Archive for year: 2023

EFFECTIVENESS OF REWARD SYSTEM AND APPRAISAL SYSTEM IN INCREASING THE RETENTIONS AND PRODUCTIVITY OF EMPLOYEES IN RETAIL SECTOR

STUDENT’S NAME:

PROFESSOR’S NAME:

Chapter 1: Introduction
1.1 Introduction
The Human Resource Department plays an important role in ensuring that all units of a business are integrated. This is attained through employee management; performing appraisals and rewarding of well-performing employees. Rewards appraisal is significant in raising the employee motivation and levels of performances (Hendry, 2012).

Reward system is a motivating strategy to employees that enable them to perform at the highest level. Employees take pride of their work when they are ware that their job offers them security and opportunities for advancement. It is necessary to recognize that there is no right or wrong systems for rewards but there are those that will make employees to be more motivated than others.

On the other hand an appraisal system assists the management in evaluating the performance of employees on the job so as to develop a system that is fair for promotion and wage increment. Appraisal systems is also evident in helping the employees improve on their performance and also enable the company to devise and reorganize the job functions so as to better fit the employees with the position available. Performance appraisal is usually done on periodic basis general and systematic processes that access the performance and productivity of the employees in accordance with the pre-determined objective and criteria of the company.

1.2 Background Information
The relationship and connection between reward systems, motivation as well as job satisfaction of the workforce play an essential role in the success of the business regardless of the size. Employees expect to gain both financial and non-financial rewards so that they are motivated to work for the company. Some employees prefer to have financial reward while other non-financial rewards. This becomes necessary for the researcher to identify the effective reward systems that should be embraced by the company especially those in retail business (Ibrar & Khan, 2015).

Performance appraisal is recognizes to be a tool that spur employees to attain the goal of the organizations. Employees are in most cases driven by their attitude towards the jobs they doo which has a great impact on the level of productivity and retention. This makes the appraisal systems to be an indispensable part of the organization in the process of developing employees cognizant of their growth and performance improvement, their potentiality and abilities.

Performance appraisal systems impose a substantial impact to other human resource aspects and strategies of the organization at large. Effective performance appraisal is key bedrock in ensuring that the success of employees matters such as employee motivation, selection and training. There is need for the company to develop and reveal the effects of the appraisal systems to the organization and also enable the employees to vividly understand the systems of appraisal and their purpose (Agyare, Yuhui, Mensah, Aidoo, & Ansah, 2016).

According to Miah (2014), many businesses and organization during this era of global competition strive to establish a high work performance culture which is incorporated with the corporate and business strategies so as to develop individual’s contribution to the success of the company. In this process, employees are the key role player in the organization through the process of performance management. This calls upon the entire employer to develop performance management strategies that will effectively develop a workforce with competence and commitment and determined to work towards the attainments of the shared objective and goals of the business. The performance of the organization is determined by the role played by the management and the employees whereby it is required to be in line with the stated goals and objectives.

1.3 Problem Statement
Despite the positive effective that are associated with the reward and appraisal systems in the company, it is evident that most of the employees, supervisors and management are mostly not satisfied with the systems embraced by the company. As a result most of them fail to understand the system appropriates hence associate them with many negative loopholes that develop the negative impact. Many people become dissatisfied with the strategies put in place resulting into failure of the stems such that they fail to attain the intended goal of creating motivation that lead to increased productivity and retention of employee in the company.

In retail business, most of the management team fails to identify the essence of developing effective reward and appraisal system since they view this as necessary to the large companies. As a result of this problem, this project aims to determine effective strategies of reward and appraisal that has the potentiality of increasing productivity and retention among the employees in retail businesses.

1.4 Aim of the Study
The aim of the study is to evaluate the effectiveness of the reward and appraisal systems in increasing employee performance and retention in the retail sector. The study will examine various reward system and appraisal systems applied by business in the retail sector so as to determine whether they are effective in contribution to employee performance and motivation in their work. It is essentials to note that motivation play an integral part in the productivity of the employees hence they is need for companies to develop strategies that enhance the motivation of the employee. This study will examine the effectiveness of the two performance management strategies among the employees which will be measures by the level of productivity and retention of employees in the companies that utilize the strategies.

1.5 Objective of the study
The main goal of the study was to determine effectiveness reward and appraisal systems in increasing the retention and productivity of employees in retail sector

The following are the objective of the research.

· To have an understanding of the significance of the systems of appraisal and rewarding in the retail sector.

· To have an understanding of the impact of rewarding and appraisal system on employee productivity.

· To have an understanding of the systems used to appraise and reward employees for their retention.

· To understand the importance of reward and appraisal systems in the retail organization.

· To understand the extent of employee retention through effective reward and appraisal system.

· To understand the increase in productivity that is related to reward and appraisal system.

1.6 Research questions
During the study, the researcher utilizes the following set of question in order to attain the goals of the study.

· What is the significance of the systems of appraisal and rewarding in the retail sector?

· What is the impact of rewarding and appraisal system on employee productivity?

· Which systems are used to appraise and reward employees for their retention?

· What is the importance of reward and appraisal systems in the retail organization?

· To what extent are employee retained through effective reward and appraisal system?

· Can we relate increased in productivity to reward and appraisal system?

1.7 Research hypothesis
Based on the Assumption of the existing causal relationship, the following hypothesis was developed with to help the researcher in testing.

H0: Effective appraisal and rewarding systems in a retail organization lead to employee retention in the retail organization.

H1: Effective appraisal and rewarding systems in a retail organization lead to increased employee productivity in the retail organization.

1.8 Rationale of the Study
In the organizations, the rewarding and appraisal systems have an important role they play. They help in employee motivation and affect the quality of their work. This also helps in improving the quality of work of the employees. These systems are important in retaining the employees in the organizations. The effective system makes the organizations maintain the loyalty of employees and increase their productivity.

Veld and Alfes (2014) commented on the essential fact that reward and appraisal systems within the organization are essential within the organization. This is because it helps in increasing the motivation of the employees and retaining them. Rewards and appraisals are provided to the employees based on their performance hence it is a mark of prosperity of organization and its employees.

It is the responsibility of the organization to make sure that employees are retained for the productivity and profitability of the organization. Employees need to need motivated for work done (KUYKENDALL et al, 2013). Similarly, they need to be assessed on their productivity, dedication, and commitment to the work; this is done using the appraisal systems. Positive appraisals ensure work satisfaction of the employees through high rating of their performance hence increasing their productivity (Jakowski & McKellar, 2014).

1.9 Purpose of the Study
According to the outlook of Rudge (2011) the reward and appraisal system plays an important role within the organization. The rewards and appraisal systems help in increasing the motivation of the employees that directly affects their quality of work. Moreover, it also helps in improvement of the quality of the work and also improves the overall performance of the employees. According to Cahill et al. (2014) the satisfaction of the employees for their work is also maintained and also helps in understanding the need and requirement of the trainings. The employees tend to retain to the organization and hence also tends to stay loyal to the organization that increases the productivity.

This study will help the retail businesses in determining the effectiveness of reward and appraisal systems which are associated to increased employee productivity and retention. It will help the business owners to determine effective strategies that should be developed so that they can facilitate the appraisal level of motivation among the employees. It will also help them to recognize that reward and appraisal systems are not only essential in large companies and corporate bodies but rather in every workplace that has employees who need some level of motivation so as to attain the overall goals and objective of the organization.

The study will also help the employees by determining the essence of reward system and appraisal systems that are developed by the companies so that they can embrace them. They should also help the company in developing an effective reward and appraisal system that will help in motivating them and increasing their productivity. They are cases whereby employees have misinterpreted the essence of reward and appraisal systems making them view the performance management strategies as a threat to their employment, employee will be educated on the important part of the appraisal systems as well as the rewards systems.

The research will also help other researchers since it will be used to develop knowledge and background of the study they intent to conduct. It will also help them in identifying existing gaps that require research hence it will be essentials in the research sector. Comment by Bincy Baburaj: Please include a brief introduction of methodology to be adopted.

1.11 Structure of the Dissertation Comment by Bincy Baburaj: Please check the numbering..
The researchers of this research study represent their discussion, research topics, researching analysis in five respective chapters. The chapters have been furnished with significant data, information, and analysis of the research topics significantly and adequately. The chapters have been followed in the figure that has been represented in this context below:

Chapter 1

· Aims and Objectives

· Rational of the study

Chapter 2

· Concept of the Topic

· Related Theories and Models

Chapter 3

· Research Methodology tools

· Sampling

Chapter 4

· Findings

· Data analysis

Chapter 5

· Conclusion

· recommendation

Figure 1: Dissertation Structure

Source: Created by the Researcher

1.12 Conceptual Framework
Independent variables Dependent Variables

Retention Reward system

Appraisal system Productivity

Figure 2: Conceptual Framework

Explanation

In the conceptual framework above, the independent variables are the Reward systems and the Appraisal systems which the researcher which the researcher intends to identify they influence in the independent variables which are the retention and productivity in the retail business.

1.13 Summary
The introduction part submits significant discussion and targets of the research study so that the readers and observers of this research study can be understood all the objectives and information related to the study significantly. Organizations and the business sectors use the system of appraisal to gauge the performance of the various employees. Moreover, rewarding of well-performing employees is a motivation to the employees. This project aims a studying the effective systems of appraisal and rewarding in the retail business. Effective appraisal systems ensure that there is progress in the organization. Effective appraisal systems are appreciated by the employees and are the basis of retaining good performing employees. The proposal aims at providing an understanding effectiveness of systems of rewarding and appraisal to the performance and retention of the employees

Chapter 2: Literature Review
2.1 Introduction
A critical review of existing literature related to the study is significant since it helps in the researcher to develop an insightful understanding of the topic. Analyzing previous researchers gives a clear background of the study that will help the researcher in identifying the existing gaps to fill on this research. In order to purse the goal of literature analysis in the study, the existing literature will be categorized ion to theoretical perspective and empirical perspective. In the theoretical study, the research will analyze existing theories that are relevant to this study. In the empirical study will consist of the observations and findings of other researchers, on the issues of effectiveness of reward and appraisal systems in increasing employee performance and retention. The literature review will be guided by the objectives of the study which will help the researcher in identifying essential knowledge to the study.

2.2 Theoretical study
2.2.1 Equity Theory
According to Young (2018), John Stacey Adams suggest that employees are motivated by the fact that they believed the employments rewards or benefits are at least equal to the level of efforts they subject to the work. Employees will consider that they are treated fairy when they perceive that the ration of their input is relatively equal to the outcomes or rewards obtained. People are satisfied with the job when they weigh between their remuneration to other employee in the same business or other companies in the same industry. The employer should provide wages that are competitive to other companies so that when the employees weigh between the outcome and the input they become satisfied with what they get. The reward system should consider the work done by the individual and the level of experience they possess. People at higher rank should be given higher remuneration as compared to those at lower rank (Abdelghafour & Al-Madi, 2003). This ensures motivation of people to perform better since they rewards given are equal the efforts. It is also necessary the employees doing similar work or those at the same rank should be offered similar compensation since equality is very essential in creating motivation and satisfaction.

