Toyota Marketing Strategy Marketing Essay

Toyota Marketing Strategy Marketing Essay Toyota Motor Corporation Profile According to Toyota Global (2015) Toyota is a worldwide Japanese automotive corporation headquartered in Aichi, Japan. Toyota was founded in August 28 1937 by founder Kiichiro Toyoda. Marketing Strategy Fifield (2012) claims there are countless meanings for the term Marketing Strategy. Fifield (2012) accumulates and provides a number of meanings from various authors for the term Marketing Strategy. But the most captivating definition from Fifields (2012) research was from an author named Craven. Fifield (2012, p.xxiv) quotes Cravens definition of a marketing strategy in which he defines it as a process that involves strategically analysing environmental, competitive as well as business factors that affect business units and forecasting future trends in business areas of interest to the company. Penetration Pricing Marketing Strategy A marketing strategy currently used by Toyota is a strategy called penetration pricing (See Appendix A). Ferrell and Hartline (2010) reveal that the purpose of the penetration pricing marketing strategy is to maximise sales and to attain widespread market share within the market a company is competing in. Ferrell and Hartline (2010)also bring to light that the penetration pricing marketing strategy has the objective of capturing a large market share rapidly by setting low prices for products that a company sells. Furthermore Ferrell and Hartline (2010) claim that penetration pricing is best executed when consumers are sensitive towards the price of the product. Harrison and John (2013) highlight Toyotas usage of the penetration pricing marketing strategy which states that Toyota sell their cars in the low end of the price spectrum. This strategy caters to the price sensitive consumers. Whats more Wood (2007) exemplifies Toyotas use of the penetration pricing marketing strategy when Toyota introduced their Yaris Subcompact car production to the Europe market. Wood (2007) highlights that Toyotas usage of the penetration pricing marketing strategy for their Yaris car production enabled the corporation to compete with other well-known automotive companies such as Ford, Volkswagen, Renault and Vauxhall. Guerrilla Marketing Strategy Another marketing strategy used by Toyota is a marketing strategy called the guerrilla strategy (See Appendix B). Boone and Kurtz (2014) inform that guerrilla marketing involves companies using unconventional techniques to attract consumer attention. Boone and Kurtz (2014) also regard the guerrilla marketing strategy as a fairly new marketing technique, in addition Boone and Kurtz (2014) reveal that the strategy is normally used by companies that do not have financial resources for other well-known or more effective marketing strategies. What is more Boone and Kurtz (2014) bring forward that established companies such as Toyota and Pepsi also employ the guerrilla marketing strategy even though such companies have the financial capacity to implement more effective marketing strategies. Boyles (2008) acknowledges Toyotas incorporation of the guerrilla marketing strategy which outlines that Toyotas main reason for using the guerrilla marketing strategy is to attract the younger crowd i.e. young adults. Boyles (2008) also points out that companies such as Toyota conduct this strategy by placing advertisements on objects that are used everyday e.g. food or drink packaging. What is more Boyles (2008) goes further by revealing that companies such as Toyota use alternative methods for the guerrilla marketing strategy such as placing advertisements in locations where people commute frequently. Social Media Marketing Strategy A further strategy currently used by Toyota is the social media marketing strategy (See Appendix C). Marketing via use of social media is considered a contemporary strategy in the marketing world and is also considered a very effective marketing strategy. Many companies in this day age are now taking advantage of the social media marketing strategy such as Toyota. Zarrella (2009) notifies that social media marketing involves the usage of web technologies. Zarella (2009) also points out that social media web technologies include activities such as blogging, social networks (such as Facebook and LinkedIn) and media sharing sites (such as Flickr and YouTube). Tybout and Calde, (2010) present a detailed example of Toyotas usage of the social media marketing strategy. Tybout and Calde (2010) exemplify Toyotas usage of the social media strategy marketing by unveiling Toyotas affiliation with a company called iCrossing. Tybout and Calde (2010) go further by acknowledging iCrossings role in building awareness of Toyotas IQ city car which was released by Toyota in 2008. Tybout and Calde, (2010) declare that iCrossing is a UK based company who specialise in digital marketing. Additionally Tybout and Calde, (2010) mention that iCrossing helped to promote Toyotas IQ car model via the use of a campaign called the The Hypermiling Campaign. Hypermiler (2015) is an online community that focuses on providing fuel saving advice. iCrossings assistance in promoting the IQ car production helped Toyota to generate positive anticipation amongst the communitys online users. Tybout and Calde, (2010) continue by talking about Toyotas IQ blogging site which was created specifically for the IQ car production. Tybout and Calde, (2010) carry on by disclosing