Minor Assignment No.

3
Guideline: Rephrasing

Dear Students,

Your third minor assignment is regarding rephrasing (a way to avoid plagiarism) in your
research. Each member of your class is assigned a separate paragraph. Search your name, find
that paragraph assigned to you and rephrase the paragraph in your own words. Remember, all
these paragraphs are copied from research papers which means they are 100% plagiarized. Your
job is to read them, understand the context and then write them in your own words. Post your
answers in the discussion forum under “Rephrasing” topic. I shall provide the before and after
reports for your understanding after the date of submission.

Deadline: 11 PM, Friday April 17, 2020.

Good Luck,
 1. Ahmad Zobair

The world has open spun into the new millennium and along with, it has ushered a new era of
intense competition and ever changing value equations. The fact that organisation has been
transformed from a structured assembly line production orientation to a focus a knowledge
creation by each and every personnel of the organisation. In a competitive global business
scenario, no organisation will survive unless it is able to match the duality and the cost of its
competitors. Realities are focusing us to concentrate more upon changing the attitude of
employees, enabling them to take up independent responsibilities and empowering to execute
them by using their knowledge and skills in latest technologies and thus motivating them to use
their capabilities in their respective areas of excellence.

2. Khalil Rahman

Emerging business environment is forcing business houses to find new ways to remain
competitive. Organisations face an environment characterised by a number of challenges and key
issues that have increased the importance of Human Resource Management considerations in
business decision-making. These include increased level of competition, human resources
diversity, changing value systems and above all the rapid technological advances. In the globally
competitive and challenging business scenario, our success will be, to a great extent, influenced
by how we manage our human resources – the people who make things happen. The traditional
role of man managers has undergone drastic changes to meet the challenges of the next
millennium and achieve excellence, responsible trade unionism, productivity – oriented work
practices and aggressive professional management would be essential.

3. Nabil Ahmad

Foreign investment and technologies have started flowing into India. The new scenario has
thrown new challenges in the area of human resource management as well. Human beings are the
most precious part of an organisation. The success or failure of an enterprise largely depends on
the people who man the organisation. In the words of Alfred Marshall “ the most valuable of all
capital is that invested in human beings ”. From social point of view, an enterprise combines two
sorts of resources: a group of human beings and a group of physical assets. The latter in isolation
of the former is useless. Job satisfaction is one of the important factors which have drawn
attention of managers in the organisation as well as academicians. Various studies have been
conducted to find out the factors which determine job satisfaction and the way it influences
productivity in the organisation.

4. Zabiullah

Though there is no conclusive evidence that job satisfaction affects productivity directly because
productivity depends on so many variables, it is still a prime concern for managers. Job
satisfaction is the mental feeling of favourableness which an individual has about his job. In
literature on Industrial Psychology, the term Job Satisfaction is quite frequently used for
individual’s attitude towards the specific aspects of the total work situation. The word job refers
to a specific task where as the term job satisfaction is of higher orders where it is essentially
related to human needs and their fulfillment through work. It is generated by the individual’s
perception of how well his job satisfies his various needs.

5. Mohammad Mobeen

Paul E. Spector (1997) summarizes the findings concerning how people feel towards work,
including: cultural and gender differences in job satisfaction and personal and organizational
causes; and potential consequences of job satisfaction and dissatisfaction. He provides with a
pithy overview of the application, assessment, causes and consequences of job satisfaction.
Sophie Rowan (2008) reveals how to create a happier work life, without changing career. She
provides practical and realistic guidance on how one can achieve optimal job satisfaction and
overcome the obstacles that make so many of us unhappy at work.

