Impact of Feedback Environment on Employee Commitment

Impact of Feedback Environment on Employee Commitment This research paper examines the effect of feedback environment on employee commitment, with role clarity being the mediating variable in the public and private sectors organizations of Islamabad Rawalpindi city. From the previous researches a link was found between feedback environment and employee commitment at workplace, this study attempts to explore this link in the context of Islamabad. To create employee commitment amongst organizational members has become increasingly important in todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s dynamic business environment, because this factor leads to employee retention and a low degree of turnover. For this study a sample size of 200 was taken and different private and public sector organizations were covered in the research work. The research was of hypothesis-testing in nature and responses were collected using standardized questionnaires for each variable. All three variables supervisory and coworker feedback and role clarity proved to be positively associate d with employee commitment; with the feedback from coworker source being the strongest in creating employee commitment followed by role clarity and feedback from supervisor source. The mediating effect of role clarity was not found to be significant and there is still an opportunity for further research in this area to explore this link. However the positive association of role clarity with employee commitment represents its importance in creating employee commitment, though its contribution is small, but this very dimension must not be ignored by the managers of the 21st century. Chapter 1 INTRODUCTION It has become necessary for business firms to satisfy all of their major stakeholders (consumers, employees, clients etc) to remain competitive in todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s dynamic business environment. The satisfaction and commitment level of a firmà ¢Ã¢â€š ¬Ã¢â€ž ¢s employees is of key importance in determining its human resource strength, which in turn leads to their retention and make an organization able to satisfy the needs of its customers, consumers and clients in both the production and service sectors. Many variables have an impact on the level of commitment of a firmà ¢Ã¢â€š ¬Ã¢â€ž ¢s employees, some of which are job satisfaction level (with intrinsic and extrinsic factors), the quality of leader-member exchange and the overall feedback environment that an employee works in. Many researchers put emphasis on providing feedback to employees in order to satisfy them and consider providing feedback to employees to be essential for maintaining and increasing employee motivation and satisfaction. Traditionally the yearly formal performance appraisal/review in private sector organizations and Annual Confidential Report (ACR) in public sector organizations have been considered as the ideal platform for higher authorities (departmental/organizational heads, supervisors, immediate bosses) to provide feedback to employees about how they view their performance. But employees generally report problems and shortfalls regarding the current methodologies used to asses their performance and characterize the overall process as being too much restricted to a performance appraisal period and involving only one feedback source (departmental/organizational heads, supervisors, and immediate bosses). A qualitative case study by Longenecker and Nykodym (1996) in the public sector illustrated some of the problems associated with traditional performance appraisal method. Employees noted that feedback in performance appraisal was problematic for improving employee motivation and performance, and as a communications tool to improve the manager/subordinate relationship and suggested that managers should: make more time available for providing performance feedback, increase their knowledge of actual performance, better clarify performance expectations, put greater emphasis on employee development, not dwell on negatives, provide more ongoing feedback, and increase two-way communication These suggestions indicate that supervisors/immediate bosses might adopt a number of specific behaviors to support feedback processes in the organization, which in turn might lead to an enhanced manager/subordinate relationship and increased employee satisfaction and hence employee commitment. Here we can see that feedback only after some specified interval and through formal sessions is not sufficient to improve work outcomes (job satisfaction, productivity, employee commitment, organizational citizenship behavior etc). Considering this very fact; Steelman, Levy and Snell (2004) proposed a scale, known as Feedback Environment Scale (FES) with a validation study to demonstrate how different facets of feedback sources (supervisor and coworkers) constitute the overall feedback environment within an organization. This new instrument measures a much more comprehensive view of the feedback environment and is more relevant to the organizations of today and the responsibilities of 21st-cent ury managers. FES may also be defined as a multifaceted construct with two major factors (Supervisor and Coworker) manifested in seven facets. Together, these seven facets reflect the contextual aspects surrounding the transmission of job performance feedback on a recurrent or daily basis (Steelman et al, 2004). In general; Employee commitment is oneà ¢Ã¢â€š ¬Ã¢â€ž ¢s psychological attachment to his or her organizations. The higher the level of Employee Commitment of an individual, the lower are the chances of his/her psychological and physical job withdrawal. Moreover; committed employees are generally productive and go beyond their job descriptions in improving their organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s products and services. Researchers have found a positive link between Feedback Environment Scale and Employee commitment. This link is mediated by a third variable called Role Clarity, which is defined as the subjective feeling of having as much or not as much role relevant information as the person would like to have Lyons (1971). This study is aimed to explore this link in a Pakistani context and more specifically in the context of Islamabad, After the confirmation of such a link, mangers can adopt a number of measures to improve employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ satisfaction, their level of productivity and employee commitment. Research Objectives To measure the level of performance feedback (from supervisors and coworkers) received by the employees of different organizations, both of public and private sector operating in Islamabad city. To Measure the level of employee commitment of employees working in different organizations To explore the link between feedback environment and employee commitment To suggest specific measures to be adopted in order to increase the overall feedback environment and employee commitment in organizations Chapter 2 LITERATURE REVIEW 2.1 Feedback Environment In the past, the feedback environment has been defined as the type of job performance information that employees perceive as being available to them (Herold Parsons, 1985).but according to the refined and most up-to-date definition; the feedback environment refers to the contextual aspects of day-to-day supervisor-subordinate and coworker-coworker feedback processes rather than to the formal performance appraisal feedback session (Steelman et al, 2004). Consequently, up to now, an organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s feedback environment has been defined as the amount and availability of positive and negative feedback from different sources (Steelman et al, 2004). 