Toyotas increase in traffic on their blogging site which increased by more than 212 percent as a result of their affiliation with iCrossing. Tybout and Calde, (2010) lecture on how the social media marketing strategy has enabled Toyota to reach new audiences through the use of alternative social media marketing techniques such as blog posting, Flickr and Twitter. Tybout and Calde, (2010) conclude by addressing an additional technique used by Toyota in the social media realm which is the integration of their online newsroom with social media outlets such as YouTube, Flickr and Twitter. The result of this marketing technique integration has allowed the web community to access Toyotas images, videos, activities and anything else associated with Toyota. Trade Show Marketing Strategy The last strategy used by Toyota is trade show marketing strategy (See Appendix D). This marketing strategy is used by many well-known automotive companies within the car industry. Trade show marketing involves companies exhibiting their new product(s) or service(s). Sà ¶ilen (2013) describes trade show marketing as person to person, information exchange and selling. Sà ¶ilen (2013) proceeds by stating that trade shows involve the gathering and distribution of information. Toyota uses this particular strategy to exhibit new car productions. An example of Toyotas trade show marketing strategy is their collaboration with a German company called B+s exhibitions. B+s exhibitions (2015) illustrate the partnership between the two companies where they present galleries as well as video footage of Toyotas trade shows. Toyota and b+s exhibitions have worked together since the early 1980s. B+s exhibitions are a company who have been specialising in trade shows for over 40 years where one of their primary focuses is trade show marketing for top automotive companies all around the world. Recommendations to Improve Toyotas Marketing Strategies Penetration Pricing Marketing Strategy Improvement Based on the findings, Toyota could improve their penetration pricing marketing strategy by initially selling their cars at a low price then slowly increasing their prices once they have established a strong clientele on any new production they release. As mentioned earlier companies use the penetration strategy to attain widespread market share within the market they are competing in. What this means is companies such as Toyota using the penetration pricing strategy are trying to build a strong clientele which Toyota achieved many times over the years with the various car productions they have released. Holden and Burton (2010) address this issue in which they write about the problems that can arise from the penetration pricing strategy. First Holden and Burton (2010) tackle the issue of customers who come to companies such as Toyota based on price where they highlight such customers as being the first to leave once another competitor enters the market. What is more Holden and Burton (2010) state that competing with competitors based on price is the least sustainable competitive advantage strategy to have. Even though Toyota has been one of the worlds leading automotive competitors for many years it is imperative to take such precautions into consideration for the reason that they could sooner or later find themselves in such a situation. The tactic of starting off with low price then slowing increasing the price could help sustain the companys competitive advantage years down the line. Guerrilla Marketing Strategy Improvement Toyota could improve their guerrilla marketing strategy by integrating their guerrilla marketing strategy with their social media marketing strategy. Levinson and Gibson (2010) speak about the effectiveness of combining the two marketing strategies. Levinson and Gibson (2010) delve into how guerrilla marketing strategy is able operate alongside the social media marketing strategy by noting the cost aspect of combining the two marketing strategies. They reveal that creating a social media platform requires zero fees. Levinson and Gibson (2010) carry on by discussing that all guerrilla marketers should take advantage of this idea as it gives guerrilla marketers such as Toyota the opportunity to maximise their brand to a wider audience. Social Media Marketing Strategy Improvement Based on the findings Toyota has already constructed a solid social media marketing strategy. However Toyota could improve their social media marketing strategy as a way to study their competitors. West, Ford and Ibrahim (2015) bring to light how the social media marketing strategy can useful weapon when analysing your competition. West, Ford and Ibrahim (2015) provide an insight on how the social media strategy is a contemporary tool for monitoring and gathering information about competitors within your market segments. Moreover West, Ford and Ibrahim (2015) go further by making a note of the type of information that can be gathered about competitors where information can include competitor brands, strengths, weaknesses and strategic decisions. Additionally West, Ford and Ibrahim (2015) present an extra commodity where they state corporations such as Toyota can employ specialist firms to analyse competitors on their behalf. Having access to such information would provide Toyota with ammunition which they can then use to get a better understanding of the market they are competing in. Trade Show Marketing Strategy improvement Toyota could improve their