Motivation Employees in Work Organizations

With the onset of global integration and knowledge of economics, the value of human capital is improving and playing a leading role in enterprise. Motivating employees in the workplace becomes an eternal and challenging subject for today's enterprise. This capstone project identifies and illustrates what motivation is, what effectively motivates employees, and how to motivate employees in the workplace. This project not only talks about individuals' motivation but also motivation in groups and specific organizations. The global workforce, as a special group, is also discovered in this project. The project mainly is based on secondary research. The types of sources come from books, journal articles, blogs, periodicals, and other print materials through the Penrose Library and websites (such as Google Scholar). This project is written for the business leaders and human resources professionals, helping them to increase employees' satisfaction and maintaining the valuable employees in their organizations.

In-House Risk

Over the last thirty years or so, as the number of in-house counsel rose and their role increased in scope and prominence, increased attention has been given the various challenges these lawyers face under the ABA Model Rules of Professional Conduct, from figuring out who is the client the in-house lawyer represents, to navigating conflicts of interest, maintaining independence, and engaging in a multijurisdictional practice of law. Less attention, to date, has been given to business risk assessment, perhaps in part because that function appears to be part of in-house counsel’s role as a business person rather than as a lawyer. Overlooking the role of in-house counsel in assessing risk, however, is a risky proposition, because risk assessment constitutes for some in-house counsel a significant aspect of their role, a role that in turn informs and shapes how in-house counsel perform other more overtly legal tasks. For example, wearing her hat as General Counsel, a lawyer for the entity-client may opine and explain issues of compliance with the law. Wearing her hat as the Chief Legal Officer, however, the same lawyer may now be called upon as a member of business management to participate in the decision whether to comply with the law. After outlining some of the traditional challenges faced by in-house counsel under the Rules, this short essay explores risk assessment by in-house counsel and its impact on their role and function under the Rules. It argues that the key to in-house lawyers’ successful navigation of multiple roles, and, in particular, to their effective assessment of business risk is keen awareness of the various hats they are called upon to wear. Navigating these various roles may not be easy for lawyers, whose training and habits of mind often teach them to zoom in on legal risks to the exclusion of business risks. Indeed, law schools continue to teach law students “to think like a lawyer” and law firms, the historical breeding grounds for in-house counsel positions, in a world of increased specialization master the narrower contemplation of legal questions. Yet the present and future of in-house counsel practice demand of its practitioners the careful and gradual coming to terms, buildup and mastery of business risk analysis skills, alongside the cultivation of traditional legal risk analysis tools.

Effective Performance Evaluations For Generation X and Generation Y Employees

This Capstone focuses on the overview of generic performance evaluation process, characteristics of Generation X and Y employees in a workplace, first and second-hand research in the area of Effective Performance Evaluations for Generation X and Y employees, and recommends different approaches to performance evaluations for Generation X and Y employees to increase its effectiveness.

A Sound Investment for Employees and Their Employers: Retirement Planning, Reinvented

Offering competitive health and wellness benefit programs is ever challenging for companies, as industry leaders continually devise ways to innovate and deliver high-value programs to attract and retain employees. Financial stability is a form of wellness, and yet companies offer limited finance-related benefit offerings. Employees are commonly given access to retirement savings plans and college savings plans, and yet employers do not typically incorporate educational components into benefit programs. Research presented in this paper examines the financial issues impacting the lives of young workers in the United States and makes the case for a new recruitment and retention tool: a dynamic, practical benefit program designed to engage employees in their financial planning early and empower them to make informed decisions.