6. Imran

Robert M. Hochheiser (1998) reassessed the meaning of the workplace and proposed a simple
formula for success- Forget the idea that hard work alone leads to success and instead focus on
building good relationships. He asserts that the best way to win at work is to understand what is
needed to support the egos of bosses, peers, and subordinates. Accurate assessment of those
needs can then be indirectly associated with one's own personal goals and exploited to make
substantive workplace gains. Methods of determining needs are given for a variety of situations,
and strategies are offered to help make some of the worst work situations at least marginally
better through networking and personal development.
 7. Abdul Hameed

C. J. Cranny, Patricia Cain Smith, Eugène F. Stone (1992) reveals perceiving future opportunity
can actually be more motivating than actually receiving a raise, getting promoted, or being given
additional responsibilities. Jane Boucher (2004) offers practical advice for improving both your
attitude about your job and the job itself. She shows workers how to cope with keeping their jobs
in this difficult economy. Chris Stride, Toby D. Wall, Nick Catley (2008) presented widely used
measurement scales of Job Satisfaction, Mental Health, Job-related Well-being and
Organizational Commitment, along with benchmarking data for comparison. The benchmarking
data is based on a sample of almost 60,000 respondents from 115 different organizations across a
wide spectrum of industries and occupations. Information is given by occupational group, and is
further broken down by age and gender.

8. Lala Shir

Joanna Penn (2008) teaches how to improve your position in your current employment, gaining
more from your job, discovering more about yourself and what it is you would be happy doing,
stress management and people management. Evren Esen (2007) examined in terms of industry
and staff size as well as employee age and gender more than 20 indicators of job satisfaction
including career-advancement opportunities, benefits, the flexibility to balance life and work,
and compensation. Elwood Chapman (1993) helps to determine employee level of satisfaction
and then assists in making positive changes to increase both satisfaction level and quality of
work. Patricia Buhler, Jason Scott (2009) present an academic argument for building an
employee centered culture. They also examined a real-world case study of a company that has
experienced the economic benefits of this practice, making it abundantly clear that modern
businesses can't afford not to make employee satisfaction a top priority.

9. Shafiq

Marketing is traditionally considered to be a business orientation which meets the consumers'

needs and also accomplishes the company's goals. By implementing the marketing concept
positive effects are achieved at both micro and macro level. Positive effects on the micro level
are seen in satisfying the needs of the target market and the company's goals, while the effects of
marketing on the macro level can be seen in the transfer of goods, services, capital and
knowledge, so that we can consider marketing to be an important economic process. Yet, in
recent decades marketing experts are faced with numerous challenges from the environment.
Occurrences in the environment manifested as exhaustion of non-renewable energy resources or
environment pollution, or social occurrences such as illiteracy, materialism and socially
unacceptable behaviour such as inclination towards alcohol and drug abuse, represent additional
challenges for marketing experts.

10. Mahmood

They are becoming more and more aware of the responsibility they have towards the consumers
and the society on the whole. That is the reason why there is more talk in the marketing theory
and practice about implementing the principles of ethics and social responsibility in doing
business. Social responsibility and ethics in doing business can be manifested in many different
ways; moreover they should be seen in everyday work. Marketing experts in the strategic
marketing management and deciding on products, prices, promotion and distribution should
make decisions taking the principles of ethics and social responsibility into consideration and
avoid activities which encourage undesirable behaviour. In such a way one can enhance the
consumer well-being and the quality of life of other stakeholders.

11. Naqibullah

During the last decades the fact that the consequences of marketing activities of a company cross
its boundaries and reflect upon the environment where its work has been more and more stressed
in the developed market economies. In the conditions when the company’s activity is under
scrutiny of the internal and external stakeholders a manager is expected to have sensitivity for
the social processes in the environment, as well as a high level of social responsibility in
decision-making process. Business goals can be realized in many different ways, but nowadays
is necessary to respect the principles of ethics and social responsibility in doing business, as well
as to satisfy the interests of different stakeholders. Implementation of ethics and social
responsibility in marketing is realized by accepting the philosophy of Quality-of-life marketing.
Sirgy defined the Quality-of-life as a “business mechanism that plans, prices, promotes, and
distributes economic consumer goods to consumers in ways to maximize consumer well being“
(Sirgy, 2001, p. 8).
 12. Ferdaws

According to the contemporary view the Quality-of-life marketing refers to any good (economic
or non-economic, consumer or industrial) service or program (Sirgy, 2001, pp.10 – 11). That is
why the Quality-of-life marketing can be regarded as a specific form of thinking and doing
business connected to production, delivery and consuming of products, services, ideas and
programmes, their promotion and setting the prices which contributes to the improvement of
living conditions in a certain environment on the long term and at the same time meets the needs
of the target markets and other stakeholders with minimizing the unwanted side-effects. This is a
specific business philosophy and strategic orientation which is based on the principles of ethics,
social responsibility and stakeholder theory. The Quality-of-life marketing as a philosophical but
also a strategic approach is put into practice by making decisions based on ethical principles.