2.2.2 Agency Theory
According to Evans & Tourish (2017), Agency Theory promotes the understanding of the correlations between provision of incentives and performance measurement system. The theory is applied in research of the mechanisms employed but the business owners to align the CEO’s interest with the organizations objectives. The problem of principal agent revolves around the degree to which the principal is required to devote their efforts in minimizing behavior that is shirking especially for an agent who not trusted and motivated by self-interests. The theory argues that the primacy of the values of shareholders or owner of the company is taken for granted when people utilize their power inappropriately or tend to execute self-interest at the expenses of the company. Therefore, there is need to ensure that every individual expressed the interest of the company and the company to strive to meet the expectation of the employee. Therefore, performance appraisal and reward systems play a vital role in ensuring the employees are geared towards achieving organization goals and the company strives to reward their inputs by proving competitive incentives. Both parties must strive to bridge the existing gap between the employees interested and the company’s interest so that the optimum goal is attained. Therefore, the use of appraisal is aimed to limit the chances of an employee prioritizing on their self-interest rather than the shareholder’s values and ensure that every individual live in line with the expectation of the company when working. Bridging the gap between the interest of the individual and organizations’ goal will result into motivation and retention of employees.

2.3 Empirical Study
2.3.1 Significance of Appraisal and Reward systems
These two performance management strategies are essential to the business. They enable increased focus of attaining the goals of the business. Every day work of the employee support the mission of the company since they goals are aligned in accordance with the functions of various departments in the company. Performance appraisal helps in ensuring that the employees retain their focus throughout the year so as to be appraised or rewarded for good performance. These strategies are essential to the attainment of business results and also facilitate profitability (Puckett, 2015).

According to Fasseh (2013), they help in developing an empowered and engaged workforce. The company is able to strengthen employee engagement through the creation of a business culture that is accountability shared for growth and development of the employees’ career. Performance appraisal and rewards systems help the management to develop an insight into the skills and abilities of the workforce hence ensure that the function and duties of the employees are matched with their capabilities. The systems also helps in ensuring that employees get direction, feedbacks and development of their needs that will help the, in succeeding in their personal goals as well as those of the larger company.

Performance management and appraisal are essential in the management of talent since they help in establishing an empowered and skilled workforce. The company is required to do more than just auditing the achievement of employees, it should focus on establishing a continuous support and improvement of the workforce and the company so that to create a conducive environment for working. The process helps the company in goal setting and revisions those that may seem unrealistic (Ibrar & Khan, 2015). Every employee’s should be provided with a clear guidelines and understanding of the expectation of the employer. They are also able to determine where an individual will fit best in the company; the process should begin from the company’s goal, down to the managers or department goals, team and individual goat setting. This helps the individual and the company to determine their priorities and direction to follow in order to achieve all the goals set. This process allows the individuals to feel they are part of the business management and ownership hence ate motivated to ensure that all these goals are attained.

Performance appraisal and rewards also helps the organization management and coaching. The process allows the identification of goals that required adjustments since there are other goals that the employees may not possess the skills to attain them. Feedbacks and coaching offered during the process enable gap identification and solution to the gaps (Ayomikun, 2017). The management is able to improve employee engagement and performance as a result of continued feedbacks and coaching. At times, the company may hire potentials but inexperienced individuals hence performance appraisal will help them in determining proper training and development programs with the capability of addressing the skills and performance gaps that exist.

According to Fasseh (2013), the process also helps the company in ensuring that the employees acquire regular and quality feedbacks which are essential to their performance and ways of improving them. Once a gap in the skills is identified, the management is able to advice the employee on the skills they need to develop so as to attain the wish of the company’s and also in line with their career progress. Therefore, there 9s need for the workforce to recognize of essence of performance appraisal and rewards which is to help them in development and provide control over progression of their career.

Recognition and rewards helps the employee in balancing between negative and positive feedbacks. Little appreciation for good work done helps in satisfying the fundamental needs for praise, leverage social engagement and reinforces the appropriate behavior and culture. Rewards and recognition and able to facilitate employee retentions and work engagement which creates good ambassadors of the origination culture and practices and also enhance productivity (Puckett, 2015).

2.3.2 Types of Performance Appraisal systems
According to Ayomikun (2017), ther are various type sof appraisal systems that are used by companies which include 360 degree/Multi-rater appraisal system, Management by Objectives (MBO), and Graphical Rating Scales. The 360 Degree performance Appraisal which is also referred to as the Multi-rater performance appraisal is one of the most recently used system of appraisal in both large and small sized organizations. It involves an appraisal systems that consists the views of various groups and reviewers who have the opportunity of socializing with the employees. These reviewers include the managers, supervisors, customers and co-workers. The system also encompasses the perception of the individual employee on their opinion about performance; hence it is recognized to be multi-rater, multi-source and full-circle appraisal system. In this case, employee competencies is determined by the existence of four key assessments which include self-assessment, immediate supervisor, the subordinate assessment as well as peer assessment hence constituting the 360 degree appraisal system. The 360 degree appraisal system allows the reviewers to gather information regarding the performance of particular employee from various angles and degrees. The process also ensures that the performance of the employees is viewed from various angles and double checked it help in overcoming some of the disadvantages that may accompany opinions from some people such as subjectivity, prejudice as well as hale errors. These systems are perceived by the employees to be more accurate as compared to other methods since is more reflective and involved the opinion of various which provide comprehensive information that could assist in determining the training need of the employees. However, this method is also accompanied by disadvantages whereby the use of degrees ad numeric limits the ability of the company to gather rich information that may be provided by the reviewer. Consequently, interpretation of the final results is usually hard since it uses qualitative assessments and fails to provide accurate qualitative information.

Management by Objective can be defined as a result-based program of evaluation. The goal of the performance appraisal systems in this method is mutually defined by various key stakeholders who include the employees, subordinates and the supervisors. MBO appraisal systems consist of various steps which begin by establishing clear objectives for employees, a detailed action plan stating the way the employees will achieve the stated objectives is developed, and then employees are allowed to implement the established action plan. This method allows the process of appraisal to be objective. MBO stresses that essence and values of employee involvement in the appraisal system. When determining the effectiveness of the MBO approach it is recognized that it provides a significant benefit to both the employees and the organization. It promotes objectivity, gives room for a two way feedbacks and also encourage performance improvement through motivation. When the process is implemented accordingly in allow the provision of results that are fair and efficient. However, the process is also accompanied by shortcomings whereby it does not allow monitoring to determine every eventuality over a given period of work since it focus on results rather than the process of attaining the results. Consequent it gives little consideration for a comparative evaluation since no benchmarks are established based on the changing environments at the workplace during the period of work.

According to the outlook of Rudge (2011) the reward and appraisal system plays an important role within the organization. The rewards and appraisal systems help in increasing the motivation of the employees that directly affects their quality of work. Moreover, it also helps in improvement of the quality of the work and also improves the overall performance of the employees. According to Cahill et al. (2014) the satisfaction of the employees for their work is also maintained and also helps in understanding the need and requirement of the trainings. The employees tend to retain to the organization and hence also tends to stay loyal to the organization that increases the productivity.

Finally, the Graphical Rating Scales consist of the mostly used method in performance appraisal of many organizations. This method entails the use of a rating checklist during the appraisal process. The manager simply used the checklist to rate the performance of the employee on a continuum which range from poor to excellent in accordance with the factors being evaluated. The graphical rating scale is popular since it has the ability to utilize this scale in a variety of factors or jobs being evaluated. The process also required minimum cost, time and training efforts hence makings it suitable to many people. The scale is used to evaluate various factors which include the quality of work of the employee whereby the ability to meet the requirements; desired outcomes and expectation are assessed. It is also used in productivity assessment whereby it determines whether the employees used the available plans appropriately, complete assignments as scheduled and used the work time accordingly. Graphical Rating scale can also be used in assessing the knowledge of employees in relation to the job done whereby the relevant skills are assessed especially those gained through on-the- job training, education and experience (Ayomikun, 2017).

2.3.3 Types of reward systems
There are various types of reward systems that are utilized the various organization regardless of their size. They reward systems can be categorized as either extrinsic or intrinsic rewards. Extrinsic rewards are usually in form of tangible materials which are given to employees’ by the manager in relation to good performance. They include pay raises, benefits and bonuses. They are referred to as extrinsic because they are externals as related to the work itself, and people can control their size regardless of whether they are granted or not. On the other hand, intrinsic rewards refer to those that are intangible such as personal achievement, sense of pleasure, professional growth, accomplishment and recognition. This aims to improve the inner attitude of the individual towards their work. Most organization utilizes the following discussed typed of reward to motivate the employee to improve in their productivity.

Variable pay is mostly used by companies and also referred to as the pay-for –performance. It refers to a mode of reward whereby compensation programs is a portion of the individual is considered to be at risk. Variable pays can be bounded to performance of the individuals, business unit resulted, accomplishment by individual or a combination of these factors. These forms of reward may take various forms such as stock options, bonus programs or one-time award for accomplishments. Some business choose to pay employees low incentives as competed to their competitors in the same industry but subject the employee to motivation and rewards used in variable pay programs. The good incentives provided by the pay package provide a positive challenge to the employees hence motivate them to stretch their performance. However, when too much effort is required to attain the goal, then they employees end up ignoring the program.

Bonuses programs are also used to motivate employees. Bonuses usually reward individual for accomplishments especially in sales organizations with the aim of encouraging the salespersons to bring forth higher profits or additional business. They are also used to recognize group accomplishment. However, bonuses are recognized to be disadvantageous since they generate short-term motivation hence small businesses are advised to consider utilizing other form of reward systems that will target long-term motivation. Rewarding the performance of an employee from the past years encourages short-term perspective of motivation rather than future-oriented accomplishment. Therefore, these programs require careful considerations during structuring so as to ensure that the reward accomplishment are above or beyond individuals or group based legitimate strategy of rewarding outstanding performance and such compensation have the potentiality of encouraging future top-level efforts in functions, failure to which there are misinterpreted whereby there are perceived as entitlement or regulates merit pay instead of rewards for an outstanding work. The bonuses reward systems are considered to be perfect.

Profit sharing is also utilized whereby it refers to the strategy of developing poo of monies which are disburden to employees by considering the stated percentage of the profit obtained by the company. The amount presented to the employee is usually equal to the percentage of their salary which I disbursed once the business closes their end of year books. The benefits provided to the employees can be in from of actual cash or contribution the employees plan. This mode of reward helps the company to keep low fixed costs. This profit sharing reward systems is based on the idea of rewarding the employees for their contribution towards the attainments of the organization profit goals. It encourages the workforce to stay up since there are structures to only reward employees who remain with the company for a number of years. Unless profit sharing is managed appropriately it might not attain the goal of motivating individuals especially when all the people receive equal the shared regardless of their contribution.

