Employee Motivation and Satisfaction in the Hotel Industry

Employee Motivation and Satisfaction in the Hotel Industry The hotel industry has long struggled to establish what truly makes hotel employees motivated and satisfied with their jobs. High employee turnover in the hotel industry is believed to be due to the nature of the work, its low pay, and its long working hours. Thus, to effectively address this turnover problem, employee motivation could be an on-going and critical issue for managers in hotel operations. (Chiang and Jang 2008) Chitiris (1990, 293) strongly emphasized the importance of motivation by stating that â€Å"Motivation is the prime determinant of behaviour at work and that high ability and high levels of job training will not result in high performance if the individual is completely de-motivated or under-motivated at work.† In addition to that, Lee-Ross (2005) elaborated on the significant connection between motivation in the workplace and practical organizational-based outcomes such as productivity, commitment, job satisfaction, intent to stay and burnout. According to Robbins et al. (2008, 180), motivation can be defined as â€Å"The processes that account for an individual’s intensity, direction and persistence of effort towards attaining a goal.† Intensity is concerned with how hard a person tries, and is generally the focus of motivation. However, high intensity is unlikely to bring favourable job-performance outcomes unless the effort is channelled in the right direction. Finally, the persistence dimension of motivation is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal. Fundamentally, Hackman and Oldham’s (1976) theory of motivation is concerned with â€Å"internal work motivation† whereby a continuous cycle of motivation happens within the employee. In other words, the more effort expended on a job, the more motivated they would become. (Chiang and Jang 2008; Lee-Ross 2005) While on the job, motivation is important for individuals. In some theories (e.g. expectancy or equity), researchers predict variations in the evaluations of motivational outcomes, for example, by using remuneration. However, the evaluation of remuneration is usually only one of many outcomes and is often measured with little accuracy. (Mitchell and Mickel 1999) The biggest challenge of employee motivation is that employees often motivate themselves, based on their perception of what they want to achieve and how they can achieve it. However, if managers are aware of what their employees want from work, they can design a work environment that accommodates employees’ needs and desires. At the same time, well-informed managers may be able to avoid common pitfalls that tend to reduce employee motivation. (Simons and Enz 1995) â€Å"If a company knows why its employees come to work on time, stay with the company for their full working lives, and are productive, then it might be able to ensure that all of its employees behave in that way† (Kovach 1987, 58). Such a company would naturally have a competitive advantage over competitors that may be suffering from high absenteeism and turnover rates, costly re-training programs, and production slowdowns. Wiley (1997) emphasized that in the case of the lack of ability in employees, appropriate training can be implemented; while altering the work environment to promote higher performance is the key in the event of environmental problems. However, if motivation is the problem, the solution would be more complicated and testing. For motivational problems, the best source of information would be the employees. Responses by employees regarding what ignites and sustains their desire to work may lead the employer to redesign jobs, increase pay, change the working environment, or give more credit for work done. The key is that managers should always avoid the assumption that what motivates them will motivate their employees as well. Riley, Ladkin, and Szivas (2002) cited in Taylor and Davies (2004) that the World Tourism Organization announced tourism and hospitality industry as the world’s largest industry sector. Despite the concern about accurately quantifying the definition of tourism as an industry, for employment estimation purposes, it is considered to be one and a half times larger than the next industry. The accommodation sector has continued to exhibit growth over the last few decades, although at various rates, and is forecasted to continue this growth both in development and employment numbers. Therefore, a huge number of employees in the hotel industry are employed on an hourly basis due to meet the highly seasonal industry demand. A review of the literature indicates that there are problems in the hotel industry such as inadequate pay, low job security, limited training and development opportunities, and excessive turnover. (Cheng and Brown 1998; Deery and Shaw 1999; Pizam and Thornburg 2000; Karatepe and Uludag 2007). There are also problems pertaining to unsocial work hours and workloads in the hotel industry. (Karatepe and Sokmen 2006; Rowley and Purcell 2001; Karatepe and Uludag 2007) The studies of Lee-Ross (1993) added that these problems in the hotel industry seemed to be more extreme in the seasonal or casual employment sector. Understanding hotel employees’ attitudes and motivations has therefore become a useful area of research in the industry. (Wong, Siu, and Tsang 1999) Weaver (1988) argued that hotel managers have experimented with various motivational theories and methods over the years to address the problem of declining productivity among their hourly employees. However, most of these experiments have had minimal success, because they are based on reward systems that have little meaning for hourly employees. If hotel managers are able to satisfy employees’ needs and wants by understanding their underlying motivations better, it will play a part in retaining and motivating hotel employees. This, in return, will improve customer satisfaction in the long run. (Wong, Siu, and Tsang 1999) Iverson and Deery (1997, 71) noted that â€Å"Turnover culture is best characterised as the acceptance of turnover as part of the workgroup norm.