name only a few. Permaculture is about growing plants using the environment, and encouraging the restoration of balance in the environment. It is a technique that co-operates with the land and the environment, nurtures it to grow healthy food instead of abusing or forcing it to be productive. It aims to create an ecological system that is efficient, self-sustaining and productive, at the same time also in harmony with the environment. It can be used with either commercial agriculture or domestic agriculture. While the benefits of per... ...t to produce higher yields and using less chemical pesticides and herbicides, thus creating an increased profitability. The system is more stable due to the higher biodiversity, thus it is less susceptible to diseases. Permaculture is an economical concept because of increased profitability and productivity, and minimization of costs by reduction of chemical usage. Works Cited Hemenway, Toby. "A Toolbox, Not a Tool." Whole Earth 106 (2001)93-94. Holmgren, David. Permaculture: Principals and Pathways Beyond Sustainability. Holmgren Design Services: Hepburn, Australia, 2002. Janchitfah, Supara, and Vasana Chinkvarakorn. "Organic Matters." New Internationalist 323 (2000): 26-27. Sullivan, Dan. "On Your Turf." Organic Gardening 51 (2004): 11. Williams, Greg, Emily Polk, and Peter Warshall. "Permaculture: Hype or Hope?" Whole Earth 106 (2001): 90-92.

Examine Eliot’s treatment of women in Prufrock, Preludes, Portrait of E

Examine Eliot’s treatment of women in Prufrock, Preludes, Portrait of a Lady and Rhapsody on a Windy Night In all four of the poems; ‘Prufrock’, ‘Preludes’, ‘Portrait of a Lady’ and ‘Rhapsody on a Windy Night’, Eliot makes references to women. Eliot seems to treat women almost as objects to either be looked at with wonder and, at times, fascination or as objects to be scorned upon. In all of the poems Eliot makes the voice of the poem slightly distanced from the women and this, to me, makes the women seem almost untouchable. When looking at the poem ‘Prufrock’ we must first notice that the full title is ‘The Love Song of J.Alfred Prufrock.’ This title seems almost ironic as, after reading the poem, we realise that the poem is not a love song at all. The title is beauteous however, like the women Eliot makes reference to in the poem; â€Å"In the room the women come and go / Talking of Michelangelo.† This small, non-descriptive mention of women tells us much about Eliot’s perception of women in ‘Prufrock.’ These two lines, presented to us almost like a chorus, interrupt the flow of the poem, which is perhaps what women did in Eliot’s life. These lines also show Eliot’s fascination with women as women were less educated than men around 1910 when ‘Prufrock’ was conceived, so for these women to talk of Michelangelo is almost shocking and something to be marvelled upon. In Prufrock, I believe Eliot is concerned with the high society of women and the poem shows his fascination with them. The tone of ‘Prufrock’ is not bitter towards the women, nor does it celebrate them, it merely comments on the women and Eliot seems to give a fairly neutral view of women. ‘Portrait of a Lady’ is another poem in which Eliot ex... ...apsody on a Windy Night’. By appealing to our senses, Eliot draws us in to his poetry up to a point where we can almost smell exactly what he is describing, which brings us closer to the women in his poems. Between the four poems â€Å"Prufrock†, â€Å"Portrait of a Lady†, â€Å"Preludes† and â€Å"Rhapsody on a Windy Night† Eliot provides us with a rounded view of women. He describes the beautiful and untouchable side of them in ‘Prufrock’, the darker, more sordid side of women in ‘Preludes’ and ‘Rhapsody on a Windy Night’ with a description of how false women can be in ‘Portrait of a Lady’. Eliot’s imagery is effective in the poems, as by using it he justifies his reasons for describing the women in the way he does. I feel that Eliot describes women in the way in which he views them, drawing from personal experiences and what he takes from poets who have gone before him.