The other reward systems is the stock options programs provide the employee with the right to a specific number of shares at a fixed price over a certain period of time. In most cases they are generally authorized by the board of directors or the company and approved by the shareholders. The number of options awarded to the employees is usually equal to a particular percentage of outstanding shares of the company. This mode of reward systems reward the employee for being tied to the company for a long period hence serves as a motivator that is long-term. Once the employee remains in the company for a certain period of time they are vested fully in the programs. In case the individual leave the company, the programs of stock option are cancelled. Once the employee has purchased the shares they are given an opportunity of selling them to the open market. However, this method of rewards imposes a risk to both the employee and the company since incase the options strikes a higher prices that the market prices the programs becomes worthless to the employee. In case the employee utilized the option, the company issues a new stock shares which can be traded publicly. In order to strike a balance of the two factors, earning must appreciate at an equal rate to the rate of increasing the outstanding shares. Otherwise, it imposes the risk of the company repurchasing shares that are on the open market with the aim of reducing the number of outstanding company shares.

Recognition is also used by businesses to reward employees for good performance. In small business, the owners and manager perceive recognition to merely appear as an extra effort in combination with tangible returns in regard to employee’s performance. In cases where an entrepreneur has more ingenuity as compare to the available cash, recognition presents an opportunity for employees to be motivated. In order to develop recognition programs that are effective, business owners are required to ensure that they separate the programs from the system of rewarding employees in the company. This ensures that the owner recognized the efforts of particular employee. This method may be accompanied by other form of rewards with monetary value such as gift certificates, plagues and luncheons but money in form of cash is discouraged for recognition (Cooper & Eerde, 2014).

2.3.4 Perception of employees towards appraisal systems and reward systems
According to Dipboye and Pontbriand (1981), the effectiveness of reward and appraisal systems has been researched on my few researchers. It is important for the company to review how they can design heir systems so that they can improve employee perceptions towards developing motivation among them. It is predicted that the workforce is positively moved by the latest performance appraisal systems since they are allowed to participate the in e process of appraisal, and also due to the fact that the appraisal systems are goal oriented. It is also perceived that employees positively embrace appraisal system to a degree that they view the factors evaluated by the process to be relevant to their jobs. It is evident that appraisal interviews that tend to focus on mannerism and personality of the employees lead to more subordinate dissatisfactions that interviews that mainly focus on job-related matters. Therefore, perceived goal orientations as well as participation of employees have the potentiality of moderating the favorability of employees towards appraisal opinion. They tend to favor process that enhances their participation and those that are goal oriented.

According to Jain and Jain (2014), employee favour perfromnce appraisal since the activities involved provide an apportunity foir the comaosny to seek and asess the employees in regard to their competency, enhance perfromance and ditsribute rewrads accordingly. Perfromanec a[praisals are considered to be very essentail in cretaing a positive working environment since it involces a ranbge of factors such as communicatsion, reward, equity and fairness, employee relatsions, attitude towards conflicts, trust and acceptance and socail context. It is very essentail athat the comaosny addreses ythe recatsion of employees towars appraisal due to certain reaosn such as it involveds that notion that is representde by the recations which is a criterion fro interestd that is great to practitioners.

Employee rewards are efecive in motivatsing empoyee perfromance in agreat manner. They provide the employee with a sence of job security and opportuynitiy fro their advancemnte since they encourgae them to take pride in the job. There is no right or wrong systems for rewards but rather the management is required to identify the intent of the rewards and the impact intended among the employees. It is necessary to recognize that there are systems that result into long-term motivation while other focus on short term motivation. The management should focus on establishing those that will lead to long-term motivation (Ayomikun, 2017).

2.4 Gaps in Literature
There are many researches that strived to examine the issues to reward systems and appraisal systems in the companies. Researchers have studies the input of various theories in the issue of reward and appraisal in the companies. The impact of the performance management strategies have been identifies whereby most studies recognize that there is a significant impact of the two in the business. The researcher had also identified the existing types of Reward systems and appraisal systems that hare implemented by various companies. These studies have played a significant role in developing the knowledge on the topics of study. However, the researcher has identified that there exist a gap whereby this study that strive to recognize the effectiveness of the reward systems and appraisal systems in increasing productivity and retention of the employees. As a result the research is interested in filling the gap hence has decided to carry pout this study.

2.5 Conclusion
In Conclusion, Literature review signifies the evident as well as reflective comments and speeches of various individual so as to support the analysis and study of the researcher regarding reward systems and appraisal systems. However, there exist various gaps in the literature review that require studies to be carried out hence researcher in the field should take the initiative of identifying the gaps and striving to fill them. Despite the gaps, the literature had helped in proving their significance and analysis which will be of benefit to the study since it will guide the activities of the study.

Chapter 3: Research Methodology
3.1 Introduction
Methodology includes reflective methods of techniques, which help respective researchers to research or analyze a significant research study in order to provide supports and information regarding the topic to the readers as well. In this respect, it is to be defined that this chapter helps the researchers and analysts to find out and point out innovative and significant techniques of research including diagrams, paradigms, models and theories respectively. Moreover, it is to be defined that research topic denotes the researchers to designate the research process including quantitative or qualitative methods as well. This research study needs both qualitative and quantitative research method, through which researchers can be able to find out researching data and information for the research study as well.

3.2 Method outline
Every respective component and part is important and effective in order to gather methods and techniques of researching a significant research topic. Method outline indicates the researcher’s significant techniques and methods of a research study in order to analyze significantly. Methodology includes reflective methods of techniques, which help respective researchers to research or analyze a significant research study in order to provide supports and information regarding the topic to the readers as well. In this respect, it is to be defined that this chapter helps the researchers and analysts to find out and point out innovative and significant techniques of research including diagrams, paradigms, models and theories respectively. Moreover, it is to be defined that research topic denotes the researchers to designate the research process including quantitative or qualitative methods as well. This research study needs quantitative research method, through which researchers can be able to find out researching data and information for the research study as well. Comment by Bincy Baburaj: References required. Most of the statements are very strong, so make sure citations are provided.

3.3 Research Onion
The Research Onion Equipment helps the researcher in pointing out various steps regarding the research analysis of this topic. As a result, it is necessary to recognize that research onion consist of six respective layers which are situated in accordance with the layers of an onion. The outer most layer of the onion represents by research philosophy. The second layer is the research approaches, third replaces the strategies, the fourth refers to the choices made, the fifth is the time horizons while the inner most parties is the technique and the procedures used in the research. The research onion is highly significant and helpful in this research. Comment by Bincy Baburaj: Reference?

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Figure 3: Source: Saunder, Fernandes, and Kosnes (2009)

3.4 Research Philosophy
Research Philosophy assists the researcher to understanding and familiarize with all the sectors and components of the topic. The research philosophies can be three parts which include the positivism, post positivism and realism. The research philosophy helps the researcher to describe and define the information and topics to the readers. For this particular study, the researcher will utilize the realism philosophy which will help in identifying the real attitude of the Human researcher Managers and Employee towards the reward systems as well as the appraisal systems and they impact in increasing productivity and retention of the employees.

Figure 4: Research Philosophy (Knobe & Nocholas, 2013 ) Comment by Bincy Baburaj: Image is not clear, please change background colour.

3.5 Research Approach

Describing the research approach is essential so as to evaluate and develop the particular topics the study. Research approaches include the deductive and inductive approaches. In this study, the researcher will use the Deductive approach. This approach helps the research in analysis so as to gain information and knowledge thoroughly about the topic. Deductive approach enables the researcher to highlight and adopt theories and models that are highly applicable so as to gain knowledge and information on this particular topic.

3.6 Research methods
Research methods refer to the methods used by the researcher in performing the operation of the research. Research methods involve the use of data collection in the process of researching. Research methods include interviews, Case studies, Survey, experiments and observations. The research methods are applied to gather information that enables the researcher to find the answers of the research problems and questions (Saunder, Fernandes, & Kosnes, 2009). Comment by Bincy Baburaj: Is this the only source that you have used throughout? Please refer to Creswell and some other research methods sources as well.

3.7 Research Design
Research Design of a particular topic assists the researcher in structure or designs the topic or the research and helps to analyze the topics thoroughly. There are various research designs which include Descriptive, explanatory and exploratory research design. These designs assist the researcher in describing and analyzing the research study so as to provide current analysis and information to the reader. In this study, the research selected descriptive research design. This research design helps the researcher in describing and defining the research topic adequately and thoroughly. In addition, the design helps the researcher in identifying and pointing issues and problems during the analysis of the research topic.

3.8 Collection of Data
The method used for data collection will be done using both the primary and secondary data collection methods. Both qualitative and quantitative questionnaires will be used for primary data collection. Interviews will also be utilized so as to obtain information that is consistent. The secondary will be obtained from online sources, journals and other offline sources (Johnson & Turner, 2003). The survey will include a sizable number of human resources managers and employees. The questionnaires and interview questions utilized will be provided in the appendices. However, in order to make the analysis easier, the researcher will use similar question in the questionnaires and interviews. The researcher will utilize data collection assistant so that they can help in collecting data from various reasons and also to enable the researcher in completing the study within the appropriate time. Comment by Bincy Baburaj: How many questionnaires? Comment by Bincy Baburaj: So who are the population involved in the study? Where are they based? UAE?

3.9 Data analysis
Once the data has been collected, it will be analyzed by the researcher so as to describe different problem and solution of essential topic and research topic. Data analysis assists the readers in understanding the effective issues and resolutions which are generally highlighted by the researcher through data analysis. The mode of data analysis utilized will be the statistical data analysis methods since they data collected contain quantitative data. Comment by Bincy Baburaj: So are you going to use any statistical software or just excel sheet for analysis, please specify.

3.10 Sampling method
There are two types of sampling techniques which include the probability and non probability methods. In the probability sampling method the respondents are provide with equal chanced of participating in the research whereby they present their information and thoughts regarding the topics. In the other hand non-probability sampling methods is defined as the respondents are not given equal chance to explore their information regarding the topic of study. This study will utilize probability sampling methods, whereby the researcher will use the random sampling technique to collect the data. Comment by Bincy Baburaj: Reference. Comment by Bincy Baburaj: ?

Sample will be collected among the employees and human resource managers hence the sample to be collected will consist of a sample population which is as indicated below who will come from various retail businesses which will also be selected on random sampling technique. This technique of sampling will be of advantage since it will provide respondent with an equal chance of participating in the study. The technique is also recognized with its tendency of reducing chances of bias practices during the selection of the participants. Comment by Bincy Baburaj: So how many people will be included in the sample? So would it be same sample for both survey and interviews?