† Alternatively, it is a belief held by employees that turnover behaviour is quite appropriate especially in the hotel industry. In the hotel industry, employees strongly require intelligence, job knowledge and skills, and time management ability. However, without motivation, an employee will not advance in his or her career. (Wong, Siu, and Tsang 1999) The amount of effort an employee inputs toward achieving the hotel’s goals depends on whether the employee believes that this effort will lead to the satisfaction of his or her own needs and desires. When a need or desire is unsatisfied, a person tries to reduce the tension. From this straightforward approach to motivating employees, the key to facilitating motivation lies with managers’ accurate understanding of what their employees want from their work. (Simons and Enz 1995) A category of motivational models is based on the assumption that personal growth and achievement is the primary motivating force among employees. These models emphasize on giving one’s best efforts to grow and develop as an individual or to advance within the organization. This category of motivational theories includes Maslow’s theory of self-actualization, and Herzberg’s theory of maintenance factors and motivational factors. Maslow’s theory of self-actualisation has no relevance in the work environment of hourly employees. On the other hand, career-oriented and salaried employees are more likely to be motivated by assurances that the organization will provide opportunities to actualize their full potential. (Weaver 1988) In relation to that, Herzberg divided working conditions into two sets of factors: maintenance factors and motivational factors. According to Herzberg, company policies, technical supervision, interpersonal relationships, salary and status, job security, working conditions, and personal life are maintenance factors; while advancement, recognition, achievement, possibility for personal growth, responsibility, and the work itself are motivational factors. Herzberg believes that maintenance factors do not have the ability to motivate workers. Many hotel managers might agree with this argument, since their early years in the industry were most likely to be characterised by unfavourable maintenance factors, yet they continued their career due to the presence of Herzberg’s motivational factors. (Weaver 1988) Another argument of Herzberg’s two-factor theory, also known as the motivation-hygiene theory, divides need satisfactions into extrinsic and intrinsic factors. The extrinsic factors (e.g. salary, working conditions, and job security) lead to job dissatisfaction if not met; but will not necessarily contribute to job satisfaction when they are met. The intrinsic factors (e.g. work itself, achievement, and recognition) are the actual motivators; they fulfil an individual’s need for psychological growth. The extrinsic factors, on the other hand, merely prevent dissatisfaction. (Kovach 1987) Besides Maslow’s theory of self-actualization, the conditions of employment Herzberg views as motivational factors also do not apply to the work of hourly employees. In other words, hourly employees are less likely to be motivated by motivational factors that are related to personal growth and achievement. Weaver (1988, 41) stated that â€Å"Other models attempt to motivate employees by using psychological rewards or punishment, or try to increase employees’ commitment and productivity by generating a sense of team or family spirit within the organization.† These models may backfire instead since the overuse of threats or reprimands may serve as a strong force against motivation. â€Å"Hostile and distrusting supervisors can dramatically shape employees’ working conditions, and, for many employees, can diminish motivation levels,† argued Simons and Enz (1995, 23). McGregor’s Theory X and Theory Y and Ouchi’s Theory Z describe motivational approaches managers have employed specifically to motivate hourly employees (Weaver 1988). These theories are most likely to be applicable in the hotel industry due to its ever-changing, seasonal and labour-intensive nature. Theory X operates in the assumption that employees are lazy and have a strong dislike for work. Managers who agree with this view believe that employees will not be productive unless they are continually prompted and are punished by disciplinary action or the threat of dismissal for low productivity. (Weaver 1988) On the other hand, Weaver (1988) said that Theory Y is based on the assumption that an employee’s presence at the workplace indicates that he or she is willing to work. Proponents of Theory Y believe that guidance and positive feedback are sufficient to motivate hourly workers to work well. In recent years, many hotel groups have made a conscious