Managing Agressive Behavior Essay -- Health Care, Nursing

According to Penguin English dictionary (2002), research is aimed at making discoveries, establishing facts or enabling new conclusions. Nursing research is essential in health car e setting. It can defined as a systematic and rigorous collection of data and used not only to help nurses but to clients behaviour attitudes and other factors that influence the delivery of care (Parahoo, 1997) Polit and Hunger (1997), states that critique should reflect on the strength and weakness of research through objective and balanced consideration. It stands to reason that nurses need to understand the ethical implication of using different methodology theory in order to protect patients. Based on evidence, this can be done by understanding how research is done, the definition of data collection and how to interpret findings (Tschudin, 2002). However, one can argue that not all research findings are to be believed (Hunt, 1987). A good research should capture the problem and find ways to improve in the setting. The phenomenon of this assignment is to focus on patients who are undergoing treatment in a high secure forensic. This will highlight how violence toward healthcare workers is commonly encountered in mental health care setting in Australia. Therefore, two key areas that will be identified is firstly, factors leading to aggressive behaviour and secondly, strategies to reduce the risk of such behaviour. The selected article to critically examine is entitled ‘Aggressive behaviour in the high secure forensic setting: the perception of patients’. The work on this paper was taken from the Journal of Psychiatric and Mental Health Nursing in Australia. With relevant research and literature, it will support the work of Parahoo (1997) and P... ...believes it is important to perceive feelings of other persons and the ability to communicate with them listening is a basic skill in communication. A practical suggestion is to address the social and organisational factors that underpin aggressive behaviour. The researcher did not identify the triggers of aggression but interestingly, looked at patient’s views on the cause and management of aggression. When aggressive episodes are managed in therapeutic ways, patients gain a sense of trust and control over their situations. They feel balanced, calm, and secure (Skovdahl et al., 2003b). As for nurses, when patient aggression is managed in a therapeutic manner, nurses have a sense of balance and well-being. They tend to find their work stimulating, challenging, and fun (Skovdahl et al., 2003b). . . .

Al Qaeda in the Arabian Peninsula Essay

Stability in the Arabian Peninsula region has been a concern for the United States for some time now. AQAP poses a direct threat against the U.S. and U.S. interests of Stability and Security in the Arabian Peninsula. This instability and threat is why I have chosen the AQAP as the FTO to research making the next attack. The AQAP comes from the merging of the al Qaeda cells from Yemen and in Saudi Arabia. There are approximately one –two hundred members, with thousands of supporters. The merger took place in January 2009, due to the success of the Saudi Arabian government in destroying al Qaeda’s infrastructure in the Kingdom of Saudi Arabia. AQAP is a subsidiary of the al Qaeda, whose center of gravity is in Pakistan and Afghanistan, but works independently of its parent organization. Since formation occurred, they are responsible for a number of attacks on the â€Å"West† and are considered responsible parties of the â€Å"UPS and FEDEX cargo bombing attemptsâ €  (Kurczy, 2010). They were deemed a terrorist organization on December 14, 2009, by U.S. Secretary of State Hillary Clinton. (Gerstein, 2010). Prior to the formation of AQAP, al Qaeda claimed responsibility for numerous attacks in Saudi Arabia and Yemen. Those attacks include: the 1993 attack on World Trade Center, 1998 suicide bombings of Embassies, the 2000 bombing of the USS Cole, and the 2008 car bombing outside the U.S. Embassy in Sana’ killing 19 people including 6 of the terrorists (Poland, 2005 ). AQAP has claimed to plan on targeting oil facilities, tourists, and security forces in the future. It is believed though that AQAP provided spiritual guidance by U.S. Citizen Anwar al Awlaki to U.S. Army Maj. Nidal Malik Hasan, who was the gunman behind the 2009 Ft. Hood killings and the December 2009 attempt to down a passenger airline to Detroit. Responsible parties to these terroristic events are said to be that of the top five â€Å"key leaders† of AQAP. These men include are in order of their rank from the top spot of leaders to the last. 1. Ibrahim Hassan al-Asiri, aka the bomb maker. He is believed to be the creator of the bombs intercepted in October last year on cargo planes. 2. Anwar al-Awlaki, aka the chief ideologue. He is suspected of being part of three unsuccessful terrorist attacks to include the Fort Hood Shootings (Bryant, C., & Kasinof, L., 2010), bombing attempt on airliner jet on Christmas, and the Times Square bombing on May 2. 3. Said Ali al-Shihri, deputy chief of AQAP. He is suspected of participation in  September 2008 US Embassy attack and the kidnapping of nine missionaries in June 2009 according to Fox News. 4. Qasim al-Raymi, military commander. He followed Osama bin Laden’s lead on media releases â€Å"building an ever-more sophisticated propaganda arm for al Qaeda in Arabian Peni nsula† (Kurczy, 2010). 