2.2 Measurement of Feedback Environment Feedback environment in an organization is measured through a new multifaceted instrument, the Feedback Environment Scale (FES), which helps inform the feedback process in organizations. This new instrument measures a much more comprehensive view of the feedback environment and is more relevant to the organizations of today and the responsibilities of 21st-century managers. FES may also be defined as a multifaceted construct with two major factors (Supervisor and Coworker) manifested in seven facets. Together, these seven facets reflect the contextual aspects surrounding the transmission of job performance feedback on a recurrent or daily basis (Steelman et al, 2004). It is clear that employees receive feedback information from various sources (Greller, 1980; Morrison, 1993) but some authors suggest that supervisor and coworker feedback sources are the most practical and relevant from the feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s point of view (Ashford, 1989). Thus, the FES postulates two factors called Supervisor Source and Coworker Source and the following seven specific facets within each of those source factors: source credibility, feedback quality, feedback delivery, frequency of favorable feedback, frequency of unfavorable feedback, source availability, and promoting feedback seeking (Steelman et al, 2004). Source Credibility is conceptualized as the feedback sourceà ¢Ã¢â€š ¬Ã¢â€ž ¢s expertise and trustworthiness (Giffin, 1967). Consistency and usefulness have been demonstrated to be important aspects of feedback quality (Greller, 1980; Hanser Muchinsky, 1978; Herold, Liden, Leatherwood, 1987). A feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s perceptions of the sourceà ¢Ã¢â€š ¬Ã¢â€ž ¢s intentions in giving feedback will affect reactions and responses to the feedback (Fedor, Eder, Buckley, 1989). Favorable feedback is conceptualized as the perceived frequency of positive feedback such as compliments from supervisors and/or coworkers when from the feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s view, his or her performance does in fact warrant positive feedback. Correspondingly, unfavorable feedback is conceptualized as the perceived frequency of negative feedback such as expressions of dissatisfaction and criticism from supervisors and/or coworkers when from the feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s vi ew, his or her performance warrants such feedback (Steelman et al, 2004). Supervisor and/or coworker source availability is operationalized as the perceived amount of contact an employee has with his or her supervisor and/or coworkers and the ease with which feedback can be obtained (Steelman et al, 2004). Feedback seeking is defined as the extent to which the environment is supportive or unsupportive of feedback seeking. It is the extent to which employees are encouraged or rewarded for seeking feedback and the degree to which employees feel comfortable asking for performance feedback (Williams et al, 1999). 2.3 Role Clarity Lyons (1971) defines role clarity as the subjective feeling of having as much or not as much role relevant information as the person would like to have. The importance of having role clarity (knowing the tasks and expectations of a job) has been shown in previous research that used both emotional and performance-related measures (Abramis, 1994; Jackson Schuler, 1985; Tubre Collins, 2000). Role clarity is a prerequisite for harmonious interactions with others in the role set (Mcgrath, 1976). The absence of role clarity leads to stress, intrapersonal tension and lowered job satisfaction (Cooper, Sloan Williams, 1988; Hall, 2004). Breaugh Colihan (1994) defined role ambiguity to be job ambiguity and indicated that job ambiguity possesses three distinct aspects: work methods, scheduling, and performance criteria. 2.4 Employee Commitment It is recognized that an employees commitment to an organization can be expressed in three particular ways: affective, continuance, and normative. Affective commitment is focused on an emotional attachment to the organization (Herscovitch, 2002). On the other hand, continuance commitment is when an employee stays with an organization based on a perceived cost of leaving (Herscovitch, 2002). In this case, the employee is staying because he/she thinks it will cost more to go find work elsewhere. Lastly, normative commitment refers to an employees moral obligation to stay with the organization (Herscovitch, 2002). This can arise due to the employee feeling that the organization has treated him/her well and therefore, he/she owes the organization a continued period of employment. In one sense, each type of commitment somewhat ties the individual to the organization; however, each impacts differently on the manner in which the employee conducts him/herself in the workplace. For example, a n employee with an affective commitment will often go above and beyond what is required of his/her position in order to assist the organization in meeting its goals. Employees with high affective commitment tend to be absent from work less frequently and display a higher work motivation and organizational citizenship (McShane, 2001). Continuance commitment, however, is negatively related to performance whereby employees tend to do simply what is required, have higher rates of absenteeism, and low motivation (Johns and Saks, 1996). 2.5 Feedback Environment, Role Clarity/Ambiguity and Employee Commitment Over recent years, there has been a surge of interest in the effects of the feedback environment on work-related outcomes (e.g. Norris-Watts Levy, 2004; Rosen et al., 2006). A favorable feedback environment is positively related to supervisory reported organizational citizenship behavior and that this relationship is partially mediated by affective commitment (Norris-Watts Levy, 2004). Another study tested a mediated model suggesting that the effects of the feedback environment on job satisfaction, and supervisory rated in-role and extra-role performance are mediated by perceptions of organizational politics. In general, this model was supported, again demonstrating the relationship between the feedback environment and several work-related outcomes (Rosen et al., 2006). A field experiment conducted by Tziner and Latham (1989) revealed increased work satisfaction and employee commitment when a goal-setting and feedback program was introduced, but it is not possible to draw the concl usion that this effect emanates from feedback only. Researchers have found a relationship between feedback and role ambiguity (Herold et al, 1987, Peiro et al, 1994, Sawyer, 1992, Teas, 1983, Vredenburgh, 1983). So, even though previous studies lend support to the hypothesis that feedback affects attitudes towards work, there is also a possibility that the uncertainty reducing effect of feedback is the link between feedback and work attitudes, through the intervening influence of role ambiguity. Resultantly, there is also support to hypothesize that feedback only indirectly affects attitude towards work with role ambiguity as a mediating variable (Anders et al, 1999). Mathieu Zajac (1990) conducted a meta-analysis of 48 studies and found that overall employee commitment was low when employees were unsure about what was expected of them (Role Ambiguity). In nine studies, Dunham, Grube, Castaneda (1994) found that employees understanding about the significance of their tasks were somewhat positively related to affective commitment, but not related to normative or continuance commitment. Workers need role clarity to be able to navigate on their own. To improve the opportunity for self feedback there appears a need to strengthen the connection between the individualà ¢Ã¢â€š ¬Ã¢â€ž ¢s work and the organizational goals (Anders et al, 1999). Chapter 3 THEORETICAL FRAMEWORK On the basis of literature review, a relationship between feedback environment and employee commitment was found, being mediated by a third variable, Role Clarity. The following hypothetical link between the variables was drawn and tested. 3.1 Operational Definitions 3.1.1 Feedback Environment (Independent Variable) Feedback Environment has been taken as the independent variable for this study which is defined by Steelman et al (2004) as the amount and availability of positive and negative feedback from different sources. As the feedback environment in organizations is generally measured using the Feedback environment Scale (FES) proposed by Steelman et al (2004), the same will be employed to measure the quality of feedback environment that takes into account two major feedback sources which are: Supervisor source Coworker source Feedback from each source has seven dimensions which are: 3.1.1.1- Source credibility Giffin (1967) defined source credibility as the feedback sourceà ¢Ã¢â€š ¬Ã¢â€ž ¢s expertise and trustworthiness. Perception of trustworthiness an individual imparts to other people. Factors that influence source credibility are expertise and reputation for honesty. 