change from Theory X to Theory Y management. This change should generally show positive results, since people respond better to encouragement and compliments than to prodding and punishment. However, employees may not always be willing to put out 100 percent effort just because their supervisor is being nice to them. In addition to that, Theory Z is based on the Japanese management model, which focuses on a strong company philosophy and a distinct corporate culture. Companies that develop a motivational model based on Theory Z try to convince employees that they are part of a team or family. Many hotels are starting to implement such motivational programmes in hope of cultivating a sense of family and loyalty within their employees. (Weaver 1988) Interestingly, Weaver (1988) found that hotel employees are often more sceptical than employees in most other industries. This may be due to the fact that they work in an environment where they see how people really behave when they are away from home. Hourly employees in the hotel industry are usually fully aware of what their interest are and are not easily motivated by programmes that they perceive as being unbeneficial and a waste of time. Lee-Ross (2005) stated that high motivation and subsequent job satisfaction can be achieved as long as an individual’s job contains sufficient â€Å"content† variables such as skill variety and challenge. He also argued that the other â€Å"process† school states that these positive outcomes depend not only on content variables, but also on how workers evaluate the pros and cons of undertaking a job. Motivation factors including pay, monetary rewards, opportunity for advancement and promotion have been examined in the hotel industry. Also, other motivation factors such as job responsibility, recognition from people, job challenge, feelings of accomplishment, and development of self-esteem have been identified important for hotel employees. (Chiang and Jang 2008; Wong, Siu, and Tsang 1999) The importance of intrinsic and extrinsic work motivation for hotel employees may also vary in comparison to employees in other industries due to their intensive labour work, low pay, image of low status and few opportunities for advancement (Chiang and Jang 2008). In moving across cultures, motivational preferences become even more diverse. The preferences of employees are expected to differ across nations and cultures. (Fisher and Yuan 1998) It is valuable to know exactly what employees value, and whether subgroups of employees have differing preferences, so that reward systems can be appropriately targeted. Often, superiors misperceive the relative importance of various job characteristics for their employees. â€Å"To the extent that they do (misperceive), they may adopt less than optimal motivation strategies because they misunderstand employees’ needs and wants.† (Fisher and Yuan 1998, 517) The lack of attachment or loyalty plays a large part in the high rate of turnover among hourly employees. It also accounts for the lack of success of motivational efforts based on company loyalty or the promise of career advancement and personal growth within a company. (Weaver 1988) In 1946, industrial employees were asked to rank ten â€Å"job reward† factors in terms of personal preference. The results were as follows: (Kovach 1987, 59) Full appreciation of work done; Feelings of being in on things; Sympathetic help with personal problems; Job security; Good wages; Interesting work; Promotion and growth in the organization; Personal loyalty to employees; Good working conditions; and Tactful discipline. By 1986, the list looked like this: Interesting work; Full appreciation of work done; Feeling of being in on things; Job security; Good wages; Promotion and growth in the organization; Good working conditions; Personal loyalty to employees; Tactful discipline; and Sympathetic help with personal problems. In addition to comparing the employees’ factor rankings, the survey that was done in 1986 analysed the employees’ responses by subgroups (e.g. age and income). The underlying assumption was that the motivational effectiveness of the factors might vary according to gender, age, income level, job type and/or organizational level. (Kovach 1987) The 40 years of studies done by Kovach shaped the belief held by many motivational programmes that money does not matter (Simons and Enz 1995). Industrial employees seem to place more emphasis on intrinsic motivational factors compared to wages. In addition to that, in 1946 and 1986, supervisors were asked to rank job rewards as they believed employees would rank them. Their rankings remained almost the same for both years: (Kovach 1987, 59) Good wages; Job security; Promotion and growth in the organization; Good working conditions; Interesting work; Personal loyalty to employees; Tactful discipline; Full appreciation of work done; Sympathetic help with personal problems; and Feeling of being in on things. The rankings show that supervisors have a very inaccurate perception of what motivates employees. Supervisors assumed that employees were strongly motivated by the extrinsic factors and benefits given by organizations, thus leading to a mismatch of remuneration components. However, in 1992, the replication done by Wiley (1997, 268) in hotel employees showed a completely different set of rankings: Good wages; Full appreciation of work done; Job security; Promotion and growth in the organization; Interesting