5. Nasir al Wuhayshi, head of AQAP. Known as the personal secretary of Osama bin Laden (Kurczy, 2010). Most of AQAP is made up of fighters that returned from Afghanistan during the Russian invasion and fighters that have been serving in Iraq and Afghanistan. They lure new recruits who are sympathetic to al Qaeda and have animosity towards the U.S. and western nations. The recruiting pool is vast in the region with fighters fleeing Iraq and Afghanistan and relocating to Yemen and Somalia. Both countries have weak central governments that are conducive for lawlessness in the region and have vast ungoverned territory. Government cooperation with American counter-terrorism efforts has historically been spotty and portions of both populations are hostile to the United States. (Kerry, 2010) AQAP aims to overthrow the Yemeni government for its support to the U.S. and its offensive operations against al Qaeda. The group also emphasizes its global ambitions and desire to target western interests within the region. Additionally, AQAP has stated it will focus on cutting supply lines of western nations supporting Israel and looks to expand its influence throughout the region (Boucek, 2010). The animosity against the western nations continues to grow, as does the technology and ideas for new weapons. The newest information is that a poisoned perfume plot against religious and government officials was prevented due to arrest of 149 al Qaeda suspects. This is just an example of the creativity AQAP has come up with. Last summer the country’s Deputy Interior Minister had been attempted to be assassinated by a bomber with the weapon in his anus (Rawnsley, 2010). These weapons are just the newest form used by AQAP. Yemen has emerged as a major staging base for al Qaeda and other likeminded groups for attacking American targets within Yemen as well as to reach targets outside of Yemen including the United States. U.S. officials have warned that al Qaeda in the Arabian Peninsula was a growing threat even before the failed 2009, Christmas Day airline bombing attempt (Kerry, 2010). In February 2009, Director of National Intelligence Dennis Blair stated that, â€Å"Yemen is reemerging as a jihadist battleground and potential regional base of operations for Al Qaeda  to plan internal and external attacks, train terrorists, and facilitate the movement of operatives.† (Rollins, 2010). The threat coming from AQAP is greater than the threat coming from al Qaeda’s central leadership located in Pakistan. AQAP is increasingly a more pressing concern for U.S. national security. AQAP has relative freedom of movement in the Arabian Peninsula and region which allows for its ability to increase its ranks through recruitment as well as its ability to train new recruits. Additionally, AQAP has also shown its ability to influence other like-minded individuals to conduct attacks to our homeland with little to no warning. AQAP has proven it has the means and capability to attempt to conduct attacks globally although it has yet to be successful. It is only a matter of time before they possess the ability and trained personnel that are able to conduct something equal to or greater than the attacks against the United States on September 11, 2001. AQAP poses a direct threat to the U.S. and U.S. interest of stability and security in the Arabian Peninsula. AQAP is capable of every threat that has been uttered against the US and western countries. The US as well as the other western territories that are considered allies against AQAP, can end or at least moderate the terroristic threat by â€Å"interdicting terrorists, disrupt their planning, restrict their travel, reduce the flow of financial (EO 13224 signed 9/23/01) and material support to terrorist groups, and enable partner governments to assert control over weakly governed territory where terrorists find sanctuary† (US Department of State, 2005). The Antiterrorism Assistance program is a well used deterrent against FTO’s such as AQAP. The AQAP became a bigger threat than al Qaeda, and the instability and security issues within the Arabian Peninsula are threats we must contend with. With the knowledge and training gained since the imperative attacks on American soil in 2001, we can deter and detain these terrorists and protect our homeland and allies. The ideologies and animosity against the US and other western nations are targeted towards the recruiting of others who sympathize with al Qaeda. Preemptive and retaliatory methods are other forces to use to impede the AQAP’s threats and/or attacks. It is also noted in the Country Reports that by American’s helping partner nations in the quest for improving their abilities to detect and prevent terrorist activities this will clearly enhance the overall security of all nations (US Department of State, 2005). References Boucek, Christopher (2010). Terrorism out of Yemen. Carnegie Endowment for International Peace. Retrieved from http://carnegieendowment.org/publications/index.cfm?fa=view&id=41705 References Bryant, C., & Kasinof, L. (2010, October 29). Suspicious UPS, FedEx packages raise new concerns about Al Qaeda in Yemen. Christian Science Monitor. p. N.PAG. Retrieved from EBSCOhost CPJ. (2008, April 15). Iraq: Journalists Abducted 2003-09. Retrieved March 15, 2011, from Committee to Protect Journalists: Defending Journalists Worldwide: http://cpj.org/reports/2008/04/abducted.php. Gerstein, Josh (2010). Clinton named Al Qaeda Yemen as terror group. Politico. Retrieved from http://www.politico.com/blogs/joshgerstein/0110/Clinton_named_AlQaeda_Yemen_as_terror_group_a_month_ago.html Kerry, John (2010). Al Qaeda in Yemen and Somalia: A ticking Time Bomb. Committee on foreign relations United States Senate. Retrieved from http://www.fas.org/irp/congress/2010_rpt/sfrc-aq.pdf Kurczy, S. (2010, November 2). Five key members of Al Qaeda in Yemen (AQAP). Christian Science Monitor. p. N.PAG. Retrieved from EBSCOhost. Poland, J. (2005 ). Understanding terrorism: Groups, strategies, and response s 2nd edition. Upper Saddle River: Pearson. Rawnsley, A. (2010, December 7). Danger Room What’s Next in National Security. Retrieved March 15, 2011, from Wired: http://www.wired.com/dangerroom/2010/12/al-qaedas-latest-weapon-poison-perfume/ Rollins, John (2010). Al Qaeda and Affiliates: Historical Perspective, Global Presence, and Implications for U.S. Policy. Congressional research Service. Retrieved from http://www.fas.org/sgp/crs/terror/R41070.pdf US Department of National Security. (2006). The National Security Strategy of the United States of America. Washington DC: USDOS. US Department of State. (2005). Country Reports on Terrorism 2004. Washington DC: US Government.

