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k Taylor, 1964), suggested that money is the primary motivator as workers would be motivated by obtaining the highest possible wages through working in the most efficient manner, based on the assumption that all people are rational, and that they are driven by the need for financial rewards and not interest in the actual work.

(Abraham Maslow,1942), in contrast with Taylor's view, suggested that the needs of employees can be classified in a hierarchy, represented on a pyramid with the more basic psychological needs lying at the base and each higher level consisting of a particular class of needs. According to Maslow, employees are motivated based on the level of their needs. Whilst this view has an uncomplicated appeal because its message is clear, others claim that it ignores the capacity of people and those around them to construct their own perceptions of needs and how they can be met (Arnold et al., 1998) Vroom (1964) expectancy theory states that motivation should be based on employees' performance-outcome expectancy. This means that employees' performance depends on what they expect to get for their efforts.

2.3.4 Training and development

Staff training and development should be an important activity in any organisation. In this regard, Oakland and Oakland (2002) stressed that training and development of people at work should be recognized as an important part of human resource management. During the 1980s, major changes in many organizations resulted in increasing workloads brought about by the introduction of new technology and wider ranges of tasks. 

All of this required the provision of training. During the 1990s, initiatives such as TQM, ISO 9000, investors in people and benchmarking, and self-assessment using models such as among others, the BEM (British Excellence Models), further highlighted the need to train employees (DeToro and McCabe, 1997; Marchington and Wilkinson, 1997 - in Oakland and Oakland: 2002). Typically, training strategies in organisations require managers to:

Play an active role in training delivery (cascade training) and support (including quality tools and techniques);

Receive training and development based on personal development plans (PDPs). These plans can be very useful in closing the skill gaps in performance management;

Fund training and improvement activities to allow autonomy at 'local' levels for short pay-back investments; and

Co-ordinate discussions and peer assessment to develop tailored training plans for individuals.

What is particularly noteworthy about the training activities is that they are almost identical to those processes and activities commonly found in the management literature on the theory of training.

2.3.5 Effective communication

Communication is in essence the lifeblood of any organisation striving for 'world-class' status. It should permeate any situation or system operating in the organisation and where people are involved. Oakland and Oakland (2002:779) stated that: "It is an important facet of people management – be it communication of organisation goals, vision strategy, business policies or communication of facts, 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。