work; Personal loyalty to employees; Good working conditions; Tactful discipline; Feeling of being in on things; and Sympathetic help with personal problems. This could be due to the fact that hotel employees differed substantially from industrial employees. This difference in rankings indicates the need for different managerial strategies for motivating hotel employees, relative to those used for industrial employees. Hotel employees ranked good wages first, which may be a result of the relatively low wages of service-sector jobs. (Simons and Enz 1995) In addition to that, a research done by Charles and Marshall (1992) showed that Caribbean hotel employees may not have the same motivational preferences as those in developed countries. Whereas wages have not been found to be an important motivator in similar research conducted in developed countries, they were ranked highest among this group of Caribbean employees. Proper motivation of employees is vital as it is directly related with productivity and retention. Employees who are contented with their jobs, who feel challenged, and who have the opportunity to fulfil their goals will exhibit less destructive behaviour on the job. They will also be absent less frequently, they will be less inclined to switch jobs, and, most importantly, they will be more efficient. (Kovach 1987) Considering the evident relationship between employee and customer satisfaction, different approaches have been experimented in the attempt to improve employee satisfaction. â€Å"Predictably, the list was led by compensation, although most anticipate this will become less important in the future. Employee recognition programmes, the opportunity for career advancement and exposure to training followed in order of impact.† (Cline 1997, 24) The concept that employees may prefer interesting work over good wages is interesting, but the early studies were based on employees in the manufacturing industries. It seems very likely that hospitality employees’ preferences would differ from those of manufacturing employees in important ways (Simons and Enz 1995) as it has been shown in the research done by Wiley in 1997. An interesting point of view by Siu, Tsang, and Wong (1997) explained that job factors that are considered by employees to have the greatest motivating power are usually those that are least present in the job. Thus, managers should identify this gap and implement appropriate changes in the attempt of meeting employees’ motivational expectations. The ever-changing nature of the hotel industry has created and reinforced a turnover culture. Employees generally enter the industry with the belief that there is limited career development and promotional opportunity (Iverson and Deery 1997). However, other job reward factors may be able to attract, motivate and retain hotel employees through proper implementation. When trying to motivate employees, managers often forget that the desire to perform the job must come from within the employee and not from the supervisor. The level and direction of effort are set by employees, based on their perceptions of the most effective method to satisfy their personal desires. Managers could take employees’ desires into account in creating an environment, where properly directed effort will give employees some form of satisfaction. For many hotel employees, this ultimate motivational catalyst may involve some form of cash incentive and opportunity for growth. For others, it will focus on job security and good working conditions. (Simons and Enz 1995) Essentially, the human element in the hotel industry forms the basic determining factor for effective performance. Therefore, hotel management should strive to increase employees’ interest in their work and develop organizational structure and management policies as to create positive work environment in which a wider range of employee needs could be satisfied. (Chitiris 1988) The survey on Kovach’s rankings of preferences of job reward factors was done by Wiley in 1997, where it was targeted specifically at hotel employees. An up-to-date comparison is deemed to be necessary especially with the current economic boom. The lack of current literature indicates that there is a gap in defining what really motivates hotel employees in comparison to what managers assume motivates employees these days. Also, different culture may affect the research findings if the survey was done in other countries, given that Riley’s research was conducted in USA. Reference List Charles, K. R., and L. H. Marshall. 1992. Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study. International Journal of Contemporary Hospitality Management 4 (3): 25-9. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=525003Fmt=7clientId=22212RQT=309VName=PQD (accessed March 12, 2008). Cheng, A., and A. Brown. 1998. 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International Journal of Hospitality Management 9 (4): 293-304. ScienceDirect. http://www.sciencedirect.com/science/article/B6VBH-45TVDPD-V/1/dc3138d2b7584e8be5f3c816e654bd07 (accessed March 14, 2008). Cline, R. S. 1997. The Value of Human Capital. Lodging Hospitality, 20-4. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=18765546Fmt=7clientId=22212RQT=309VName=PQD (accessed March 5, 2008). Deery, M. A., and R. N. Shaw. 1999. An Investigation of the Relationship between Employee Turnover and Organizational Culture. Journal of Hospitality Tourism Research 23 (4): 387-400. SAGE Journals Online. http://jht.sagepub.com.dbgw.lis.curtin.edu.au/cgi/reprint/23/4/387 (accessed April 24, 2008). Fisher, C. D., and X. Y. Yuan. 1998. What Motivates Employees? A Comparison of US and Chinese Responses. International Journal of Human Resource Management 9 (3): 516-28. Business Source Premier. http://search.ebscohost.com/login.aspx?direct=truedb=buhAN=4220004site=ehost-live (accessed April 24, 2008). Hackman, J. R., and G. R. Oldham. 1976. Motivation Through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance 16 (2): 250-79. ScienceDirect. http://www.sciencedirect.com/science/article/B7J20-4D5WNG6-HR/1/726828b8101dd8bf872a39fa064ee2ad (accessed April 25, 2008). Iverson, R. D., and M. Deery. 1997. Turnover Culture in the Hospitality Industry. Human Resource Management Journal 7 (4): 71-82. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=23350547Fmt=7clientId=22212RQT=309VName=PQD (accessed March 20, 2008). Karatepe, O. M., and A. Sokmen. 2006. The Effects of Work Role and Family Role Variables on Psychological and Behavioral Outcomes of Frontline Employees. Tourism Management 27 (2): 255-68. ScienceDirect. http://www.sciencedirect.com/science/article/B6V9R-4F6CRDP-1/1/adca5fff1a1b404535d326620d9fd47b (accessed April 14, 2008). Karatepe, O. M., and O. Uludag. 2007. Conflict, Exhaustion, and Motivation: A Study of Frontline Employees in Northern Cyprus Hotels. International Journal of Hospitality Management 26 (3): 645-65. ScienceDirect. http://www.sciencedirect.com/science/article/B6VBH-4KBX4S4-1/1/19f3bc55ac06bed4a46a6776772e067e (accessed March 24, 2008). Kovach, K. A. 1987. What Motivates Employees? Workers and Supervisors Give Different Answers. Business Horizons, 58-65. Business Source Premier. http://search.ebscohost.com/login.aspx?direct=truedb=buhAN=4530124site=ehost-live (accessed April 24, 2008). Lee-Ross, D. 1993. Two Styles of Hotel Manager, Two Styles of Worker. International Journal of Contemporary Hospitality Management 5 (4): 20-4. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=525107Fmt=7clientId=22212RQT=309VName=PQD (accessed March 4, 2008). Lee-Ross, D. 2005. Perceived Job Characteristics and Internal Work Motivation: An Exploratory Cross-Cultural Analysis of the Motivational Antecedents of Hotel Workers in Mauritius and Australia. The Journal of Management Development 24 (3): 253-66. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=858891291Fmt=7clientId=22212RQT=309VName=PQD (accessed March 13, 2008). Mitchell, T. R., and A. E. Mickel. 1999. The Meaning of Money: An Individual-Difference Perspective. Academy of Management Review 24 (3): 568-78. JSTOR. http://www.jstor.org.dbgw.lis.curtin.edu.au/stable/pdfplus/259143.pdf (accessed April 24, 2008). Pizam, A., and S. W. Thornburg. 2000. Absenteeism and Voluntary Turnover in Central Florida Hotels: A Pilot Study. International Journal of Hospitality Management 19 (2): 211-7. ScienceDirect. http://www.sciencedirect.com/science/article/B6VBH-4090RYJ-B/1/a2e01fb9e334ca2af9fdb3b5eddf8b08 (accessed April 26, 2008). Riley, M., A. Ladkin, and E. Szivas. 2002. Tourism Employment: Analysis and Planning. Clevedon: Channel View Publications. Robbins, S. P., T. A. Judge, B. Millett, and T. Waters-Marsh. 2008. Organisational Behaviour. 5th ed. French Forest: Pearson Education Australia. Rowley, G., and K. Purcell. 2001. As Cooks Go, She Went: Is Labour Churn Inevitable? International Journal of Hospitality Management 20 (2): 163-85. ScienceDirect. http://www.sciencedirect.com/science/article/B6VBH-42VV810-5/1/e8353302617abc7a391358b15a352284 (accessed April 26, 2008). Simons, T., and C. A. Enz. 1995. Motivating Hotel Employees: Beyond the Carrot and the Stick. Cornell Hotel and Restaurant Administration Quarterly, Feb 1995. 20-7. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?index=0did=4683502SrchMode=1sid=2Fmt=6VInst=PRODVType=PQDRQT=309VName=PQDTS=1209126970clientId=22212 (accessed March 7, 2008). Siu, V., N. Tsang, and S. Wong. 1997. What Motivates Hong Kongs Hotel Employees? Cornell Hotel and Restaurant Administration Quarterly 38 (5): 44-9. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=18185362Fmt=7clientId=22212RQT=309VName=PQD (accessed March 17, 2008). Taylor, R., and D. Davies. 2004. Aspects of Training and Remuneration in the Accommodation Industry: A Comparison between Australian and Singaporean Providers. Journal of European Industrial Training 28 (6/7): 466-73. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=701328331Fmt=7clientId=22212RQT=309VName=PQD (accessed March 10, 2008). Weaver, T. 1988. Theory M: Motivating With Money. Cornell Hotel and Restaurant Administration Quarterly, Nov 1988. 40-5. ABI/INFORM Global. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?index=3did=274882SrchMode=1sid=2Fmt=6VInst=PRODVType=PQDRQT=309VName=PQDTS=1209009749clientId=22212 (accessed March 2, 2008). Wiley, C. 1997. What Motivates Employees According to Over 40 Years of Motivation Surveys. International Journal of Manpower 18 (3): 263-80. Business Source Premier. http://search.ebscohost.com/login.aspx?direct=truedb=buhAN=95395site=ehost-live (accessed April 24, 2008). Wong, S., V. Siu, and N. Tsang. 1999. The Impact of Demographic Factors on Hong Kong Hotel Employees Choice of Job-Related Motivators. International Journal of Contemporary Hospitality Management 11 (5): 230-41. http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=115921277Fmt=7clientId=22212RQT=309VName=PQD (accessed March 4, 2008).