After-Sale Service of Online Marketing Essay

Recent years have witnessed the increasing demands of consumers, the high product quality cannot be the only element for satisfying consumers but the after-sale service gradually dominants the purchasing psychology. In general, the after-sales service is one of the critical success factors for enhancing the consumer satisfaction, which is acknowledged by Asugman,G.et al.(1997) to some extent. More specifically, the further study from Smith (1998) emphasizes that the purchase intentions of the consumers is strongly influenced by the customer satisfaction about the ancillary services. For the purpose of this essay, after-sale service is defined as a range of services that the enterprise or dealer provide to the consumer after the sales of product, which can include the product introduction, the delivery and installation as well as the maintenance, etc. (Baidu cyclopedia,2012). It is vital to examine this area in order to achieve the consumer satisfaction, what’s more to make a success of on-line marketing. The question that remains to be answered is whether the after-sales service is the major element for the success of on-line marketing, or whether the managers should make the after-sales service become the augmented auxiliary production. . This research paper will take into account both sides of the issue, and critically evaluating the main views and evidence offered. Arguments will firstly be discussed from the Internet market environmental perspective. Subsequently, the evaluation of the overall impact of after-sales service on the network marketing will be demonstrated. Finally, the conclusions along with recommendations made to internet managers will be explored. Nowadays, the marketplace has a dramatic change as Rajan Varadarajan and Manjit S. Yadav(2009) assert that the competitive landscape has changed from the predominantly physical marketplace to one encompassing the physical marketplace and electronic marketplace, namely the Internet market environment. Whereas opponents who consider the after-sales service is the less important factor of the on-line marketing success claim that people prefer to purchasing on-line should attribute to the cheap and high-quality goods in the online-shop. It is contended that the Internet environment can provide an opportunity for the customer to select whatever they want and most consumers prefer to buy products as quickly as possible, which is also the convenience of the on-line market.(Baidu library, no date) Furthermore, the advertisements on the Internet often act as the facilitator who can promote the consumer to boost their purchasing interests, which in turn increase the profit of the company. However, the supporters against that the increasing innovative products in the Internet are not the major part of successful on-line marketing but the after-sales service due to the virtual Internet environment. For instance, R.G. Bundschuh and T.M. Dezvane (2003) investigate that in some online companies, they can obtain higher profit generated by after-sales service than the one from the sales, the service market can be four or five times larger than the market for products. Moreover, the large volume of information in the Internet environment can greatly contribute to the quality of after-sales service. The Taobao online shop in China can be an appropriate example, it has a integral network of after-sales service with appropriate usage of the communicating software named Aliwangwang.(Baidu cyclopedia, no date) Consequently, the after-sales service in the online environment plays an incentive role in making success of on-line market. Another convincing statement insisted by those who disapprove the perspective that after-sales service is the main factor of on-line marketing success is that the impact of after-sales service sometimes put pressure to the sales procedure. Hartline and Ferrell(1996) claim that the after-sales service environment is a context in the interfaces between the internal and external which take place concurrently and shape the stress level that employees experience. Therefore, the effect of after-sales service to some extent will increase the pressure of the employee to devote themselves to their sales work, which in reverse could decrease the sales volume as well as the interests in the company. However, it has to be acknowledged that the after-sales service is conducted to the success of on-line market as a result of the positive impact on the company as well as the consumer. One of the contentions in favor of that