3.11 Researcher Process Flow Chart Comment by Bincy Baburaj: Chart is not clear and should be placed after the research approach.
Figure 5: Research process and Flow Chart

Identification of Research Topic

Literature Review Identification of Research Gap

Identification of Variable and Preposition of Theoretical Model Conclusion and Recommendation Findings Hypothesis Conducting survey Questionnaire Development Sampling Pilot Study and Pretesting Hypothesis Formulation Formulation of Research Objectives Research Question

3.12 Target Population and sample size
Figure 6: Sample population.

Category

Population

Human Resource managers

15

Employees

45

Total Sample Population

60

The researcher will use this population in questionnaires. Other five responded will also be interviewed. This population will be obtained from the human resource and employees in the retail businesses whereby the researcher will be interested in addressing the research questions of the study. Comment by Bincy Baburaj: Area of study is not clear. It was mentioned that, its about retail sector but cant find this mention anywhere in the methods chapter.

3.13 limitation of the study
While researching or analyzing a significant research study, it is to be justified that researchers face a number of limitation that they must strive to handle so as to attain the intended results of the study. Accessibility issue is one of the limitations since they only time the researcher can access the employee and the human resource manager is during their working hours. These people remain busy in the working place during the working hours and it would be difficult to stop them from working so that they can respond to the questionnaires and interviews. However, in order to deal with the problem, the researcher will book appointments with the managers and employee to be interviewed. The researcher will also present questionnaires to the employees and human resource manager and collect them latter so that the people are given a humble time to respond to the questionnaire during their free time. Other limitation will include the limitations of the budget and the time for research. The cost of data collection, analysis and report complying. In some instances, statistical analysis will require an analyst; this will present a cost to the researcher. The time presented for the whole research process is also limited hence it may strain the researcher.

3.14 Ethical Consideration
The research will be conducted in according to the rules and regulations of carrying out research including data collection and result presentation. All codes of conduct will be followed by the researcher (Maloney, 2012). Confidentiality of the participant will also be maintained in that the information provided will only be applied for this particular study. Their identify will be protected hence they will not be allowed to provide details that will help in arriving at the most appropriate conclusion and recommendation of in this study. The researcher will also utilize data collection assistant who will be informed of the process of collecting data so that they follow the ethical practices during the data collection process.

3.15 Timeline of the research Comment by Bincy Baburaj: Not sure on what basis the time line was created. I think its quite impossible to do the mixed data collection within 1 week. Even for surveys you need atleast 2-3 response time.
Activity /Time

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Setting of research aim

Research objective design

Research question clarification

Evaluation of topic contribution

Thesis selection

Theories selection

Data collection

Data analysis

Figure 7: Gantt chart

Source: Created by the Researcher

3.16 Conclusion
It is to be defined at the end of this chapter of research methodology; researchers provide significant techniques and procedures of collecting and gathering data of SPSS, which is significant and adequate to identify the effectiveness of reward systems and appraisal systems in increasing employee retention and productivity in the retail sector. Moreover, this chapter also signifies and defines that data source is highly depended upon the research topic and study as well.

Research

Philosophy

Positivism

Post Positivism

Realism

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Suppose you are the information technology (IT) manager for an IT company. You receive a report that contains a list of computer equipment stored in the company warehouse. You notice that the list also includes items that you know are not stored in the warehouse. Would you consider this list as good information? Why, or why not? Give some examples of at least three items on this list that you consider to be good information and at least three items on this list that would not be good information. Explain your reasoning, and include a discussion about why good information is important in management information systems (MIS).

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit I

In this unit, you have learned about management information systems (MIS) and the importance of it. For this assignment, compose a paper that discusses the key differences between data, information, information technology (IT), and information systems (IS). Your paper should address the components listed below.

Define what is meant by information.

Define what is meant by data.

Create two matrices (one for data and one for information) that illustrate the key differences between information and data, place the matrices into your paper, and briefly discuss the differences in one or two paragraphs. Each matrix should contain characteristics and/or facts about the subjects (data and information) that show how they are different. Define IT.

Define IS.

Using the five-component model as an example, discuss some differences between IT and IS.

If you are using Microsoft Word, you can develop a matrix using this program. For an example of how to create a matrix using Microsoft Word, see the Microsoft.com explanation by clicking the link below.

Microsoft. (n.d.). Create a matrix. Retrieved from https://support.office.com/en-us/article/Create-a-matrix-0E74423D-2E28- 4DEB-9223-A30C2312CC22

You may use another computer software program that you are familiar with to create the matrices. However, you must submit your assignment in a Microsoft Word document, and the matrices should be included in the body of your paper.

Your paper must be a minimum of two pages in length (not counting the title and reference pages), and you must use at least two resources as references. Any information from these resources must be cited and referenced in APA format.

Unit II Journal

Refer back to the “2027?” section on page 69 (Q1-Q7) of the textbook in uCertify, which provides an interesting discussion about the future of collaboration. After reading about the future of collaboration systems, how do you envision collaboration in your industry in the year 2027?

Describe the industry you currently work in or plan to work in along with a discussion of your vision of what collaboration will be like for your industry in the year 2027. Be sure to discuss some of the advantages and disadvantages to your vision of collaboration in 2027.

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit II PowerPoint Presentation

In this assignment, you will create a presentation for your organization to explain how successful collaboration can improve success and provide competitive advantages.

Scenario: Your organization has used a variety of collaboration systems developed by some project managers. Some of

Information Systems Management

these systems were successful while others were not. Your organization has one unique challenge—many of your employees are staffed at other locations or work from home (telework). You would like to standardize the collaboration process to improve team communication for all company projects. In your presentation, you should include the elements listed below.

Explain why collaboration information systems (IS) are important from the organization’s perspective.

Discuss how collaboration tools can improve team communication.

Identify three tools that will be used for synchronous communications and three tools that will be used for asynchronous communications. Be sure to explain why you made these choices.

Describe how project files, such as Microsoft (MS) Word, MS Excel, MS Project, and MS Visio, will be shared with team members. Be sure to explain the rationale behind your choice.

Explain how the task list for managing tasks will be shared with team members. Be sure to explain the rationale behind your choice.

Discuss how this new collaboration IS could provide competitive advantages for your organization.

Your presentation should be a minimum of six slides in length (not counting the title and reference slides). Use of images, graphics, and diagrams is encouraged.

You can use an industry of your choosing or examples from your personal or professional experiences in developing this assignment. You can also use the resources in the Unit II Suggested Reading section to assist you with this assignment.

Be sure to follow the 7×7 rule (i.e., there should be no more than 7 words per line and no more than 7 lines per slide). You are required to use speaker notes to discuss the bullet points on your slides.

You must use at least two academic resources to support your presentation, and you must cite (in APA format) any information on your slides or in your speaker notes that came from these sources.

Unit III

In this unit, you learned about the Internet of Things (IoT) and smart devices. Think about how these concepts apply to your life, and describe how you use devices such as these in your day-to-day life.

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit III PowerPoint Presentation

For decades, relational databases remained essentially unchanged; data was segmented into specific chunks for columns, slots, and repositories, also called structured data. However, in this Internet of Things (IoT) era, databases need to be reengineered because the very nature of data has changed. Today’s databases need to be developed with the needs of IoT in mind and have the ability to perform real-time processing to manage workloads that are dynamic. For example, relational databases should be able to work with real-time data streaming and big data (an example was presented in the Unit III Lesson).

Scenario: Falcon Security wants their customers to be able to view security video footage in real-time and provide customers with the ability to query video footage for viewing. Choosing a database solution such as MongoDB would allow Falcon Security to store customer video footage in the same database as the metadata.

To do this, Falcon Security needs a way to manage the demands of real-time data streaming for real-time analytics. Conduct some research for a NoSQL database application, such as MongoDB or Cassandra, that could meet this need. How would switching to a real-time database solution help Falcon Security remain competitive? Create a PowerPoint presentation that includes the components listed below.

Provide a brief introduction to IoT.

Present the argument to the Falcon Security CEO that switching to a more dynamic database structure (NoSQL real- time database) will meet the demands of IoT.

Introduce some features of the database you chose, whether it is MongoDB, Cassandra, or another database. Describe how switching to a more dynamic database will give Falcon Security a competitive advantage.

Your presentation must be a minimum of six slides in length (not counting the title and reference slides), and you must use at least two academic resources. Any information from a resource used must be cited and referenced in APA format.

Unit IV

When you started your small business, you managed all business processes on your own. Now, your business is expanding and you have hired employees to help. Would you consider implementing an enterprise resource planning (ERP) system, or would you continue to use applications, such as Microsoft Office (e.g., Word, Excel, Access), to manage your business processes? Be sure to explain the reasons behind your choice.

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit IV

Scenario: A company called Colony Nursery and Landscaping opened a new store located a few hundred miles away from its original location. The company wants to implement an award system that awards their customers with points whenever customers make a purchase, but the two stores are not able to share information. Colony Nursery and Landscaping will need to implement an enterprise resource planning (ERP) system that will solve the information silo problem by collecting and making this user data available. Colony Nursery and Landscaping is hoping that by providing customers with this award

Information Systems Management 3

system, they will be able to maintain competitive advantage. Colony Nursery and Landscaping cannot afford to purchase, develop, or maintain this system on-site, so they are investigating cloud solutions.

In addition, for many organizations, Colony Nursery and Landscaping included, information silos make it difficult to tap into needed information. Discuss whether or not the problem of information silos can be solved by using the cloud. Some organizations do not have the resources to construct or maintain their computer infrastructure, so they utilize cloud services instead to reduce costs and improve scalability. In this assignment, you will discuss whether or not the cloud offers solutions for Colony Nursery and Landscaping and identify an application that the ERP system could provide. Compose an essay that includes the elements listed below.

Define what an information silo is.

Explain why information silos are a problem for organizations.

Discuss why organizations are moving to the cloud.

Determine whether or not using cloud services, such as a cloud-based host for data storage, would solve the ERP information silo problem at Colony Nursery and Landscaping.

Explain how using the ERP system and awards program would provide a competitive advantage for Colony Nursery and Landscaping.

Discuss why the implementation of an ERP system might require business process reengineering for Colony Nursery and Landscaping. Be sure to explain the business processes that will be affected (e.g., the customer awards system). Use diagrams or tables as needed, but this is not required.

Your essay must be a minimum of two pages in length (not counting the title and reference pages), and it must be formatted in APA style. You should include an introduction section that gives background and context to your reader. You must use at least two scholarly resources as references. Any information from these resources must be cited and referenced in APA format.

Unit V

Recall the social media information systems scenario about augmented reality at the beginning of Chapter 8. Based on what you have learned in this unit, how would you respond if you were the head of marketing at ARES when Cassie and Raj presented their ideas about a mixed-reality environment? What do you think will happen if the company does not shift its current advertising ideology to embrace virtual environments? Be sure to use examples to support your arguments.