The Role of Social Class in Thomas Hardys Writing Essay -- Biography

The Role of Social Class in Thomas Hardy's Writing The works of Thomas Hardy reflect the ideas of a man who was clearly obsessed with the issue of social class throughout his literary career. From his first novel, The Poor Man and the Lady (the very title of which indicates class differentiation), to his final work, Jude the Obscure, class issues are woven into every novel which Hardy wrote. Furthermore, his works are personal in the sense that they depict Hardy's own lifelong struggles with social mobility and the class structure as a whole throughout his life. Hardy was born the son of an independent mason in the rural area of Higher Bockhampton, Dorset. As he was growing up, he felt that the circumstances surrounding the working class limited the opportunities by which he could fully develop his talents. Thus, in order to create a place for himself in society, he pursued architecture for nearly twenty years while writing on the side. Only when Hardy had firmly established himself as a writer with the success of Far from the Madding Crowd did he completely devote himself t...

The Pulmonary Function Tests Health And Social Care Essay

Development of our state has lead to rapid urbanisation and there is addition usage of cars that is worsening environmental pollution. Occupational exposure to automobile fumes and industrial fumes has been shown to impact operation of different systems of the organic structure. The present survey was taken up to measure the Pulmonary Function Tests ( PFT ) in car jinrikisha drivers of Gulbarga metropolis. Methods: Fifty non -smoker male car drivers in the age group of 20-50 old ages for more than 5 old ages of car driving experience formed the survey group. Age and sex matched persons non exposed to car rickshaw driving [ administrative staff ] formed the control group. Pulmonary map parametric quantities FVC, FEV1, FEV1 % , PEFR, PIFR, FEF25-75, FEF50 and MVV were assessed utilizing computerized Spiro metre during their on the job hours and were statistically analyzed. Consequences: There was a extremely important lessening in FVC and FEV1 in survey group compared to command group. The lessening in FEV1 % , PIFR, FEF25-75 and FEF50 were statistically important but the lessening in PEFR and MVV were statistically non-significant. Decision: Our findings point towards the inauspicious effects of vehicle fumes on lung maps, chiefly on lower air passages with restrictive form of disease. Keywords: Cars, Auto drivers, Pulmonary maps trials.IntroductionNumerous epidemiological surveies have documented decreases in pneumonic map and assorted other wellness jobs associated with long term air pollution exposure1.Health effects of occupational exposure to crude oil bluess and air pollution from vehicular beginnings is comparatively undiscovered among car jinrikisha drivers. To run into the present twenty-four hours demand, there is an addition car usage and because of the prevailing function of gasolene [ gasoline ] as a motor vehicle fuel, the effects of gasolene engine emanations are potentially even greater jobs. In the individuals exposed to these pollutants, pneumonic map trials are used as testing trials to find their effects2.Therefore, the present survey is taken up to measure the alterations in Pulmonary Function Tests ( PFTs ) like Forced Vital Capacity ( FVC ) , Forced Expiratory Volume in the first second ( FEV1 ) , FEV1/FVC ratio, Peak Expiratory Flow Rate ( PEFR ) , Peak Inspiratory Flow Rate ( PIFR ) , Forced Expiratory Flow in 25-75 % of critical capacity ( FEF25-75 ) , Forced Expiratory Flow at 50 % of critical capacity ( FEF50 ) and Maximum Voluntary Ventilation ( MVV ) of car jinrikisha drivers in Gulbarga metropolis.Materials & A ; Methods:The present survey was conducted in Salgar infirmary of Gulbarga metropolis. Ethical clearance was taken from the Institutional Ethical Committee and each topic gave the consent. The survey group consisted of 50 males in the age group of 20-50 twelvemonth, who were driving car jinrikisha for 8 hours per twenty-four hours for more than 5 old ages in Gulbarga metropolis. The control group consisted of 50 males of same age group from administrative station, who were non exposed to car jinrikisha drive. The topics chosen in the survey and the control group had no history of allergic upsets, respiratory upsets like asthma, or any systemic disease, no history of smoke, masticating baccy and consumption of intoxicant. Age, tallness, and weight were recorded. All the Pulmonary maps were tested during twenty-four hours clip utilizing computerized Spiro metre [ MEDSPIROR ] .The topics were familiarized with the instrument. All the trials were carried out at the same clip of the twenty-four hours, between 10-11 AM. All the topics were in sitting place and have oning nose clips3. The topics were asked to take a breath forcefully following deep inspiration into the mouthpiece attached to the pneumatachometer. 