assertion is that the customer satisfaction must be the primary goal of the organization for success and growth, then after-sales service is the bridge for the employee to contact with customers for obtaining the feedback and satisfaction (Pertson and Willson,1992) . What’s more, the customer-oriented on-line market has to satisfy their customers’ demands, thus the systematic after-sales management could act as an effective approach. Loveman (1998) maintain that the customer satisfaction has an intimate relation with the loyalty of the consumer and financial stability of the firm. Consequently, the employees will be stimulated by the high-evaluated feedback of customers to make more contribution to the company. That is to say, the high satisfaction can help the organization keep the existed customer and obtain much more new customers, which formulates a customer purchasing recycle. Hence, the impact of after-sales service in the online-market should be considered as the positive factor to the success and growth of the company. The current paper has explored the situation of the after-sales service and analyzed the significance and impact on the on-line marketing. Along with the argument that whether the after-sales service is the main factor for successful on-line marketing has been discussed. Therefore, through the contrast of the merits and negative influence of the after-sales service on the company or customers, we can draw the conclusion that the after-sales service indeed plays an indispensible role in the on-line market since it can enhance the business performance as well as expand the sales scale. Besides, it has to be admitted that the limitation of this paper was that it didn’t specifically demonstrate all factors related to after-sales service in the on-line marketing and the impact of the after-sales service aforementioned is the small part of the issue. Nevertheless, despite these limitations, the findings of this research paper have served to highlight the significance of after-sales service in the on-line market and point out the dual impact on the company or customers. From what discussed in this paper, it would be plausible to recommend the managers of the on-line market pay great attention on the influence and significance of after-sales service and make the most of information on the Internet to establish a integrated system of implementing the after-sales service for gaining returning customers as well as the revenue of company. Reference list Alexander, W. L., Dayal, S., Dempsey, J. J. & Vander-Ark, J. D. (2002). The secret life of factory service centers. Asugman,Gulden. Johnson,Jeanl and McCullough,James(1997)‘The role of After-sales Service in International Marketing’ï ¼Å'Journal of International Marketing vol.5 Issue 4.p11-28,18p.EBSCO host/Business Source Complete. Baidu cyclopedia â€Å"After-sales service† http://baike.baidu.com/view/300225.htm [Accessed 3rd October,2012] Baidu cyclopledia â€Å" Taobao Website ’’. Retrieved from http://baike.baidu.com/view/1590.htm [Accessed 12th october,2012] Baidu Library â€Å"The consumer on-line purchasing psychological analysis† Retrieved from http://wenku.baidu.com/view/e1c8f240336c1eb91a375db8.html [ Accessed 12th October,2012] Hartline, Micheal D. and O.C. Ferrell (1993)ï ¼Å'â€Å"Service Quality Implementation:The Effects of Organizational Socialization and Managerial Actions on Customer-Contact Employee Behaviors,† Report No. 93-122,Academy of Marketing Science.———-and———(1996),‘â€Å"The Management of Customer-Contact Service Employees,† Journal of Marketing, 60(4),52-70. Loveman, W. (1998).â€Å" Employee Satisfaction, Customer Loyalty, and Financial Performance an Empirical † â€Å"Examination of the Service Profit Chain in Retail Banking†. Journal of service research, 1(1), 18-31 Pertson, R. & Willson, W. (1992). â€Å" Measuring Customer Satisfaction: Fact and Artifact †. Journal of academy of marketing science, 20(1), 61-71. Rajan Varadarajan&Manjit S. Yadavï ¼Å'(2009) â€Å" Marketing Strategy in an Internet-Enabled Environment: A Retrospective on the First Ten Years of JIM and a Prospective on the Next Ten Years † Journal of Interactive Marketing Volume 23, Issue 1, February 2009, Pages 11–22 Retrieved from http://www.sciencedirect.com/science/article/pii/S1094996808000030 [ACCESSED 12th October,2012] R.G. Bundschuh, T.M. Dezvane â€Å" How to make after sale services pay off † The McKinsey Quarterly, 4 (2003), pp. 116–127 Smith, Kirk (1998), â€Å"Service Aspects of Industrial Products Lead to Future Product Purchase Intentions,† Industrial Marketing Management, 27, 83-93.