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit V Scholarly Activity

Choose one of the scenarios below (A or B) to complete the assignment. Scenario A

You are the business owner of a local small engine repair shop, and you have been thinking about implementing a knowledge management system for your customer service technicians. You are thinking about this because there are times when some of your technicians know how to fix certain engine problems and others do not. Providing a central knowledge repository could help share troubleshooting and repair knowledge among your technicians.

Scenario B

You are the business owner of a local cleaning service, and you have been thinking about implementing a knowledge management system for your cleaning technicians, especially for those who troubleshoot and solve cleaning problems, such as removing certain carpet and water stains, addressing mold, and selecting the proper tools and products to use for other types of cleaning issues. You are thinking about this because there are times when some of your cleaning technicians know how to properly clean carpets and others do not. Providing a central knowledge repository could help share cleaning knowledge among your cleaning technicians.

After you chose your scenario (A or B), compose a paper that addresses the elements listed below.

Explain the role of knowledge management systems.

Explain what is meant by expert systems.

Explain what is meant by content management systems.

Discuss how the business in the selected scenario could benefit from an expert system and a content management system, and provide two examples for each type of system.

Discuss how the business in the selected scenario could benefit from business intelligence, and provide two examples of these benefits.

Discuss how the business in the selected scenario can use social media to not only obtain information and knowledge but to share it as well, and provide two examples of how the business might use social media information systems.

Your paper must be at least two pages in length (not counting the title and reference pages), and you must also use at least two scholarly sources, one of which must come from the CSU Online Library. Any information from a source must be cited and referenced in APA format, and your paper must be formatted in accordance to APA guidelines.

Unit VI Journal

In this unit, you learned about safeguards against security threats. Do you use any of these in your personal life or at work? If so, explain how these safeguards help to ensure information security in your home or at work. If not, do you feel like the systems are adequately protected? Should any safeguards be put into place?

Information Systems Management 4

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit VI PowerPoint Presentation

Recently, a terminated employee used his mobile device to log in to the company network and steal sensitive data. As the manager of the information technology (IT) security department, you were asked by your boss to present a summary of what the organization should do to prevent this from happening again. Create a PowerPoint presentation of your summary. In your PowerPoint presentation, you should include the components listed below.

Explain the goal of information security in relation to mobile devices.

Identify the three sources of threats, provide a summary of each, and provide at least one example of each. Explain technical safeguards, and discuss which technical safeguard(s) should be used for mobile devices. Explain data safeguards, and discuss which data safeguard(s) should be used in this type of scenario. Explain human safeguards, and discuss which human safeguard(s) should be implemented.

Discuss why the organization needs an incident response plan to secure information and knowledge.

Your presentation must be a minimum of six slides in length, not counting the title and reference slides. Be sure that any graphics used are appropriate and support the content of your presentation. You must use at least two references in your presentation, and they should be cited and referenced in APA format. Please cite all sources used.

Unit VII Journal

Recall the Augmented Reality Exercise System (ARES) scenario discussed at the beginning of Chapter 11 of the textbook in uCertify. As the manager of this project, would you approve the decision to use an offshore contractor to outsource the development of AR headset applications? Why would you make this decision?

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit VII Case Study

As a manager of an organization, you will often need to find ways to cut costs. One way to cut costs is to outsource by hiring another organization to perform the service. Consider the scenario below.

As a manager for the public outreach department, you realize that the current system for managing outreach issues is outdated. You would like to have a new outreach system developed using the Cloudera platform to help manage big data. However, no one in the organization has the expertise. You will have to outsource the project to save on costs and avoid management problems. Two companies have sent in a bid—one from Vancouver, Canada, and one from Mumbai, India. The bid from India was slightly lower than the bid from Canada. Compose a response that includes the elements listed below.

Define what is meant by outsourcing.

Explain how Peter Drucker’s statement (covered in the textbook in uCertify) about how one company’s back room is another company’s front room pertains to outsourcing. Use an example.

Summarize the management advantages, cost reduction, and risk reduction of outsourcing.

Summarize the outsourcing risks concerning control, long-term costs, and exit strategy.

Discuss which company you would outsource to and why. Does distance matter?

Your case study must be at least two pages in length (not counting the title and reference pages), and you must use at least two references as a source for your essay. See the Suggested Reading section for some sample articles on outsourcing. Be sure to cite all sources used in APA format, and format your essay in APA style.

Unit VIII Journal

Identify a skill or knowledge that you learned in this course, and explain how you can apply it to increase success in your career in a real-world scenario.

Your journal entry must be at least 200 words. No references or citations are necessary.

Unit VIII Essay

In this final assignment, you will develop a paper that reviews some of the main topics covered in the course. Compose an essay to address the elements listed below.

Identify the components of an information system (IS) using the five-component framework, and provide a brief summary of each.

Explain Porter’s five forces model.

Management IS (MIS) incorporate software and hardware technologies to provide useful information for decision-making. Explain each of the following IS, and use at least one example in each to support your discussion:

a collaboration information system,

a database management system,

a content management system,

a knowledge management/expert system,

a customer relationship management system, an enterprise resource planning system,

a social media IS,

a business intelligence/decision support system, and

Information Systems

an enterprise IS.

Identify and discuss one technical and one human safeguard to protect against IS security threats.

There are several processes that can be used to develop IS and applications such as systems development life cycle (SDLC) and scrum (agile development). Provide a brief description of SDLC and scrum, and then discuss at least one similarity and one difference between SDLC and scrum

Sum up your paper by discussing the importance of MIS.

Your paper must be at least three pages in length (not counting the title and reference pages), and you must use at least two resources. Be sure to cite all sources used in APA format, and format your essay in APA style.

APA Guidelines

The application of the APA writing style shall be practical, functional, and appropriate to each academic level, with the primary purpose being the documentation (citation) of sources. CSU requires that students use APA style for certain papers and projects. Students should always carefully read and follow assignment directions and review the associated grading rubric when available. Students can find The CSU Citation Guide by clicking here. This document includes examples and sample papers and provides information on how to contact the CSU Writing Center.

Grading Rubrics

This course utilizes analytic grading rubrics as tools for your professor in assigning grades for all learning activities. Each rubric serves as a guide that communicates the expectations of the learning activity and describes the criteria for each level of achievement. In addition, a rubric is a reference tool that lists evaluation criteria and can help you organize your efforts to meet the requirements of that learning activity. It is imperative for you to familiarize yourself with these rubrics because these are the primary tools your professor uses for assessing learning activities.

Rubric categories include (1) Journal, (2) Assessment (Written Response), and (3) Assignment. Howe

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Purpose of Assignment

The purpose of this assignment is to increase learners’ comprehension of human resources management, laws governing employment, and trends shaping human resource management.

In this assignment, you will discuss lessons learned about human capital and laws governing human capital. Please refer to the resources below to assist with the assignment.

Assignment Steps

Resources: Human Resource Management: Ch. 2;

Supplemental Resources Below.

https://www.bls.gov

https://www.dol.gov/general/aboutdol/majorlaws

https://www.eeoc.gov/federal/

Choose your organization or one you know well to use for this assignment.

Use the U.S. Navy for the organization please. 

Develop a 1,050-word report including the following:

• Briefly describe the management of human capital in the organization.
• Describe three employment laws and the consequences of non-compliance.
• Assess how your organization might structure its policies, practices, and or culture to ensure compliance.

Format your assignment consistent with APA guidelines.

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Assignments Overview

Welcome to HRM 599, the capstone course for your graduate degree. This course brings together the key concepts and learning from other courses you have taken in your MSHRM program. You will culminate your graduate degree journey with a final Capstone Project which will build on the previous three (3) assignments in the course. In addition, the job posting and resume / cover letter posting activity in Week 8 discussion also bridges the activities in Assignments 3 and 4 together. The combination of activities involved in your capstone project will prepare you for many key responsibilities you will face as a new Human Resource Manager.

For all four (4) assignments, as well as the Week 8 Discussion, you will be working with the same company, which you will select in Week 3 Assignment 1. It is recommended that you select a company in an industry in which you have some familiarity and / or experience, as you will be researching key HR issues within that industry.

Below is a breakdown of the main tasks involved in your Capstone Project:

·  Week 10 Assignment 4: Conducting an Interview – Capstone Project

Click the link above to submit the assignment.

Assignment 4: Conducting an Interview – Capstone Project

Due Week 10 and worth 350 points

Congratulations! You have the foundation for your HR department in place, and you are ready to select your staff. You must make sure that you are selecting the best talents for your HR department. You are now receiving resumes from recent graduates of Masters of Human Research Management (MHRM) programs, and you must prepare to interview the candidates.

Write a six to seven (6-7) page paper in which you:

1. Review the resume and cover letter you received from your job posting in the Week 8 discussion. Next, critique the competitive advantage you are predicting from the potential candidate. Provide a rationale for your critique.

2. Indicate the interview type you will be using (i.e., phone, video, in person). Next, determine one (1) challenge that may arise with this type of interview. Develop a plan to mitigate this challenge and minimize its impact on your interview.

3. Create the interview form. Use the job description from Week 7 Assignment 3 to write the interview questions.

· Note: The interview form should be incorporated into the paper and is counted towards the total page length requirement for this assignment.

· Hint: Review the article “Types of Interviews”

4. Conduct the interview with your potential candidate via Google Hangouts, video conferencing, telephone or any other appropriate technology. Input the interview information onto the form you created.

5. Write a brief summary of your experience conducting the interview. Indicate in the summary whether or not you have chosen this candidate for the position. Include the ethical decision-making abilities that went into your decision. Provide a rationale for your decision.

6. Format your assignment according to these formatting requirements:

· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.

· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

· Cite the resources you have used to complete the assignment. Note: There is no minimum requirement for the number of resources used in the assignment.

The specific course learning outcomes associated with this assignment are:

· Use communication skills to effectively convey human resource policies and practices throughout the organization.

· Examine the human resource management function of recruiting and selecting, and its importance to business strategy.

· Demonstrate an ability to motivate individuals and teams toward organizational goals through the application of human resource initiatives and policies.

· Develop ethical decision-making abilities that support employment practices, policies, procedures, and integrity within an organization.

· Use technology and information resources to research issues in human resource management.

· Write clearly and concisely about human resource management using proper writing mechanics.

Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric

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Working individually, students should complete the questions per the list assigned.

Prepare responses to the questions below after viewing one of the following case studies:

• p. 636 #2: Negotiating Pandas at the SD Zoo

Follow the questions as written in the text to frame your response.

The paper should be a minimum of 3 to 4 pages. Title page and reference page with 3-5 references are required. References are encouraged to be authored. In-text citations must match the references. Incorporate responses from the text as we have covered the last weeks together in additional to your other selected sources.