3 trails of maximum Inspiratory and expiratory attempts were made and the best reading was taken for statistical analysis. Statistical method used in our survey was pupil ‘s odd T trial utilizing SPSS-16. The P & lt ; 0.05 was considered statistically important and P & lt ; 0.001 was considered extremely statistically important.Consequences:The average value of the ages of the topics was 36.4AÂ ±7.40 and that the average value of the controls was 34.8AÂ ±3.76. The average value of the highs of the topics was 170.40 AÂ ± 3.39 and the average value of the controls was 174.60 AÂ ± 4.15 and the average value of the weights of the topics was 72.60 AÂ ± 7.56 and that of the controls was 74.40 AÂ ± 8.24. The topics and controls did non differ significantly on above parametric quantities. Table-1: Comparison of lung volumes and capacities between survey and control groups Parameter Study group ( n=50 ) Mean AÂ ±SD Control group ( n=50 ) Mean AÂ ±SD p-value FVC ( L ) 2.77AÂ ±0.41 3.33AÂ ±0.50 0.001** FEV1 ( L ) 2.67AÂ ±0.46 3.11AÂ ±0.33 0.001** FEV1 % 88.25AÂ ±13.34 90.31AÂ ±10.12 0.050* MVV ( L/min ) 110.80AÂ ±18.63 130.16AÂ ±26.89 0.059 *P value & lt ; 0.05 is statistically Significant, **P value & lt ; 0.001 is extremely statistically Significant Table-2: Comparison of flow rates among survey and control groups Parameter Study group ( n=50 ) Mean AÂ ±SD Control group ( n=50 ) Mean AÂ ±SD P value PEFR ( L/min ) 5.47AÂ ±1.40 7.05AÂ ±1.59 0.15 PIFR ( L/min ) 2.21AÂ ±0.67 3.61AÂ ±1.10 0.04* FEF25-75 ( L/min ) 3.60AÂ ±1.33 4.85AÂ ±1.11 0.04* FEF50 ( L/min ) 4.16AÂ ±1.22 5.17AÂ ±1.32 0.05* *P value & lt ; 0.05 indicates statistically Significant value.Discussion:Occupational wellness has been deriving importance for the fact that long term exposure to vehicle fumes, gasoline and dust can take to a lasting morbidity. The acute wellness hazards involved are minimum, provided that the precautional methods are used in conformity with appropriate wellness and safety patterns. Highly statistically important lessening in FVC and FEV1 was observed in car drivers when compared to their controls, and their ratio ( FEV1 % ) was important between the two groups. This determination indicates the restrictive form of pneumonic engagement in the survey group. Auto jinrikisha drivers are at hazard of dust inspiration, gasoline vapour inspiration and besides inspiration of car fumes for a longer period of clip that is at least 8 hours per twenty-four hours for more than one twelvemonth and they have more opportunities of chronic engagement of lungs as indicated by the consequences in the present survey. The benzine content of gasoline has typically been in the scope 1-5 % may be an aggravating factor for the lung map abnormalcies observed as the survey groups were nonsmokers. Smoking as an independent variable was found to impact FEV1 significantly and smoke has shown to speed up the diminution in lung map in a clip dependent manner4. As the car drivers are most of th e clip on busy roads and exposed to automobile fumes and other air pollutants. Automobile fumes is a complex mixture of different gases like Sculpture dioxide ( SO2 ) , Carbon dioxide, Carbon monoxide ( CO ) , Nitrogen dioxide ( NO2 ) and particulate affair. Some surveies have demonstrated that exposure to particulate affair combined with exposure to an irritant gas such as NO2 consequences in greater harm to the lung than when exposed to either substances individually5.In combination with particulate pollutants, SO2 and NO2 have a greater opportunity to make the deeper parts of the lungs. The gaseous pollutants may besides change the belongingss and concentration of surfactant and contribute to the early closing of little air passages. Much of the terminal bronchioles may be compromised before other pneumonic map trials such as FEV1 are affected6. Few histopathological surveies have provided grounds that the little air passages are the site of harm in people populating in countries of high air pollution7. Atoms generated from Diesel fumes are highly little and are present in the karyon or accretion manners with diameter of 0.02 am and 0.2 am severally. These little sized atoms, by virtuousness of their greater surface country to mass ratio, can transport a much larger fraction of toxic compounds, such as hydrocarbons and metals on their surface. Importantly they can stay airborne for long periods of clip and acquire deposited in greater Numberss and deeper into the lungs than big sized atoms. Hence chronic exposure to them can take to chronic redness of respiratory piece of land and lung parenchyma. These would lend to the significant lessening in lung maps in the signifier of restrictive form as indicated in