3.1.1.2- Feedback quality Feedback quality refers to its consistency and usefulness which are important aspects of feedback (Greller, 1980; Hanser Muchinsky, 1978; Herold, Liden, Leatherwood, 1987). 3.1.1.3- Feedback delivery It refers to the feedback environment in terms of sourceà ¢Ã¢â€š ¬Ã¢â€ž ¢s consideration and intentions in his or her delivery of the feedback (Steelman et al 2004). In simple words this dimension is related to the extent of empathy of the feedback source. 3.1.1.4- Favorable feedback Steelman et al (2004) defined favorable feedback as the perceived frequency of positive feedback such as compliments from supervisors and/or coworkers when from the feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s view, his or her performance does in fact warrant positive feedback 3.1.1.5- Unfavorable feedback Unfavorable feedback is conceptualized as the perceived frequency of negative feedback such as expressions of dissatisfaction and criticism from supervisors and/or coworkers when from the feedback recipientà ¢Ã¢â€š ¬Ã¢â€ž ¢s view, his or her performance warrants such feedback (Steelman et al, 2004). 3.1.1.6- Source availability Supervisor and/or coworker source availability is defined as the perceived amount of contact an employee has with his or her supervisor and/or coworkers and the ease with which feedback can be obtained (Steelman et al, 2004). 3.1.1.7- Promoting feedback seeking Williams et al (1999) defined Feedback seeking is defined as the extent to which the environment is supportive or unsupportive of feedback seeking. It is the extent to which employees are encouraged or rewarded for seeking feedback and the degree to which employees feel comfortable asking for performance feedback Responses about each dimension relating to both the sources will be gathered using the FES Questionnaire, proposed by Steelman et al (2004) in their validation study of the FES. 3.2 Employee Commitment (Dependent Variable) For the purpose of this study employee commitment has been defined as an employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s psychological attachment to his/her organization. Mainly the three component model of employee commitment by Herscovitch (2002) is used, which says that the commitment level itself consists of three parts; affective, continuance and normative commitment. Somers (1995) defined Affective commitment as an employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s emotional attachment to an organizational goals and values. Normative commitment is a perceived duty to support the organization and its activities, whereas; continuance commitment is however interacted with affective commitment in predicting job withdrawal intentions and absenteeism. The level of employee commitment was measured using the employee commitment questionnaire by John Meyer Natalie Allen (1991). Figure 3.1: The Theoretical Relationship between Feedback Environment and Employee Commitment with the Mediating Effect of Role Clarity/Ambiguity 3.3 Role Clarity/Ambiguity (Mediating Variable) Role clarity is defined as the subjective feeling of having as much or not as much role relevant information as the person would like to have Lyons (1971). Or simply knowing the tasks and expectations of oneà ¢Ã¢â€š ¬Ã¢â€ž ¢s job is known as Role Clarity. From the previous studies there appeared a relationship between feedback and employee commitment with the mediating effect of role clarity/ambiguity, and it was conceived in this study that the quality of feedback environment leads to role clarity or ambiguity as feedback serves the purpose of clarifying an employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s role which leads to employee commitment (Mathieu Zajac 1990, Dunham, Grube, Castaneda 1994). Role Clarity was measured using the standardized questionnaire proposed by Rizzo et al (1970). 3.4 Hypotheses: The following seven hypotheses were tested to explore the link between the following: Supervisory Feedback and Subordinateà ¢Ã¢â€š ¬Ã¢â€ž ¢s Role Clarity Coworker Feedback and Incumbentà ¢Ã¢â€š ¬Ã¢â€ž ¢s Role Clarity Feedback Environment and Employee commitment Role Clarity and Employee commitment 3.5 Hypotheses Statements Hypothesis 1: Ho: There is no relationship between supervisory feedback and subordinateà ¢Ã¢â€š ¬Ã¢â€ž ¢s role clarity Hypothesis 1: H1: There is a relationship between supervisory feedback and subordinateà ¢Ã¢â€š ¬Ã¢â€ž ¢s role clarity Hypothesis 2: Ho: There is no relationship between coworker feedback and employee role clarity Hypothesis 2: H1: There is a relationship between coworker feedback and employee role clarity Hypothesis 3: Ho: There is no relationship between feedback environment and employee role clarity Hypothesis 3: H1: There is a relationship between feedback environment and employee role clarity Hypothesis 4: Ho: There is no relationship between supervisory feedback and employee commitment Hypothesis 4: H1: There is a relationship between supervisory feedback and employee commitment Hypothesis 5: Ho: There is no relationship between coworker feedback and employee commitment Hypothesis 5: H1: There is a relationship between coworker feedback and employee commitment Hypothesis 6: Ho: There is no relationship between feedback environment and employee commitment Hypothesis 6: H1: There is a relationship between feedback environment and employee commitment Hypothesis 7: Ho: There is no relationship between employee role clarity and employee commitment Hypothesis 7: H1: There is a relationship between employee role clarity and employee commitment Chapter 4 RESEARCH METHODOLOGY Research Design is a master plan specifying the methods and procedures for collecting and analyzing needed information. Having identified the variables of the study and developing the theoretical framework, the next step was to design the research in a way that the required data could be gathered and analyzed to arrive at a solution. A Survey was conducted, based on a questionnaire. The term questionnaire refers to a list of questions, usually printed, and submitted for replies that can be analyzed for usable information. 4.1 Purpose of the Study The research was of hypothesis-testing in nature. The characteristics of variables and their relationship were defined in the previous section. Hypotheses were formulated on the basis of relationships between the two main variables (feedback environment and employee commitment). Researches have shown that there is positive relationship between feedback environment and employee commitment. Those studies were conducted in different parts of the world and the current research is based on the hypotheses which are to be tested to find if there is a positive relationship between the said variables. 4.2 Type of Investigation The purpose of our research was to find out if there is relation between variables, the type of investigation chosen was correlation. 4.3 Extent of Researcher Interference with the Study The primary data was collected through the questionnaire. The data was collected in natural environment and the researcherà ¢Ã¢â€š ¬Ã¢â€ž ¢s interference was minimal. 4.4 Study Settings The research was conducted in natural environment where work proceeds normally, i.e. in non-contrived settings. The study was based on Field Experiment where all activities were occurring in natural work environment. 4.5 Unit of Analysis In this study, individuals were studied separately. Research team studied the feedback received from the two sources (supervisor and coworker) and through the questionnaire investigated the relevant variables and their relationship. 