Negotiating about Pandas for San Diego Zoo (A) Myers’s Initial Plans In 1987, the People’s Republic of China loaned a pair of giant pandas to the San Diego Zoo in the U.S. Their arrival caused so much public excitement that journalists called it “pandamonium.” Over 200 days from July 1987 to February 1988, the Zoo drew more than 2 million visitors. The 30% jump in regular zoo attendance added $5.7 million to normal gate and souvenir receipts. The exhibit was a zoo director’s dream. Before the pandas had even left the Zoo, Douglas Myers, the executive director of the Zoological Society of San Diego, began thinking about how to bring them back for a longer stay. The San Diego Zoo, like most zoos, had high fixed costs to cover. It was also fundamentally dedicated to educating the public about animals and developing its renowned expertise in the preservation of endangered species. For these reasons, attracting zoo visitors—new and returning—was an ongoing strategic concern for Myers, and giant pandas were “rock stars.” The Zoo’s bargaining position, however, was relatively weak. China was the sole source of giant pandas, and only 1,100 remained in the wild according to a recent estimate.1 Moreover, they were in demand by zoos throughout the world. Chinese authorities responded very selectively. Washington’s National Zoo was the only zoo in the U.S. that had a permanent panda exhibit, and it resulted from the historic opening of relations between China and the U.S. in 1972. Since the late 1950s, the Chinese government had permitted fewer than 15 other countries to host these rare animals for even a short visit. In late February 1988, Myers decided to focus his initial planning on three main tasks. First, what kind of framework or set of general principles could be developed with Chinese organizations to facilitate a long-term panda stay? All of China’s previous panda arrangements had taken the form of permanent state gifts or short-term exhibition loans. Second, what concerns should Myers put forward—and in turn, anticipate from Chinese counterparts—as the main agenda items for negotiation? Third, what communication strategy and talking points should he use to persuade his relatively powerful counterparts and make his case for San Diego Zoo? He would have to undertake additional preparations, such as financial targets, but for now, the three tasks were “top of mind” as he began to review information on several pertinent topics. I. San Diego Zoo: Overview The San Diego Zoo was located in the heart of the city on 100 acres (0.16 square miles) of 1,200-acre Balboa Park. The Zoo housed one of the most varied collections in the world—4,000 animals from more than 800 species—and enjoyed an international reputation for its progressive approach to animal care and species conservation. The Zoo was managed by the nonprofit Zoological Society of San Diego (ZSSD), which had the largest membership of any such group in the world and the largest zoo budget in the U.S. Douglas Myers became executive director of the ZSSD in 1985. By then, he had accumulated 14 years of experience in animal keeping, and zoo operations and administration. He began his career at Busch Entertainment Corporation after earning a B.A. in business and psychology. At Busch Gardens, he moved from animal keeper and supervisor of animal shows to operations manager. In 1982, he became the general manager of San Diego Wild Animal Park. Over the next three years, he took on major operational and planning responsibilities for both the Animal Park and the Zoo and managed the ZSSD’s educational activities, public relations, marketing, and the budget. Myers had publicly committed to building the San Diego Zoo’s reputation as one of the greatest zoos in the world. The city of San Diego, with a population of 1.1 million, was the second largest city in California and sixth largest in the U.S.2 Its per capita income made it the wealthiest among U.S. cities with a population over 1 million.3 San Diego’s economy was driven by defense, manufacturing, and tourism. The Port of San Diego played a major role in all of these industries. In addition to its shipping and trade activities, the Port accommodated the only large-scale submarine and shipbuilding yards on the U.S. west coast and the largest naval fleet in the world. The region was known for its cool, sunny climate. Temperatures remained nearly constant throughout the year (an average of 71 degrees Fahrenheit), and annual rainfall was minimal (9–13 inches). These conditions suited many animals and favored the San Diego Zoo. II. Zoos in the U.S.: A Brief Background Zoos in North America started out primarily as facilities for the display of animals to the public. Like other founders, Dr. Harry Wegeforth, who built the San Diego Zoo, was said to have a “dazzling passion” for animals.4 His inspiration for the Zoo had come from animal exhibits at an international exposition in San Diego in 1916. Over time, the mission of zoos evolved from display to public education and animal conservation. To promote these values and oversee compliance, the American Association of Zoological Parks and Aquariums (AAZPA) was established in 1924. By 1987, there were 117 AAZPA-accredited zoos in the U.S. The most popular attractions were generally the large mammals that children learned about in school. Elephants, giraffes, and the “big cats” (e.g., lions, tigers, leopards) drew crowds. (See Exhibit 1.) In studies of “attracting power” and “holding power” (respectively, the likelihood of a visitor stopping at an exhibit, and the time spent at it), researchers reported a significant correlation between an animal’s physical size and its popularity, although this finding did not go uncontested.5 Exhibit 1 | Popular Animals in U.S. Zoos (unranked) Apes Koalas Bears Komodo Dragons Crocodiles Lions Elephants Monkeys Giraffes Orangutans Gorillas Rhinoceroses Hippopotamuses Tigers Kangaroos Zebras Source: http://www.helium.com/items/1834495-most-popular-zoo-animals. Exotic and nearly extinct animals were also star attractions, albeit for different reasons. For Americans, animals from Africa and Asia carried a certain mystique; they created intrigue. But they were also expensive to acquire and maintain. At most zoos, finances were chronically troubling.6 Costs for animal care, which involved food, keepers, medical supplies and veterinary services, tended to be high and fixed. Revenue from ticket sales and parking covered less than half of a zoo’s costs. To boost revenue, industry experts recommended that new exhibits be undertaken every two years, yet their development was expensive, particularly when customization was involved.7 Supporters underscored zoos’ positive economic impact on host cities. Zoos created jobs, generated tax revenue, and served as marketing tools to promote tourism and spur community revitalization. According to the AAZPA, accredited zoos and aquariums in the U.S. were responsible for nearly $4 billion in annual economic activity and 11,000 full-time jobs in the 1980s.8 Remarkably, zoo and aquarium attendance exceeded annual attendance at all professional football, basketball, and baseball games combined.9 In the late 1980s, however, zoo attendance dropped nationwide. Competition for visitors had intensified. Besides traditional alternatives for family entertainment such as museums and concerts, which were arguably distinct from zoos, amusement and theme parks had encroached on zoos’ turf by adding animal displays. Busch Gardens, for example, had rides and animals that entertained visitors for an entire day. This period saw the arrival of a new breed of zoo managers. In contrast to early directors who were largely enamored of animals, many new directors were business professionals who looked at zoo management differently. They thought about nontraditional opportunities and revenue streams. Some directors took to marketing their zoos as destinations for leisure and recreation. Others conceived of plans such as breeding and selling exotic species, which was strictly forbidden by the AAZPA. Most zoo managers still abided by AAZPA regulations. III. San Diego Zoo: Operations The San Diego Zoo operated as a nonprofit organization run by the ZSSD. The ZSSD, in turn, was governed by a 12-member board of trustees. The land title and the animal exhibits belonged to the City of San Diego Water Department and the City of San Diego, respectively. The ZSSD was also responsible for the Wild Animal Park, an enterprise in a second location (see below). The two entities employed 1,500 people full-time. Together, the Zoo and Animal Park were billed as the “greatest zoo in the world.”10 Mission In promotional literature, the Zoo was described as “a conservation, education and recreation organization dedicated to the reproduction, protection, and exhibition of animals, plants and their habitats.”11 It was accredited by the AAZPA. Budget The ZSSD’s 1988 budget, which included operations of the Wild Animal Park, was $68 million. (That was more than 10 times the budget of a typical U.S. zoo such as the Dallas Zoo.) Animal collections and exhibits accounted for 25% of the total while auxiliary activities (e.g., costs of food, gifts and ride maintenance) absorbed 44%. The remaining allocations were: general administration, 14%; fund-raising, 7%; hospital and research activities, 5%; and membership and education activities, 5%. The largest sources of revenue in FY1987 were admissions (41% of the total) and auxiliary activities (36%). The latter included retail merchandise and food sales, in-zoo transportation, and parking at the Wild Animal Park. The next largest revenue source (8%) was ZSSD membership dues. In 1987, more than 150,000 member households paid annual dues of $45. (Admission to the zoo was free to ZSSD members. One-day general admission was priced at $8.50 in February 1988.) The rest of ZSSD revenue (15%) came from a city property tax, grants, donations, and investment income. Over the last five years, expenses had risen at a compound annual rate of 9%. Costs for animal care were rising at almost 12%, which included inflation of 4%. In addition, the Zoo was subsidizing the Wild Animal Park, which had turned a profit in only one of its first 13 years of operation. In 1984, for example, the Park lost $825,000. The Zoo itself needed capital for ongoing programs to improve facilities. Zoo management realized that $4.5 million of the 1987 revenue was “nonrecurring income” from the panda visit. Future donations and grants were not predictable, and there was no formal, corporate donation program in place at the Zoo. Expertise in Conservation The San Diego Zoo was known worldwide for its expertise in animal conservation and species preservation. It initiated the practice of performing necropsies on all of its deceased animals and spearheaded development of the field of zoological pathology. In 1975, the Center for Reproduction of Endangered Species (CRES) was created to counter the rising worldwide trend of species extinction. A sizeable infrastructure had been built over the last decade, which led to formidable 5- to 10-person teams of scientists and staff in six major fields: genetics, virology, immunology, reproductive physiology, behavior and pathology. The CRES bred endangered species in captivity for release into their native habitats. It even maintained a cryopreservation facility for rare sperm and eggs called the Frozen Zoo. By the late 1980s, the Center had successfully raised African Black Rhinos, California Condors, cheetahs, tigers, and a large number of other species. Wild Animal Park The Wild Animal Park was located 35 miles northeast of the Zoo. With grounds covering 1,800 acres (2.8 square miles), the Park provided an expansive setting for animals to live in and be observed. Animals were regularly exchanged between the two locations. Horticultural Expertise In addition to the extraordinary variety of its animals, the Zoo held a second treasure: a fully accredited botanical garden containing 3,500 species, including endangered plants. The staff’s horticultural expertise enabled them to grow food for some zoo animals. That included 18 varieties of eucalyptus trees to feed koalas as well as varieties of bamboo suitable for pandas. Relationships with Chinese Zoos The San Diego Zoo had developed relationships with zoos throughout the world. Through the contacts of one of its trustees, the Zoo started working with Chinese zoos in 1979 to help endangered animals—notably, the red panda, takin (large goat-antelope), and Manchurian