13. Raz Muhammad

The task of the company is the development of products, services and programmes which can
improve the consumers’ well-being and to deliver these products in the way which would
minimize the negative side effects to target consumers, as well as to other public with
simultaneous generating of a long-term profit (Sirgy and Lee, 1996). In order to achieve positive
effects on the consumer well-being marketing managers should make decisions having in mind
the possible negative consequences. These marketing decisions refer to setting goals and
formulating strategies and tactics. The starting point is determining the dimension of consumer
well-being on which the organization is likely to have impact (Sirgy and Lee, 1996). After that,
the marketing experts make a series of decisions regarding the marketing mix. All decisions
should be considered from the stakeholders' point of view as well. It should be analysed whether
a certain decision improves the consumers' well-being and whether it has negative effects on the
consumers and other stakeholders.

14. Hayatullah

Yet, the question is raised which factors influence the socially responsible decision making in
marketing? According to Robbins ethical or unethical behaviour is under the influence of
individual characteristics, structural variables and organizational culture (Robbins, 1991, p.134).
Ford and Richardson (1994) divided the factors which influence moral behaviour into two
groups: individual and situational factors. Individual factors refer to those given by birth such as
gender and age, and factors which are the result of experience and socialization such as
education, personality and attitudes. Lee and Sirgy (2004) consider the implementation of the
Quality-of-life philosophy, which represents the implementation of ethical principles in
marketing, to be possible with three groups of assumptions which reflect the factors from the
environment, organizational and individual factors.

15. Jawad

The factors from the environment are social sensitivity regarding the consumer well-being and
predominant ethical climate in business. Organizational factors which influence the
implementation of the Quality-of-life marketing are the level of organizational ethics and the
long-term orientation of the company. Individual factors are connected to moral idealism, a
caring relationship to the environment and autotelic personality characterized by enthusiasm and
intrinsic motivation. So, a larger number of authors consider that the guidelines of ethical and
socially responsible behaviour in doing business, which refers to marketing as well, are
connected to the managers' characteristics and conditions from the environment. Making the
marketing decisions is in the managers' domain, so it depends on their system of values and
moral principles. This is confirmed by Pini and Carolli (2004) who established that the managers'
moral characteristics influence the accepting of social responsibility.

16. Ahmad Samim

When the behaviour in certain business situations is not determined by the rules or procedures,
the critical factors which the decision-making depends on, refer to the managers' individual
characteristics. Singhapakdi et al. (1996) claim that “marketers must first perceive ethics and
social responsibility to be important before their behaviours are likely to become more ethical
and reflect greater social responsibility.” This perception depends on a number of factors such as
cultural differences, economic and legal/political environment, organizational ethical climate and
gender (Singhapakdi et al., 2001). Taking that into consideration we can conclude that the
manager’s attitude regarding the importance of ethics and social responsibility in doing business
is important for moral behaviour in marketing decision-making.

17. Asif Ahmad

According to the research of Singhapakdi et al. (2001) the perception of the importance of ethics
and social responsibility in achieving organizational efficiency depends on cultural, economic
and legal/political environment. Bagić, Škrabalo and Narančić (2006) did a research on social
responsibility in companies in the Republic of Croatia; a country in the process of transition from
planned to market economy. It was established that the factors which influence the social
responsibility in Croatian companies are the ownership structure, the leadership abilities, the size
of the company and the economy sector. Companies in private ownership tend to a speedy
introducing of efficient management systems because they are more market oriented and have a
simpler procedure of decision-making process. Foreign ownership has also a positive influence,
whereas companies in domestic ownership show a greater interest in cooperating with domestic
suppliers.