4.6 Sampling A sample is a subset of a larger population that contains its major characteristics. In this step the following decisions were taken: Who is to be sampled (sampling unit) How large a sample should be (sample size) How will sample units be selected (sampling technique) 4.7 Sampling Unit To get the representation from all levels of management and all types of organizations, employees form each layer of management were selected as sample from different organizations ranging from manufacturing to service, both from public and private sectors. Responses were gathered from the employees of the following organizations: Askari Bank, Balochistan Teachersà ¢Ã¢â€š ¬Ã¢â€ž ¢ Training Academy, Balochistan University of Information Technology, Engineering Management Sciences (BUITEMS), Cantonment Hospital, Chiltan Ghee Mills, Civil Secretariat, Concern Worldwide, Habib Bank Ltd, Mercy Crops, National Bank, PTCL, Islamabad Electric Supply Company (QESCO), SME Bank, Sui Southern Gas Company Ltd (SSGC), Telecard, Telenor, UNDP and Warid Telecom 4.8 Sample Size The sample size for the study was 200. Employees from each of the above-mentioned organization were asked to respond the questionnaires. 4.9 Sampling Technique Probability sampling was used for the research; in such type of sampling each member of population has an equal chance of becoming a sample. 4.10 The Questionnaire The Questionnaire had the following sections: 4.10.1 Section-1 (Demographics) The first section investigated about the respondentà ¢Ã¢â€š ¬Ã¢â€ž ¢s demographical characteristics including: Age Gender Marital Status Qualification Managerial level Nature of work Experience in years The respondents were not asked to mention their names or disclose their identity and it was ensured to keep the information confidential. 4.10.2 Section-2 3 (Supervisory and Coworker Feedback Measurement) These sections contained questions about the supervisory and coworker feedback received by the respondents focusing on the following dimensions: Source credibility Feedback quality Feedback delivery Favorable feedback Unfavorable feedback Source availability Promoting feedback seeking The items of this section were obtained from the validation study of feedback environment (Steelman et al, 2004). 4.10.3 Section-4 (Employee commitment Measurement) This section contained questions about the level of employee commitment of the respondents. 4.10.4 Section-5 (Role Clarity Measurement) This section contained questions measuring the Role Clarity of the respondents. 4.11 Data Collection In this phase the research moved from papers to the field. Data was gathered in the form of responses from the respondents. Questionnaire was used as a tool to collect data and 100% of the respondents were surveyed through it. As mentioned above different organizations from public and private sector were visited to collect the responses. Questionnaires were distributed and taken back from the respondents after two to three days. Total time taken to complete the data collection process was two weeks. The respondents were guided about filling the questionnaires and the queries were responded properly. Chapter 5 RESULTS AND DISCUSSION 5. Hypothesis Testing All seven hypotheses of the study were tested on the following parameters: Confidence level: (1-ÃŽÂ ±) = 0.95 (95%) Level of Significance: ÃŽÂ ± = 0.05 Statistic used: t-statistic Sample size: n = 200 Table 5.1: Results of Hypothesis Testing Hypotheses t-calculated t-tabulated Computation Result 1 2.20 +1.96 tcal>ttab Rejected Ho 2 1.97 +1.96 tcal>ttab Rejected Ho 3 2.13 +1.96 tcal>ttab Rejected Ho 4 3.74 +1.96 tcal>ttab Rejected Ho 5 6.88 +1.96 tcal>ttab Rejected Ho 6 6.18 +1.96 tcal>ttab Rejected Ho 7 1.99 +1.96 tcal>ttab Rejected Ho Where: tcal = the calculated value of t-statistic ttab = the tabulated value of t-statistic It is clear from the results of table 5.1, that all seven alternative hypotheses were accepted as the value of t-calculated found be higher than the value of t-tabulated regarding each hypothesis. This shows that there is a link between each of the independent variable (feedback from supervisor and coworker source, feedback environment and role clarity) with the dependent variable (employee commitment). 5.1 Correlation Analysis The second analysis involved regressing each of the predictors on the outcome variable i.e. employee commitment. The results are presented in table 5.2 A correlation matrix was developed for Supervisory Feedback, Coworker feedback and Role clarity with Employee Commitment. According to the results, all the three variables were positively associated with Employee Commitment. The association represents a positive linear relationship between the dependent variable; Employee Commitment and each of the independent variables. Table 5.2: Correlation Matrix for Employee Commitment Variable Supervisory Feedback Coworker feedback Role Clarity Commitment Supervisory Feedback 1.000 0.534** 0.123** 0.257** Coworker feedback 0.534** 1.000 0.139** 0.439** Role Clarity 0.123** 0.139** 1.000 0.097** Commitment 0.257** 0.439** 0.097** 1.000 ** p Coworker feedback was most strongly associated with Employee Commitment (0.439), followed by supervisory feedback (0.257) and role clarity (0.097). All relationships were statistically significant at p The correlation analysis of employee commitment as shown in table 5.1 indicates that all the associations (between x and y variables) were positive. This signifies that a positive linear relationship exists between x and y variable. Coworker feedback was most strongly related with employee commitment, followed by role clarity and supervisory feedback. All relations were statistically significant at 0.01 levels. 5.3 Regression Analysis The value of R2 was 0.195. The first independent variable, coworker feedback [0.419, P Table 5.3: Regression Analysis of Feedback Environment at workplace (Dependent Variable= Employee Commitment Variable Coefficient Standard Error Standardized Beta Intercept 1.783** 0.262 - Supervisory Feedback 0.029** 0.077 0.029 Coworker feedback 0.388** 0.071 0.419 Role Clarity

Employee Training and Development Essay -- Human Resources Business Ma

Organisations attain competitive advantage through the utilization of skills and knowledge of their employees (Bach and Sisson 2000).According to Subedi (2006:90), the highest value for training as perceived by managers, supervisors and employees was the ‘need for performance improvement’. If this is true then why is it that organisations and individuals still do not invest in training? Studies show that despite the recognition that training offers an avenue for development of skills, enhancement of productivity, increase in individual and organisational performance (Pride et al 2009; Bulut and Culha 2010), it is still quite rare in practice (Lengermann 1996).While some organisations invest in training, others find it more practical to poach employees, subcontract or engage temporary lower skilled workers (Bach and Sisson 2000). Cost, fear of poaching, poorly designed training programs, inability to ascertain economic returns and measure effectiveness of training are recognized as some of the reasons why organisations and individuals do not invest in training (Bach and Sisson 2000; Lloyd 2002; Jameson 2000; Van den Bossche et al 2010). On the other hand, while individuals may acquire new skills in order to be better positioned in the labour market (Grugulis 2006), organisations invest in training to obtain control also known as monopsony power (Booth and Zoega 2000), achieve competitive advantage (Bach and Sisson 2000) and to gain employee commitment (Bulut and Culha 2010). This essay examines benefits of training and development and possible reasons to why organisations and individuals are reluctant to invest in training. It also looks at the two main commonly practised approaches to training in relation to how they influen... .../www.traintogain.gov.uk/Helping_Your_Business/ttgincontext/ (Accessed 9 Nov.2010). U.S Department of Labour (2009). Occupational Outlook Handbook 2009: An Up to Date Guide to Today’s Job Market, New York: Skyhorse Publishing Inc. pp. 60-65. UKCES: UK commission for employment and skills (2010). National Employer Skills Survey for England 2010: Key findings report. http://www.ukces.org.uk/upload/pdf/NESS%20Key%20findings%202009_2.pdf (Accessed 12 Nov. 2010). Van den Bossche, P., Segers, M., and Jansen, N., (2010). ‘Transfer of Training: The Role of Feedback in Supportive Social Networks’ International Journal of Training and Development, vol. 14, no. 4, pp. 81-94. Wickramasinghe, V.M. (2006) ‘Training Objectives, Transfer, Validation and Evaluation: A Sri Lankan Study’. The International Journal of Training and Development, vol. 10, no. 3, pp. 227-247.