cranes. In the 1980s, Zoo management, which then included Myers, successfully negotiated exchanges of several Chinese animals for exhibition as U.S. and world “firsts.” Prominent examples included: 1983 a pair of Chinese Monals (pheasants): the first exhibition outside China since the 1800s 1984 golden monkeys sent as “conservation goodwill ambassadors”: the first exhibited in the Western world 1986 eastern kiang (mule): the first exhibited in the U.S. By 1987, when the giant pandas arrived, the Zoo had fostered the first birth of a Sichuan takin outside of China. (The takin generally shared habitats with the giant panda.) Animal transfers between the San Diego Zoo and zoos worldwide typically took place in accordance with AAZPA policies and in the case of endangered species, an AAZPA Species Survival Plan (SSP). Begun in 1981, this cooperative animal management program was designed to manage breeding of selected endangered species so they could develop healthy, self-sustaining populations. Some species granted SSP status were deemed “flagship species” for their capacity to elicit strong feelings from the public.12 Initiatives at the Zoo in the Late 1980s San Diego Zoo built its first “multi-species habitat” in 1986. Instead of isolating animals of one species, this area assembled animals found side by side in the wild and native plant life. The Zoo pioneered the design and construction of cageless, open-air exhibits with invisible wires and moats that allowed visitors to see better and even touch and feed animals. This naturalistic approach corresponded with growing interest in animal conservation and quality of life as well as the commercial need to enhance the zoo experience for visitors. In 1986, San Diego Zoo’s 70th year of operations, the ZSSD launched a flashy marketing campaign to celebrate and entice the public to visit. TV ads showed tigers and other animals cavorting to classical music, and giant billboards appeared all over the city.13 (For key dates in the Zoo’s history, see Exhibit 2.) Exhibit 2 | History of the San Diego Zoo: Selected Key Dates 1916 Plans begin for the San Diego Zoo; Dr. Harry Wegeforth establishes the Zoological Society of San Diego 1921 City of San Diego turns over 100 acres of land in Balboa Park to the Zoological Society 1925 Belle Benchley becomes the first female zoo director worldwide, setting the stage for San Diego’s progressive approach to zoo operations 1969 First time for annual zoo attendance to reach 3 million 1972 Wild Animal Park opens in part to assist the zoo’s breeding programs 1975 Center for Reproduction of Endangered Species founded 1979 San Diego Zoo starts working with Chinese zoos to help endangered animals—notably, the red panda, takin and Manchurian cranes 1985 A bald eagle is hatched at the zoo for the first time in 32 years 1985 Douglas Myers becomes executive director of the Zoological Society 1986 The Zoo builds its first multi-species enclosure 1986 San Diego Zoo turns 70 years old and begins a strong marketing campaign 1987 Basi and Yuan Yuan, two giant pandas, arrive on a 200-day loan from China Source: San Diego Zoological Society History, http://library.sandiegozoo.org/history.htm. In March 1988, the month after the giant pandas’ departure, the Tiger River Exhibit (a.k.a. the Kroc Family Tropical Rain Forest) was scheduled to open. It was the most costly and challenging exhibit ever undertaken by the Zoo: The enclosure alone ran a cool $5.8 million.14 Joan Kroc, the widow of McDonald’s restaurant founder Ray Kroc, had donated $3.3 million in 1985. It was the largest private donation in the zoo’s history. The next new exhibit, if Myers could swing it, would house giant pandas. They would be the star attraction for the Zoo. IV. Giant Pandas: The Species With their black ears, eye patches, shoulders and legs, and contrasting white bodies, giant pandas (Ailuropoda melanoleuca) grew to an adult size of 200 to 300 pounds. In the wild, they had a life expectancy of 14 to 20 years. In captivity, they lived an average of 28. Pandas had a rather sedentary lifestyle. Due to poor digestion, they spent 12 to 16 hours each day consuming bamboo for nourishment—from 20 to 40 pounds of it. While the pandas might come across 25 varieties of bamboo during the course of a day, they tended to be picky and ate only four or five types. They sat upright as they ate, much like humans sitting on the ground. (See Exhibit 3.) Exhibit 3 | A Panda at Its Favorite Pastime Source: (c) Lissa Harrison. Not surprisingly, people saw the giant pandas as cute, lumbering creatures. In their natural habitat, however, they could be as dangerous as any other “bear.”a They were skilled tree-climbers and swimmers and ventured to high altitudes to find food.15 Habitat Giant pandas lived in a few remote mountain ranges in central China (Sichuan, Shaanxi, and Gansu provinces) at elevations between 5,000 and 10,000 feet. These areas were usually cool, misty, and damp. Pandas did not hibernate. In the summer, when temperatures rose, they headed to higher and cooler elevations. On the average, a panda roamed a 1.9 square-mile range. Over the past 15 years, the total area of panda habitation had declined 53%.16 The chief causes were logging and conversion of land to agricultural use. With panda pelts worth up to $40,000 on the black market, poaching also occurred, even though convictions for the offense after 1983 carried the death penalty.17 Reproduction Females reached breeding maturity at 4 to 8 years of age and could reproduce until age 20, but most mothers in the wild raised only five to eight cubs in their lifetimes. They were able to conceive once a year, during a 2 to 3 day period, and give birth 95 to 160 days later to a 4-ounce cub (1/800th the size of the mother). When twins were born, only one cub usually survived.b Mothers then spent 3 years raising the cub. During the mating period, males and females attracted each other with calls and scents. Their sense of smell was highly developed. For the rest of the year, they lived solitary lives. Protected Status In 1987, the population of giant pandas in the wild was generally estimated to be less than 2,500. The official count was 1,100, based on the Second National Panda Survey conducted by China’s Ministry of Forestry and the World Wide Fund for Nature (WWF) in 1985–88.18 Coordinated international efforts to protect pandas began in the fall of 1979 when Chinese government officials agreed to develop a joint project with the WWF. It became the first international conservation organization to work in China. The WWF had been keen to land the project for its 20th anniversary year, in 1981. The giant panda was its longstanding logo.c By 1988, there were various protections in place for the giant panda as an endangered species. In the U.S., the Endangered Species Preservation Act of 1969 prohibited the importation and sale of species in danger of worldwide extinction. Additional legislation in the 1970s and early 80s strengthened existing laws and charged the Fish and Wildlife Service at the Department of the Interior with overseeing compliance for land animals. By 1988, the giant panda had been placed on the endangered species list. Internationally, trade in endangered species was limited by The Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES). Both China and the U.S., among some 90 other countries, were signatories. In force since 1973, the treaty banned trade of endangered species undertaken for commercial purposes and set forth additional restrictions depending on the status of the species. In 1984, the giant panda was moved up from CITES Appendix III to Appendix I, which carried the strictest regulations. In China, the China Wildlife Conservation Association (CWCA) had been established in 1983 as a nongovernmental organization (NGO) to promote sustainable development. The CWCA adopted the giant panda as its logo. Organized under the auspices of the China Science Association, it became the largest ecological conservation organization in China and joined the International Union for Conservation of Nature and Nature Resources. By the late 1980s, there were 13 managed care facilities for giant pandas in China’s central mountain region.19 The main centers were Wolong National Natural Reserve (which started a panda program in 1980) and the Chengdu Panda Breeding Center (established in 1987). The purpose of these facilities was to study panda habits, breeding cycles, interactions and eating preferences so that scientists could effectively transition pandas from zoos to the wild. Sadly, breeding programs in China had not been very effective. From 1936–88, the 345 pandas in captivity had produced 67 litters of 106 cubs, and only 32 survived for more than one year.20 In other words, for over 50 years, the programs had produced less than one cub per year. V. Panda “Exchanges”d: A Brief History Between 1936 and 1946, a period of political turmoil in China, animal hunters took giant pandas to the U.S. and Great Britain.21 When World War II and the Chinese revolution ended, the nascent People’s Republic of China put a stop to the panda outflow. The government adopted the giant panda as a national treasure and carefully controlled access to it. In the late 1950s, the government began to employ giant pandas as goodwill ambassadors in a practice that became known as “panda diplomacy.”22 The first country to receive a panda as a state gift was the USSR. From 1957 to 1982, China presented pandas to 8 more countries, including the U.S.e (See Exhibit 4.) The animals were generally sent abroad in pairs.f The last state gift was a male sent to Japan to replace the male in the original gift after its death in 1980. Exhibit 4 | International Transfers of Giant Pandas, 1957–87 State Gifts Country Recipient Zoo (City) Year* Duration Pandas USSR Moscow 1957 n.a. Ping Ping USSR Moscow 1959 n.a. An An DPRK (Korea) Pyongyang 1965-1980 n.a. Dang Dang, Sang Xing, and 3 more USA National (Washington) 1972 n.a. Ling Ling, Xing Xing Japan Ueno (Tokyo) 1972 n.a. Lan Lan, Kang Kang France Vincennes (Paris) 1973 n.a. Yan Yan, Li Li UK London 1974 n.a. Jia Jia, Jing jing Germany Berlin 1974 n.a. Tian Tian, Bao Bao Mexico Chapultepec (Mexico City) 1975 n.a. Ying Ying, Bei Bei Spain Madrid 1978 n.a. Shao Shao, Qiang Qiang Japan Ueno (Tokyo) 1980 n.a. Huan Huan Japan Ueno (Tokyo) 1982 n.a. Fei Fei Exchange of Animals Austrian broker London, UK 1958 n.a. Chi Chi Exhibition Loans Germany (West) Tierpark (Berlin) 1958 1 mo. Chi Chi Germany (West) Frankfurt 1958 1 mo. Chi Chi Denmark Copenhagen 1958 Chi Chi USSR Moscow 1966 7 mo. Chi Chi Japan Fukuoka City 1980 Bao Ling, HsanHsan Japan Oji (Kobe) 1981 Zhai Zhai, Rong Rong USA Los Angeles 1984 3.5 mo. Ying Xin, Yun Yun USA San Francisco 1985 6 mo. Ying Xin, Yun Yun Canada Toronto 1985 3 mo. Qing Qing, Quan Quan Ireland Dublin 1986 6 mo. Ping Ping, Ming Ming Sweden Parken (Eskilstuna) 1986 Chuan Chuan, Jin Jin Belgium Antwerp 1987 4 mo. Wan Wan, Xi Xi Netherlands Safaripark Beekse Bergen (Hilvarenbeek) 1987 5 mo. Chuan Chuan, Rong Rong USA Busch Gardens (Tampa) 1987 5 mo. Ling Ling, Yun Yun USA San Diego 1987 200 days Basi, Yuan Yuan * Year of arrival at the zoo. Discrepancies among sources stem from lack of clarity between dates of agreement and arrival at the zoo, scheduled versus actual arrival, and original versus second or replacement animals. Sources: http://www.china.org.cn/english/features/panda/37969.htm and https://www.giantpandazoo.com. In the mid-1980s, diplomatic goals became entangled with commercial pursuits in the so-called “rent-a-panda” period. It began when pandas loaned to the Los Angeles Zoo for exhibit during the 1984 Olympic Games were subsequently sent to San Francisco at a fee of $100,000 per month.23 Thereafter, the Chinese government—and freelance agents and intermediaries—concentrated exclusively on short-term, fee-based exhibition loans of 3 to 6 months.24 Zoos throughout the world proffered rental fees, percentages of souvenir sales, overseas trips, and various other incentives and compensation as they scrambled to obtain pandas. The two official sources for giant pandas in China operated independently. One was the Ministry of Forestry, which worked with the CWCA. The other was the Chinese Association of Zoological Gardens (CAZG), an NGO affiliated with the Ministry of Construction.g The CAZG had access to 21 zoos with 60 pandas, nearly twice the number controlled by the CWCA. To procure pandas, a foreign zoo generally began by approaching one of the two NGOs. The zoo and NGO