18. Azimullah Gulab Khan

The managers’ leadership abilities which cause the employees’ confidence, such as personal
engagement, interests and charisma, have a great importance for introducing changes in the
management processes, as well as for promotion and spreading of the information about the
social responsibility of the company. The authors established that implementing a socially
responsibility is most widespread in larger companies, and small and medium-size companies
regularly invest into the well-being of the local community. Although dominant fields of social
responsibility, such as human resources development, investing into the community and
environment protection are present in all economy sectors, it was noticed that the services’
sector, especially banks, use more often the social responsibility with the purpose of public
promotion. On the other hand, companies from the industrial sector invest more into managing
the waste material, ecologically efficient technologies and collective negotiation.

19. Naik Mohammad

The concept of motivation is used to explain the distinction between employees which have the
same talents, abilities and opportunities to do their jobs in a similar organization and are under
the same employment conditions and with the same facilities, but demonstrate different
performances. Employees who have high work motivations keep on trying to get more
promotion, and since they are constantly seeking better ways to carry out their duties and
responsibilities, they will be promoted faster. These employees perform their jobs in such a
manner that the jobs are required to be done with relatively more efforts, so they can try more to
play the role for which they are asked. Considering the importance of motivation, this research
has investigated about the impact of motivation and its related factors on Employees job
performance in educational institutions of Sahiwal, Punjab, Pakistan.

20. Ikramullah

The performance of workers has become important due to the increase concern of human
resources and personnel experts about the level of output obtained from workers due to poor
remuneration. The attitude is also a social concern and is very important to identify problems that
are obtained in industrial setting due to nonchalant attitudes of managers to manage their workers
by rewarding them well to maximize their productivity. A very few organizations believe that the
human personnel and employees of any organization are its main assets which can lead them to
success or if not focused well, to decline. Unless and until, the employees of any organization are
satisfied with it, are motivated for the tasks fulfilment and goals achievement and encouraged,
none of the organization can progress or achieve success. Appropriate reward package can jeer
up or influence workers to develop positive attitude towards their job and thereby increase their
productivity.

21. Abdul Khaliq

Many characteristics of the work, particularly independence and competence, are referred as
intrinsic motivators by social psychologists and personality psychologists. Deci and his
colleagues proposed that intrinsic motivation occurs when individuals feel both self-determined
and competent in their work (Deci 1975; Deci & Ryan 1985). According to this research, people
will feel competent if they obtain feedback that indicates progress in their work, or suggests way
they can increase their competence. According to De Cenzo et al., (1996), people who are
motivated use a greater effort to perform a job than those who are not motivated. In other words
this means that all thinkable factors of physical or psychological aspects that we interact with,
leads to a reaction within our self or of the entire organization.

22. Aminullah

When employees have high autonomy, receive feedback about their performance, and have an
important, identifiable piece of work to do which requires skill variety, they may experience
feelings of happiness and therefore intrinsic motivation to keep performing well (Hackmam &
Oldham, 1980). Motivation has been defined as: the psychological process that gives behaviour
purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to
achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an
unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993) Mitchell. One strategy
for reaching higher goals and development is motivation. Employees are motivated to render
quality service and effectiveness which means that motivation is a key factor for progress within
an institution or organization.

23. Mohammad Naveed

A profound knowledge of motivation and its meaning is therefore essential for success of the
institution (Paré 2001). Motivating employees is essential for the achievement of organizational
goals. According to Dubin (2002), “Motivation is the complex of forces starting and keeping a
person at work in an organization. Motivation is something that puts the person to action, and
continues him in the course of action already initiated”. Motivation refers to the way a person is
enthused at work to intensify his desire and willingness to use his energy for the achievement of
organization’s objectives. It is something that moves a person into action and continues him in
the course of action enthusiastically. Schoeffler (2005), a contributor to the Insurance Journal,
explains that incentives should be in a three tier incentive scheme: recognition, short-term, and
long term. The basic concept is to allow for incentives that will motivate different personality
types. For example, some people enjoy immediate satisfaction and some enjoy satisfaction that is
delayed but has taken time to build up. Recognition is a key role in motivating which is a non-
financial incentive that reflects feedback.