Employee Training and Development Essay -- Human Resources Business Ma

Organisations attain competitive advantage through the utilization of skills and knowledge of their employees (Bach and Sisson 2000).According to Subedi (2006:90), the highest value for training as perceived by managers, supervisors and employees was the ‘need for performance improvement’. If this is true then why is it that organisations and individuals still do not invest in training? Studies show that despite the recognition that training offers an avenue for development of skills, enhancement of productivity, increase in individual and organisational performance (Pride et al 2009; Bulut and Culha 2010), it is still quite rare in practice (Lengermann 1996).While some organisations invest in training, others find it more practical to poach employees, subcontract or engage temporary lower skilled workers (Bach and Sisson 2000). Cost, fear of poaching, poorly designed training programs, inability to ascertain economic returns and measure effectiveness of training are recognized as some of the reasons why organisations and individuals do not invest in training (Bach and Sisson 2000; Lloyd 2002; Jameson 2000; Van den Bossche et al 2010). On the other hand, while individuals may acquire new skills in order to be better positioned in the labour market (Grugulis 2006), organisations invest in training to obtain control also known as monopsony power (Booth and Zoega 2000), achieve competitive advantage (Bach and Sisson 2000) and to gain employee commitment (Bulut and Culha 2010). This essay examines benefits of training and development and possible reasons to why organisations and individuals are reluctant to invest in training. It also looks at the two main commonly practised approaches to training in relation to how they influen... .../www.traintogain.gov.uk/Helping_Your_Business/ttgincontext/ (Accessed 9 Nov.2010). U.S Department of Labour (2009). Occupational Outlook Handbook 2009: An Up to Date Guide to Today’s Job Market, New York: Skyhorse Publishing Inc. pp. 60-65. UKCES: UK commission for employment and skills (2010). National Employer Skills Survey for England 2010: Key findings report. http://www.ukces.org.uk/upload/pdf/NESS%20Key%20findings%202009_2.pdf (Accessed 12 Nov. 2010). Van den Bossche, P., Segers, M., and Jansen, N., (2010). ‘Transfer of Training: The Role of Feedback in Supportive Social Networks’ International Journal of Training and Development, vol. 14, no. 4, pp. 81-94. Wickramasinghe, V.M. (2006) ‘Training Objectives, Transfer, Validation and Evaluation: A Sri Lankan Study’. The International Journal of Training and Development, vol. 10, no. 3, pp. 227-247.

Employee Training and Development Essay -- Human Resources Business Ma

Organisations attain competitive advantage through the utilization of skills and knowledge of their employees (Bach and Sisson 2000).According to Subedi (2006:90), the highest value for training as perceived by managers, supervisors and employees was the ‘need for performance improvement’. If this is true then why is it that organisations and individuals still do not invest in training? Studies show that despite the recognition that training offers an avenue for development of skills, enhancement of productivity, increase in individual and organisational performance (Pride et al 2009; Bulut and Culha 2010), it is still quite rare in practice (Lengermann 1996).While some organisations invest in training, others find it more practical to poach employees, subcontract or engage temporary lower skilled workers (Bach and Sisson 2000). Cost, fear of poaching, poorly designed training programs, inability to ascertain economic returns and measure effectiveness of training are recognized as some of the reasons why organisations and individuals do not invest in training (Bach and Sisson 2000; Lloyd 2002; Jameson 2000; Van den Bossche et al 2010). On the other hand, while individuals may acquire new skills in order to be better positioned in the labour market (Grugulis 2006), organisations invest in training to obtain control also known as monopsony power (Booth and Zoega 2000), achieve competitive advantage (Bach and Sisson 2000) and to gain employee commitment (Bulut and Culha 2010). This essay examines benefits of training and development and possible reasons to why organisations and individuals are reluctant to invest in training. It also looks at the two main commonly practised approaches to training in relation to how they influen... .../www.traintogain.gov.uk/Helping_Your_Business/ttgincontext/ (Accessed 9 Nov.2010). U.S Department of Labour (2009). Occupational Outlook Handbook 2009: An Up to Date Guide to Today’s Job Market, New York: Skyhorse Publishing Inc. pp. 60-65. UKCES: UK commission for employment and skills (2010). National Employer Skills Survey for England 2010: Key findings report. http://www.ukces.org.uk/upload/pdf/NESS%20Key%20findings%202009_2.pdf (Accessed 12 Nov. 2010). Van den Bossche, P., Segers, M., and Jansen, N., (2010). ‘Transfer of Training: The Role of Feedback in Supportive Social Networks’ International Journal of Training and Development, vol. 14, no. 4, pp. 81-94. Wickramasinghe, V.M. (2006) ‘Training Objectives, Transfer, Validation and Evaluation: A Sri Lankan Study’. The International Journal of Training and Development, vol. 10, no. 3, pp. 227-247.