negotiated a letter of intent specifying, among other things, the particular animals to be transferred and arrangements for payment to China.h Depending on the NGO, the document was then sent either to the Ministry of Forestry or Ministry of Construction for approval. An approved contract passed through the Ministry of Foreign Affairs to the State Council. Giant pandas remained so tied to Chinese diplomacy that any transfer agreement had to receive final approval from the Premier himself.25 During the second half of the 1980s, conservationists in China and the U.S. became increasingly concerned about the treatment of pandas in international transfers and the dwindling population of pandas in the wild. In the U.S., panda advocates voiced doubt about the diligence with which Chinese authorities used foreign funds provided expressly for panda conservation.26 In China, officials in some circles began to give more thought to how to use panda loans to further breeding and conservation research. Meanwhile, the giant panda continued to enjoy worldwide popularity and high demand. In the U.S. alone in 1988, at least 30 institutions were negotiating or planning to negotiate with China for pandas.27 VI. Negotiating the 1987 Loan The negotiations that culminated in the 1987 loan of the two pandas, Basi and Yuan Yuan, from their home zoo, the Fuzhou Zoo in Fujian Province, took nearly 10 years for the San Diego Zoo to complete.28 The ZSSD dealt with the Ministry of Forestry and CWCA, the organizations through which it had arranged all of its previous animal exchanges. (These arrangements were, literally, two-way exchanges.) The ZSSD agreed to bend some Zoo policies for animal care in order to meet Chinese preferences and practices for pandas. As part of this arrangement, Myers also made a gift to the Chinese, although he did not publicly disclose its nature. The ZSSD sent a 17-person delegation, including six couples, to China for the signing ceremony. In a rare public comment on the negotiations, Myers told one journalist: “We deal in friendship, and friendship means trust. . . . Nine, ten years ago, the thought of pandas or golden monkeys . . . may have been considered unrealistic. . . . Our friendship with the Chinese has allowed us many unbelievable animals.”29 VII. The Impact of the Panda Visit To accommodate Basi and Yuan Yuan in 1987, the San Diego Zoo renovated the existing 1,200-square-foot, clouded leopard enclosure at a cost of $850,000.30 Workers improved the landscaping and installed air conditioning, large picture windows, and two sleeping areas.31 The pandas had to be kept apart. They were expected to consume 4.5 tons of bamboo during their visit. The Zoo could grow that amount on its grounds, but backup supplies were also secured. Over the course of the pandas’ July 23–February 10 visit, the Zoo expected a 50% increase in visitors.32 The annual visitor total in 1986 had been 3.35 million.i (See Exhibit 5 for attendance at comparable San Diego attractions.) Since the increased volume would affect traffic near the Zoo, highway approaches were reconfigured, and satellite parking with shuttle service was set up. The Zoo had only 3,150 regular parking spaces, so it leased a lot with 2,500–3,000 more spaces from the city at $1,000 per month. Zoo employees were asked to park off-site. To facilitate viewing of the pandas, the Zoo constructed a raised area outside the exhibit that would handle 150 visitors at a time. Zoo hours were extended, and 150–200 extra employees were hired for parking services, food service and gift shops.33 Exhibit 5 | Estimated Attendance Levels at Major San Diego Attractions in 1986* Attraction Visitors Description Old Town San Diego State 5,740,000 Nonprofit SeaWorld San Diego 3,440,000 Profit San Diego Zoo 3,350,000 Nonprofit Bazaar del Mundo 1,530,000 Profit San Diego Wild Animal Park 1,430,000 Nonprofit Cabrillo National Monument 1,170,000 Government Torrey Pines State Reserve 960,000 Government Belmont Park’s Rides and Attractions 670,000 Profit Reuben H. Fleet Science 520,000 Nonprofit San Diego Museum of Art 470,000 Nonprofit Birch Aquarium 380,000 Nonprofit San Diego Natural History Museum 340,000 Nonprofit Hornblower Cruises & Events 210,000 Profit San Diego Museum of Man 180,000 Nonprofit San Diego Aerospace Museum 160,000 Nonprofit Maritime Museum Association 140,000 Nonprofit *Except for San Diego Zoo (actual attendance). Estimates for other attractions derived by reducing actuals for 2001 by the percentage difference that actually occurred for the San Diego Zoo. Original source: San Diego Business Journal, 2001, www.sdbj.com. The Zoo also modified its normal procedures for animal care. Part of its philosophy was not to expect animals to behave anything but naturally, yet the pandas’ Chinese handlers insisted that the pandas perform and have regular human contact. The handlers’ rationale was that the pandas would thereby stay fit and approachable, allowing trainers to take their blood and monitor their health. The trainers slept in trailers near the animals’ enclosure—another practice counter to San Diego Zoo policy. By the pandas’ departure 10 days after Super Bowl XXII, which San Diego also hosted, some 2 million people had seen the pandas. For the 1987 fiscal year, which represented the bulk of the pandas’ visit, total annual ticket sales for the zoo hit an all-time high of 3.9 million—a 16% increase over 1986.34 No separate entrance or supplementary fee was required to see the pandas. They still added $4.45 million to the ZSSD’s 1987 revenue “excess,”j after expenses of $5.5 million. (They would also add, albeit much less, to revenue for FY1988. The total cost of the 1987–88 panda visit was about $7.5 million.)35 VIII. Negotiating the Pandas’ Return: Multiple Stakeholders To negotiate a return of giant pandas, Myers realized that he would have to deal with several stakeholders and interest groups—and not just those in China. In the U.S., there were government agencies and officials at municipal, state and federal levels. International NGOs devoted to nature conservation and animal rights included the AAZPA, WWF, and International Union for Conservation of Nature. These groups’ interests, policies, and positions could help or hinder Myers’s efforts. One clear legal requirement in the U.S., which aligned with the CITES treaty, was that the ZSSD apply to the Fish and Wildlife Service for a permit to import giant pandas. To approve a permit, the Service set three conditions: no harm to the survival of the species in the wild, the capacity of the receiving institution to provide adequate care for the animal, and benefit to the species from importing the animal. An application for a permit could be opposed or supported by any group. The International Fund for Animal Welfare, for example, generally took a stand against putting giant pandas in zoos. Given the large number of American zoos interested in giant pandas, the Fish and Wildlife Service would likely limit the number of import permits. When the time came, Myers would have to make a strong case for the San Diego Zoo. IX. U.S.-China Relations When the People’s Republic of China was established in 1949, the U.S. Government chose not to officially recognize the Communist government. As the Vietnam War dragged on and the Cold War with the USSR hardened, U.S. President Richard Nixon saw a strategic advantage in developing a relationship with China. In mid-1971, at the invitation of Chairman Mao Zedong, the U.S. Table Tennis Team played exhibitions in China. (This was called “ping-pong diplomacy.”) In early 1972, Nixon himself visited China and initiated an 8-year-long process that culminated in the establishment of formal, diplomatic relations. To mark that first visit, Mao gave Nixon a pair of giant pandas; Nixon reciprocated with a pair of musk-oxen. The relationship between the two countries improved through the 1970s and 1980s. After the death of Mao, “pragmatic” Deng Xiaoping took over. He spearheaded the modernization of the economy and opened it for international trade. Deng visited the U.S. in 1979, and in 1984, President Reagan visited China. Although the status of Taiwan, among other issues, remained a source of tension, U.S.-China ties expanded. Cultural and scientific exchange agreements were reached in 1984. From 1980–88, bilateral trade (combined export value) rose nearly 70%.36 In February 1988, after 7 years as vice president of the U.S., George Bush was expected to run for President in the fall election. He had served as Chief of the U.S. Liaison Office in China from 1974–75 (when there was no mission or ambassador). He retained ties with high-level Chinese officials that could facilitate Sino-American negotiations. X. How to Negotiate with the Chinese: American Perceptions Myers had communicated extensively with Chinese scientists and government officials over “first” exhibits of various animals, but he expected the negotiations now on his mind to be more challenging. He wanted pandas for a longer period than any arranged to date. To prepare his approach this time, he could consult a small but growing literature on Americans’ negotiations with Chinese counterparts. One of the most common observations centered on the expression “friend of China” (lao pengyou). Americans believed that this status accorded favorable treatment. Many executives seeking business with China did their utmost to curry favor with the Chinese and become recognized as a “friend.” U.S. diplomats had a different view of the Chinese government’s sense of friendship. Among those involved in opening relations in the mid-1970s, Richard Solomon had written: The most fundamental characteristic of dealings with the Chinese is their attempt to identify foreign officials who are sympathetic to their cause, to cultivate a sense of friendship and obligation in their official counterparts, and then to pursue their objectives through a variety of stratagems designed to manipulate feelings of friendship, obligation, guilt or dependence. 37 Former U.S. Secretary of State Henry Kissinger cautioned, “The proclamation of friendship makes it that much more difficult to disagree on those issues which the Chinese declare—usually at an early stage of a negotiation—as matters of principle and therefore beyond compromise.38 Other aspects of Chinese negotiating behavior observed by American diplomats and political scientists included Chinese wariness of foreigners, skill in casting foreigners in the role of supplicants, early moves to establish a favorable agenda, emphasis on historical perspectives, and uninterest in legal concepts. Solomon advised American negotiators to have a clear sense of their objectives, to present positions in a broad framework, to minimize media pressure, and to exercise patience.39 MIT Professor Lucian Pye, an eminent China specialist, reinforced these points in a Harvard Business Review article titled, “The China trade: making the deal.” A number of American business executives concluded that their Chinese counterparts were “tough bargainers.” The size of their negotiating teams was imposing, and they engaged in “endless bargaining”—even reopening deals that Americans considered complete. At the same time, some aspects of Chinese international negotiating behavior evolved. In surveys conducted between the late 1970s and late 1980s, American and other executives’ perceptions of the keys to success in negotiations in China shifted from “soft,” cultural factors to “hard” elements such as budgetary allowances and China’s need for American technology.40 XI. Myers’s Plans As Myers sat back in his chair to digest this information, his phone rang. It was another inquiry about his plans for giant pandas. This call was from a ZSSD trustee, but she certainly was not the only person in San Diego thinking about pandas. Bringing them back would be a boost for the Zoo, its international reputation, and, for that matter, Myers’s reputation. He had, after all, touted the Zoo as one of the greatest in the world. Myers looked forward to negotiating for pandas with Chinese representatives but he knew it would be challenging. He refocused his attention to three planning tasks: Developing an appropriate framework or structure for the transaction. Identifying the main agenda items for negotiation. Crafting a communication strategy and talking points by which to persuade his powerful Chinese counterparts to allow pandas to return to the San Diego Zoo. What exactly should he do in each area?

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