24. Mina

According to Latham and Ernest (2006) motivation was in the beginning of the 1900s thought
only to be monetary. However, it was discovered during the 20th century that to motivate
employees, there are more factors than just money. In their view, employees‟ satisfaction with
their job is an important indicator for a good job performance and happy employees are
productive. To them, motivation is a psychological factor and is affected by the workers‟ mental
attitude and health. Therefore, in order to be motivated, a person needs to have certain basic
needs fulfilled. If these needs are lacking, a person’s self-esteem and self-actualization cannot
develop. This could result in lack of interest to progress and develop, both professionally and
personally. There are several theories of human needs, which are the foundation of motivation.
According to Bassette-jones & Lloyd (2005) “expectancy, equity, goal setting and reinforcement
theory have resulted in the development of a simple model of motivational alignment.

25. Safiullah

Employee performance fundamentally depend on many factors like performance appraisals,

employee motivation , employee satisfaction, compensation, training and development, job
security, organization structure and other, but the area of research is focused only on employee
motivation as this factor highly influence the performance of employees. A motivational
employee is responsive of the definite goals and objectives he/she must achieve, therefore he/she
directs their effort in that direction. Ruther fold reported motivation formulates an organization
more successful because provoked employees are constantly looking for improved practices to
do a work. Getting employees do their best work even in strenuous circumstances, is one of the
employees most stable and greasy challenges and this can be made possible through motivating
them.

26. Abdul Wali

Employees want to earn reasonable salary and payment and desire their work to feel that is what
they are getting. Money is the fundamental inducement; no other incentive or motivational
technique comes even close to it with respect to its influential value (Sare et al 2004). It has the
supremacy to magnetize and motivate individuals towards higher performance. Research has
suggested that reward now cause satisfaction of the employee which directly influences
performance of the employee (Kalimullah et al, 2010). All businesses use pay, promotion,
bonuses or other types of rewards to motivate and encourage high level performances of
employees (Rena et al, 2009). To use salary as a motivator effectively, managers must consider
salary structures, payment according to performance, personal or special allowances, fringe
benefits and so on( Adeyinka et al 2007).

27. Ameer Hamza

The distinction between organisational and job performance is evident; an organisation that is
performing well is one that is successfully attaining its objectives, in other words: one that is
effectively implementing an appropriate strategy (Otley, 1999) and job performance is the single
result of an employee’s work (Hunter, 1986). Since the aim of this thesis is to provide a link
between motivating employees and their performance, organisational performance lies outside
the scope of this research and only job performance is addressed.A good employee performance
is necessary for the organisation, since an organisation’s success is dependent upon the
employee’s creativity, innovation and commitment (Ramlall, 2008). Good job performances and
productivity growth are also important in stabilizing our economy; by means of improved living
standards, higher wages, an increase in goods available for consumption, etc (Griffin et al.,
1981).

28. Hafasa Saleh

Griffin et al. also argue that therefore research of individual employee performance is important
to society in general. According to Hunter and Hunter (1984) crucial in a high job performance is
the ability of the employee himself. The employee must be able to deliver good results and have
a high productivity. Hunter and Hunter (1984) also argue that this is something the organisation
can know at forehand; they can select employees with the required abilities or they can recruit
those employees themselves. Of course the latter is more time consuming, but can obtain better
results in the end (Hunter, 1986). However, job performance is more than the ability of the
employee alone. Herzberg (1959) and Lindner (1998) refer to the managerial side of
performance. According to Herzberg (1959) performance is: let an employee do what I want him
to do.

29. Neelofar Ahmadi

Individual performance is a core concept within work and organizational psychology. During the
past 10 or 15 years, researchers have made progress in clarifying and extending the performance
concept (Campbell, 1990). Moreover, advances have been made in specifying major predictors
and processes associated with individual performance. With the ongoing changes that we are
witnessing within organizations today, the performance concepts and performance requirements
are undergoing changes as well (Ilgen & Pulakos, 1999). Performance is a major—although not
the only—prerequisite for future career development and success in the labor market. Although
there might be exceptions, high performers get promoted more easily within an organization and
generally have better career opportunities than low performers (Vans cotter, Motowidlo, &
Cross, 2000). In 1990, Campbell described the literature on the structure and content of
performance a virtual desert (p. 704).