Should the English Police Use Firearms

Should the English police carry and use firearms? This essay explores the debate whether the English police carry and use firearms? It is a debate that has been a focal point in the public, policing agency, government and political arenas since the formation of the police. The English police are well known for their ‘unarmed’ tactic of policing and are only a few police forces worldwide that do so. It was this model of policing that Sir Robert Peel tried to distill from when he first formed the Metropolitan Police back in 1829, which as England as a country keeps to its traditions.However, due to increase in gun crime and terrorist attacks it is perhaps maybe time that the English police force kept up with an ever sophisticated and armed criminal/terrorist. In this essay the main themes I will focus on will be the background of the police, British models of policing, for and against armed response and the level of gun crime in the UK. The term ‘police’ deriv ed from the Greek word ‘politeia’ meaning government or state. ‘Police’ refers to a social institution that most modern societies have to ensure social control.In modern society there is an ideological assumption that the police are a fundamental part of social control and without them there would be chaos (Reiner 2000, p1), however not every society has existed with a formal police force. The role of the police in its efforts for the control of crime and maintaining order is one that has changed through history and is an area of great debate in their effectiveness and the functions the police have in modern society.The police in modern society are called upon routinely to perform a wide range of tasks from public reassurance to terrorism and respond to emergencies, critical incidents and crises, many with an element of social conflict (Grieve et al. 2007, p19). A state run police organisation is a modern form of ‘policing’ (Reiner 2000,p2), ho wever ‘policing’ is a different idea to that of the ‘police’. Understanding the function and role of the police requires consideration to the ideology of policing.The concept of policing can be defined as ‘the function of maintaining social control in society’ (Reiner 2000, p3). Policing can be carried out by an array of people and techniques of which the modern idea of the police is one. The police as a specialised institution of social control are seen as a product of the division of labour in modern societies and can be distinguished from other types of policing by their ability to use legitimate force.In modern democracy the police are both the symbolic ‘front’ of the state’s authority and responsible for the protecting individual and collective freedoms (Neyroud & Beckley 2008, p21). In the UK policing is seen to be ‘by consent’ rather than a state run military model, thus its success is dependent on public co-operation and approval than fear (Grieve et. al 2007, p19). The English police force is only a number of police forces in the world were firearms are not routinely carried by all officers.It has kept in accordance to when they were first formed in 1829 by Sir Robert Peel, after the Metropolitan Police Act was passed by parliament. Upon the forming of on Metropolitan police force (1829), Sir Robert Peel’s intention was that the police’s role was for the prevention of crime. Efforts were made so that the new police did not look like soldiers, where Sir Robert Peel tried to avoid accusations of setting up a continental system of ‘agents’ like the French model of policing.The police weaponry was limited to a wooden truncheon, though cutlasses were available for emergencies and for patrolling dangerous beats and inspectors and above could carry pocket pistols (Emsley 1996, p26). The decision not to arm the Metropolitan Police in 1829 was intentional. The us e of force used by the police was only to the extent necessary to secure observance of the law or to restore order only when the exercise of persuasion, advice and warning is found to be insufficient.The aim was to convey ‘civilian’ status (a citizen in uniform), distancing the police from the military. Sir Robert Peel in his model of the Metropolitan police implemented that the police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.The days of the ‘local bobby on the beat’ and that of a civilian in clothing seemed to be a past time view of the police force by the 1960s. A new system of policing emerged, encouraged by the Home Office, which saw the number of officers on foot and put more into cars. This new system of policing was called ‘unit beat patrol’ (UBP), together with personal radios issued to all officers to enable quicker responses and cover more area (Newburn 2008, p91). This new ystem of policing intended to improve policing and police-community relations, yet it was seen to have the adverse effects. The UBP saw changes not only to the style of policing but also the image, as Chiball (1977) described it: ‘The â€Å"British bobby’’ was recast as the tough, dashing, formidable (but still brave and honest) â€Å"Crime-Buster† (cited in Newburn 2008, p91). However, the most notably change was the model of policing, it had seemed that the original ‘democratic’ model had been replaced by a ‘military’ model of policing.A new trend of hard-liner policing of political and industrial conflict emerged as serious disorder develop in England in the 1970s to 1980s. New fo rces within the police force were developed, specially trained, readily mobile to cope with riots with the formation of The Metropolitan Police Special Patrol Group in 1965. This was a mobile reserve, developed with a paramilitary role in dealing with public order and terrorism (Reiner 2000, p67). All forces produced similar units which were trained in riot control and use of firearms.The military model of policing was ever present during the miners’ strikes of the 1980s, where the police now using centrally co-ordinated police operations and officers were now routinely using riot shields, helmets with visors and long batons in public disorders and riots. The use of force by the police had reached new levels as police used new tactics to ‘disperse and/or incapacitate’ protestors, outlined from the Tactical Options Manual approved by the Home Secretary in 1983 (Emsley 1996, p184).Plastic bullets and CS gas were more commonly deployed and even used in public disord er and riots with the showing of a police force more readily and willing to use excessive force against the public. However, it was common for complaints to be made regarding excessive force by the police but only to be dismissed due to the structure of the complaints system and the legitimacy issues in accountability of the police of use of force.It is evident that the use of force by the police over time has increased and also changed as has the model of policing, tactics, technology and weaponry available to the police. However, what weapons are available to the police and how they use is a topic of public concern and often political controversy. The legal use of force, the Criminal Justice Act 1967 section 3, states the ‘any person may use such force as is a reasonable in the circumstances’ for the lawful purposes. Article 2 of the European Convention amends this provision to equire that the use of lethal force by police officers should be necessary and proportionat e (Newburn 2008, p468). With the emergence of guns more readily available and used by the police, it is only necessary that such overseeing bodies like The Association of Chief Police Officers (ACPO) are formed. Established in 1942, the ACPO function is an independent professionally led body with the aim of centralising the development of policing strategies as a whole (Grieve 2007, p27).In the ‘Manual of Guidance on the Management, Command and Deployment of Armed Officers (2010) the guidelines for using lethal force are as stated in Article 4: ‘Law enforcement officials, in carrying out their duty, shall, as far as possible, apply nonviolent means before resorting to the use of firearms. They may use force and firearms only if other means remain ineffective or without any promise of achieving intended results’†¦Article 5 states: ‘Exercise and restraint in such use and act in proportion to the seriousness of the offence and legitimate objective achieved ’.Consequently, in the UK, police officers are given the discretion to determine if the suspect poses a threat to the police officer or the public as PACE