the present survey. Rajkumar studied the consequence of air pollution on respiratory system of car jinrikisha drivers i n Delhi. The survey found that ( 19 % ) drivers showed normal Pulmonary Function Test ( PFT ) . ( 80 % ) showed mild and moderate to terrible obstructor, of which ( 48 % ) were non-smokers and ( 52 % ) were tobacco users and the consequence concludes that car jinrikisha drivers have a high respiratory morbidity due to exposure to pollution.8 In a survey, reduced mechanical belongingss of take a breathing were attributed to exposure to benzene in the bluess of petrol9. Bijendra Kumar et Al examined the pneumonic map trial in three Wheeler Diesel cab drivers in Bikaner metropolis. They found restrictive damage in 87 % of survey group, of which 50 % were tobacco users and 37 % were non-smokers, assorted form ( both restrictive and early clogging damage ) was found in merely 13 % of survey group, of which 7 % were tobacco users and 5 % non-smoker. So they concluded that when all the five parametric quantities ( FVC, FEV1, FEV1/FVC, FEF 25-75 % and PEFR ) were taken together they were de clarative of assorted form ( clogging and restrictive ) lung impairments10. Chattopadhyay et al conducted a survey on garage workers, drivers and music directors of Kolkata metropolis to measure the pneumonic map position of these workers and found that FEV1, FEV1 % and flow rates, FEF 02-121, FEF25 % -75 % values showed gradual decrease as age and continuance of exposure increased11.From the present survey it was concluded that respiratory maps of car jinrikisha drivers who are continuously exposed to emanations from vehicles, gasoline vapour and dust were significantly reduced as compared to respiratory maps of age, weight and tallness matched control groups.Recommendation:To forestall the respiratory disfunction among car drivers, medical observation and periodic check-ups for pneumonic map trials should be performed. Control schemes should be adopted to cut down the vapour concentration in the air, like vapour adsorbents and to cut down the benzine concentration in the ambient a ir. Personal protective equipment must be worn by car jinrikisha drivers. Imparting wellness instruction to car jinrikisha drivers will forestall respiratory morbidity. Further long term position surveies on car jinrikisha drivers will assist in acquiring a comprehensive image of long term effects.Recognition:This research paper is made possible by the support from the participants of our survey. We dedicate our recognition of gratitude towards Mr.Shaik.Meera and Dr. Rashmi.C.G as they kindly read our paper and offered valuable elaborate advices on grammar, organisation, and subject of the paper. Finally, we unfeignedly thank Godhead, household and friends, who provided fiscal support and timely advice.

The Legacy Of The American Civil War - 1531 Words

The American Civil War was the South’s to lose, even though they lacked the firepower needed and had far less men, the win was within their grasp after the first shot at Fort Sumter. The reason for this was simple, they had a cause and they were willing to fight for it until the very end. They also had a few men who stood out as some of the most intelligent and militarily inclined leaders ever to have control of an army. Of those masterminds included Robert E. Lee, Stonewall Jackson, James Longstreet, and George Pickett. Unlike the other three Generals listed here, George Pickett is the only one to be remembered for failure rather than for great achievement. †Pickett s Charge† as it’s known history was the final push for the South at†¦show more content†¦His personal courage shows in times like that, facing danger and fear to fulfil his duty. It was said that he, â€Å"unfurled it [the flag] over the castle with bullets whistling all around himâ₠¬  (Tagg 47). He would keep that same mentality throughout that war and into the Civil War. Between the Mexican-American War and the Civil War, Pickett was involved in a lesser known crisis known as the Pig War. One of the most confusing, and unusual conflicts from that time, the Pig War was fought over a black pig roaming on someone s land without permission. A man named Lyman Cutlar shot and killed the pig for being on his land, and was then arrested by the British. The Americans wanted a military backing for this man because they did not believe he broken any laws. Capt. George Pickett was brought in settle this conflict. Not one to take any battle lightly, Pickett was quoted with saying, â€Å"We’ll make a Bunker Hill of it† (Tagg 47). Another very strong point to his leadership credentials, Pickett had a lot of honor to live up to the values he was taught, even if that meant fighting a battle over a pig. Given only 68 men Pickett stood up against the British forc e of over 1000. 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