does not actually define what is ‘reasonable force’. In the pursuit of these suspects, police officers are given the power to use deadly force through probable cause of harm. The courts decide whether the use of deadly force is justified or not and in some cases, police officers are charged because their use of deadly force is considered to be unjustifiable. Hence, there is a very thin line separating the justification of the use of deadly force from an act that is unjustified.The ethical and moral dilemma of police officers therefore rests not only on the regulations of their agency but on their analytical and ethical decision. In 2008/09, there were 6,868 authorised firearms officers within the police force which was made up of 136,365 (Home Office, 2010). This is a small minority of police officers who are t rained and authorised to use firearms but when considering that the English police are seen as an ‘unarmed’ force, these numbers are quite high. A debate of great concern for the public but also crime agencies and political arenas, is whether English police officers should carry and use firearms?The increasing use of guns by criminals and gun related deaths to both the public and English police officers has been a catalyst for supporters in the carrying and use of firearms by police officers. The 1960s was seen as the turning point in the arming of police officers as in Shepard’s Bush, London, three plain clothed police officers were shot dead (Newburn 2008, p473). This incident prompted the creation of the Metropolitan Police’s ‘D11’ which trained officers on firearms. However, even with the creation and training of police armed response teams such methods proved inadequate to deal with incidents like the Hungerford massacre.Michael Ryan beca me Britain’s first spree killer (Squires & Kennison 2010 p77), when he killed 16 people. The Thames Valley Police Tactical Arms Firearms team was 40 miles away and took an hour and forty minutes to assemble; this resulted in the debate about the effectiveness of having specific armed response teams and not a general armed police force that could deal with situations more effectively and quicker. In outlining the history of the UK police force Neyroud & Beckley (2008) argues that the baton-days prior 1980s was not enough to protect public safety against criminals.He cites the case of the Hungerford Shootings and the Thames Valley Police Force where an armed man killed two persons and injured one after a random shooting. The police force was heavily criticised because of the length of time it took for the police officers to respond to calls. The police was also criticised because the police use of firearms was largely focused on protecting the safety of the officers and on prev enting fatal shootings, instead of focusing on public safety. Since then, the public expectations of the police and the use of force has been a dilemma for the UK police.Following the shootings, there was a call for more aggressive approach to enforcing the law. Is the use of deadly force justified? For the Thames Valley Police it is justified because it protects not only the police officers but also public security (Neyroud & Beckley, 2008, p253). Security threats cannot be allowed in a society since they affect the confidence of the public on the police. In the terms of consequentialism, shooting a person who is out to massacre innocent is justified because the death of the criminal would mean sparing the lives of many others, restoring the peace and order needed by the society to properly function.The arming of police officers routinely could be considered a small step, as police officers are routinely armed already in a variety of situations, e. g. at airports and when providing security for political leaders or institutions. Already rapid-response units of armed officers are available to deal with armed criminals, but these need to be specially summoned and authorised which consumes time and lead to being ineffective in the situation. Armed police can be seen to reassure law-abiding citizens at a time when gun-related crime is increasing in most European countries and parts of North America.Much public opinion holds that something must be done to tackle this. People may feel safer when they see armed police, especially if they perceive them as a response to a heightened risk. Thus, for example, police officers at British airports and places government buildings routinely carry guns after recent terrorist attacks on England. Just as quickly as incidents brought about a feeling of approving by many of the carrying and use of firearms with deaths of police officers and public, it brought about incidents that gave the disapproval.Having armed police response may have its benefits when dealing with armed and dangerous criminals or terrorist threats; however the problem faced by armed police officers is knowing how much of a threat that suspect really poses and if they are correctly identified as carrying firearms or even the correct suspect. A notably example of these problems faced by armed response police, was the Harry Stanley shooting in 1999. The police received a call that a man believed to be Irish was armed with a shotgun and an armed response team was dispatched to deal with the situation.Upon arriving at the pub the armed response team shouted to Mr Stanley and as he turned the officers took this action as an aim at them with the suspected gun and in response shot him dead. It was revealed that Harry Stewart was in fact carrying a wooden chair leg and posed no threat at all to police officers or the public. However, it was not only the wrongful killing of Harry Stuart that was scrutinised but the events of the incident told by the police officers as it did not match forensic evidence (Squires & Kennison 2010, p172).A similar incident again highlighted the problems faced with armed police officers, the shooting of Jeans Charles de Menezes in 2005. Two weeks after the London bombings, Jean Charles de Menezes was followed by a surveillance team who had mistaken him for Hussain Osman, a suspected failed suicide bomber from the previous day. As Jean Charles de Menezes boarded a train at Stockwell train station he was confronted by anti-terrorism officers who shot him seven times, certain that he was a suicide bomber (O’Driscoll 2008, p341).Initially, a discernible reluctance to accuse the acting officers of any wrongdoing. On the contrary, there was a general acceptance that their actions were both defensible and consistent with Metropolitan Police procedures for dealing with suspected suicide bombers. Viewed in this light, the shooting of Menezes was an unfortunate mistake, but nothing more. The war on terror, it is claimed, presents a novel form of war that necessitates (and therefore legitimates) a robust engagement from the relevant security forces (O’Driscoll 2008, p342).Yet this simple formulation overlooks the possibility that it was the very conditions of the war on terror that gave rise to the circumstances where such a ‘mistake’ could occur. Police violence, according to Box (1983), tends to increase in proportion to the elite’s fear of disorder, and the more fearful the elite, the more likely they are to tolerate illegal violence against potentially dangerous groups (Belur 2010, p323). Thus, in societies with extremely unequal social structures, such as those in some Latin American countries, the fate of the socially marginal is regarded with indifference by the state and the middle-class public alike.Even in strong democracies like the United Kingdom, Jefferson (1990) found that dehumanization and demonization of dissident and marginal groups seek to construct an ‘authoritarian consensus’ among the ‘respectable majority’, which allows them and the government to authorize or condone certain coercive measures (cited Belur 2010, p324). For the debate whether English police officers should carry and use firearms, it is important to look at the statistics of gun crime in England as an indication on the severity of the problem for a justification.There has been a dramatic rise in the ‘street gang’ culture within the UK, characterised by illegal gun ownership and violence (Caddick & Porter 2011, p1). A new wave of gun crime has contributed to the so called ‘gun culture’ that many of the UK’s youths participate in, despite a background of increasingly restrictive legislations and better policy responses. There were 53 fatal police shootings between 1990 and 2011 (Inquest 2011). The figures for fatal shootings might be deemed ‘low’, however the police in Eng land have an international reputation for being ‘unarmed’.Overall, there were 19,951 police operations in 2008/09 in which a firearm was authorised. The overall level of gun crime in England and Wales is very low – less than 0. 5% of all recorded crime. In 2007/8 there were 9,865 offences in England and Wales in which firearms (excluding air weapons) were reportedly used, a 2% increase on the previous year. In 2007/8 there were 455 firearm offences in which there was a fatal or serious injury, 3% lower than in 2006/07. 6. 8% of all homicides committed during 2007/08 involved the use of firearms, down from 7. 8% in 2006/07 (Home Office (2010).Sir Robert Peel back in 1829, formed the Metropolitan Police with the aim to convey ‘civilian’ status (a citizen in uniform), distancing the police from the military. Sir Robert Peel in his model of the Metropolitan police implemented that the police, at all times, should maintain a relationship with the public t hat gives reality to the historic tradition that the police are the public and the public are the police; the police being only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.There have been a number of major changes to the police force as well as in technology and weaponry which is certainly a necessary solution to new problems faced by the police from criminals. However, there is a reason why as early as 1829, English police officers have remained unarmed. Arming the police is an easy way of ignoring the fundamental failures of society. Guns are not a response to crime. What is actually needed is more effort in preventing crime through detective work and policing strategy rather than focussing on responding to it.Nor does arming the police offer a solution to fundamental socio-political issues which contribute to crime. Routinely arming the police is an uneven respons e to gun crime, as it will affect some sections of the community more than others. For example, as certain ethnic groups are often associated with particular types of criminality, police use of firearms will damage police credibility within communities which feel that they are the subject of too much police suspicion. Even if the police believe they are carrying weapons in self-defence, others will view it as an aggressive act.This is a big change, both culturally and practically. The large majority of policemen and women go through their whole career without handling firearms. Even with the special selection measures and intensive training given to the few firearms officers today, mistakes sometimes occur and innocent people are shot, either by mistake because the armed officers are acting on inaccurate information, or because they are bystanders caught in the cross-fire of a shoot-out. Arming all police officers would mean ditching the current stringent selection methods and inevi tably result in less training being rovided, so mistakes would become much more common and more people would be wounded or killed. If the English police officer has managed to last from 1829 from its first formation without carrying and using firearms then it does not need them now. The current responses in place to terrorist and armed criminals in place are sufficient; although not perfect by any means it would be a devastating blow for the people of England tradition and the effects costly. There are enough replacements to the use of firearms and those options should be explored. References Belur, J. (2010). Why do Police Use Deadly Force?Explaining Police Encounters in Mumbai. British Journal pf Criminology. 50 (5), p320-341. Caddick, A & Porter, E. (2011). Exploring a model of professionalism in multiple perpetrator violent gun crime in the UK. Criminology & Criminal Justice. 1-22. Emsley, C (1996). The English Police: A Political and Social History. Essex: Pearson. Grieve, J et al. (2007). Policing. London: Sage Publications Hallsworth, S & Silverstone, D. (2009). ‘That’s life innit’ A British perspective on guns, crime and social order. Criminal & Criminal Justice. 9 (3), p359-377. Leishman, F & Loveday, B & Savage, S (2000).Core Issue In Policing. 2nd ed. Essex: Pearson. Lutterbeck, D. (2004). Between Police and Military:The New Security Agenda and the Rise of Gendarmeries. Cooperation and Conflict. 39 (45), p45-68. Malcolm, J (2002). Guns and Violence: The English Experience. London: Harvard University Press. McLaughlin, E (2007). The New Policing. London: Sage Publications. Mitchell, L & Flin, R. (2007). Shooting Decisions by Police Firearms Officers. Journal of Cognitive Engineering and Decision Making,. 1 (4), p375-390. Newburn, T (2008). Handbook of Policing. 2nd ed. Devon: Willian Publishing. Newburn, T (2005).Policing: Key Readings. Oxon: Routledge. Neyroud, P and Beckley, A (2008). Policing, Ethics and Human Rights. 2nd ed. D evon: Willian Publishing. O'Driscoll, C. (2008). Fear and Trust: The Shooting of Jean Charles de Menezes and the War on Terror. Journal of International Studies. 36 (2), p339-360. Reiner, R (2000). The Politics of Policing. 3rd ed. Oxford: Oxford University Press. Sharp, D. (2005). Who Needs Theories in Policing? An Introduction to a Special Issue on Policing. The Howard Journal. 44 (5), p449-459. Squires, P ; Kennison, P (2010). Shooting to Kill. Sussex: Wiley ; Sons Ltd.

Media s Influence On The Media - 1637 Words

â€Å"A Propaganda Model† is a conceptual framework presented by Noam Chomsky and Edward Herman; they argue that the information displayed in the mass media is conditioned by wealth and power, so as a result of the concentration of power and the official censorship done by the government and corporate sources; the media follows the ideas of the elite. In order to deliver messages that support the elite’s beliefs, the media goes through five different filters that determine the information presented, this are ownership of media, funding, sourcing, flak, and fear. First, when referring to the ownership of media, it is important to acknowledge that a large size of investment is needed in order to own and run a media outlet; therefore, just a few†¦show more content†¦Government and corporate sources have more access to the media because they subsidize the media by making things easy for them, i.e. they give reporters advance copies of the speeches, schedule press conferences at convenient hours, arrange photo opportunities, and by doing this they consolidate their position as sources as well as gaining more control over the media’s agenda and framework. Any form of criticism – by the media or third parties – is less likely to be aired because of the influence these groups have. Finally, the opinion of experts are other way of sourcing the media, these experts can be managed by the government or corporate sources – they pay for they research, hire them as consultants –, by the media – they give more access to publishing/exposure – or they may take the form of â€Å"former radicals that come to â€Å"see the light†Ã¢â‚¬  (Kellner, p. 217). The fourth filter in The Propaganda Model is â€Å"flak†, in the authors’ words, â€Å"flak refers to a negative response to a media statement or program† (Kellner, p. 217), the ability to produce flak is closely related to power and it can be direct or indirect. When the media is not following the economic or political agenda that government, corporate sources or advertisers want, they tend to produce flak. As noted above, media relies on advertising so if there is something that advertisers think is not suitable they have the power remove it from the media. But moreShow MoreRelatedThe Media s Influence On Media Essay1606 Words   |  7 PagesLusby English composition 12/1/2016 The Media s Influence    Can the media really persuade you into thinking a way about a person you have not even meet? The media can make influence you into thinking a certain way about some and also influence a choice that you could have to make about them that could change their life forever. To prove this I have researched into articles that could help me prove that the media can influence these things. First the media in the form of television can give you aRead MoreMedia s Influence On Media2111 Words   |  9 Pagestoday is communicated through media. Media is the most powerful and influential force in the country. The media are powerful agents of socialization and they set the standard that majority follow. 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