trade show marketing strategy by integrating their trade show and social media strategies together. Executing their social media strategy before and during their trade shows would help Toyota to improve traffic and awareness of their trade shows. Stratten and Kramer (2012) bring to attention that social media is one of the best ways to increase traffic at a trade shows. This can be done is by engaging in social media before and during the event. Stratten and Kramer (2012) offer an example of this tactic by saying that users of the trade show marketing strategy could use a social media outlet such as Twitter for their trade shows by using the hashtag tool. According to Chen et al. (2014) the hashtag tool is a feature on social media that is used to identify messages by topic. Stratten and Kramer (2012) continue by explaining that the use of hashtags enable the hosts of trade shows to see what people are saying about their conferences. This tactic can be carried out days or weeks before the event. Conclusion Research has revealed how instrumental marketing strategies can be to a companys success. Additionally the report has shown how various marketing strategies play different roles to elicit varied results. Research has also illustrated how marketing strategies can be the catalyst to a companys longevity and possess the power to separate successful companies from unsuccessful companies. What is more from research conducted it can be seen that even established companies such as Toyota still have room for improvement as development is a never ending process. Overall the report has helped to discover how Toyota has attained their current status within the automotive market. Toyota is good example of a company that executes effective marketing strategies. The marketing strategies outlined in the report have helped to expose how Toyota has had such a strong force in the automotive market over the years. References Boone, L. and Kurtz, D. (2014). Contemporary Marketing. ArkansasBoyles, D. (2008). The Corporate Assault on Youth. New York: Peter Lang B+s exhibitions (2015). b+s exhibitions GmbH |. [online] Available at:  http://wordpress.bs-exhibitions.de/?lang=en Chen, Y., Balke, W., Xu, J., Xu, W., Jin, P., Lin, X., Tang, T. and Hwang, E. (2014). Web-age information management. Macau: Springer. Ferrell, O. and Hartline, M. (2010). Marketing Strategy. 6th ed. Erin Joyne. Fifield, P. (2012). Marketing Strategy. 2nd ed. The Chartered Institute of Marketing Harrison, J. and St. John, C. (2013). Foundations in strategic management. Mason, Ohio: Thomson/South-Western. olden, R. and Burton, M. (2010). Pricing with Confidence. Somerset: Wiley. Hypermiler (2015). Hypermiler.co.uk, Hypermiling News, Techniques Tips. [online] Available at:  http://www.hypermiler.co.uk/ Levinson, J. and Gibson, S. (2010). Guerrilla Marketing for Social Media: 100+ Weapons to Grown Your Online Influence, Attract Customers and Drive Profits. Entrepreneur Press. Solberg SÃÆ' ¸ilen, K. (2013). Exhibit marketing and trade show intelligence. Berlin: Springer. Stratten, S. and Kramer, A. (2012). UnMarketing. Hoboken, N.J.: Wiley. Toyota Global (2015). Toyota Global Site | Overview. [online] Available at:  http://www.toyota-global.com/company/profile/overview/ Tybout, A. and Calder, B. (2010). Kellogg on Marketing. 2nd ed. Illinois. West, D., Ford, J. and Ibrahim, E. (2015). Strategic marketing. Oxford: Oxford University Press. Wood, M. (2007). Essential guide to marketing planning. Harlow: Financial Times Prentice Hall. Zarrella, D. (2015). The Social Media Marketing Book. Sebastopol: OReilly Media. Bibliography Conway, A. (2015). Beijing Auto Trade Show Toyota Unveil its new Concept. [online] Auto-Types.com. Available at:  http://www.auto-types.com/autonews/beijing-auto-trade-show-toyota-unveil-its-new-concept-8598.html Global, T. (2015). Toyota Global. [online] YouTube. Available at:  https://www.youtube.com/user/TOYOTAglobal Lum, R. (2012). Toyota: Protect Whats Behind You. [online] Creative Guerrilla Marketing. Available at:  http://www.creativeguerrillamarketing.com/guerrilla-marketing/toyota-protect-whats-behind-you/ Seymour, R., Haddon, E. and Brownlee, S. (2012). Hot looks and Cool Connections with New Toyota Aygo Fire and Ice UK Media Site. [online] Media.toyota.co.uk. Available at:  http://media.toyota.co.uk/2012/02/hot-looks-and-cool-connections-with-new-toyota-aygo-fire-and-ice/ Appendix A: Penetration Pricing Marketing Strategy Example Sourced from Toyota UK Media, 2012 Appendix B: Guerrilla Marketing Strategy Example   Sourced from Creative Guerrilla Marketing, 2012 Appendix C: Social Media Marketing Strategy Example   Sourced from YouTube, 2015 Appendix D: Trade Show Marketing Strategy Example   Sourced from Auto Types, 2015

Tom Clancy Essay -- Essays Papers

Tom Clancy When choosing an author for my paper, I chose international suspense because I am very interested in foreign relations and the technology of modern day war. I have read stories by Edgar Allen Poe, with suspense and vivid imagery, which reminded me of Clancy's work. I decided to choose Tom Clancy because of his talent to weave such realistic tales of international suspense. Clancy creates the scenes in his books with such detail, it makes the reader feel like he/she is there. My first choice for this paper was Dr. Suess, but because he has passed away, I had to keep looking. I knew very little information about my author before writing this paper. I had read two of his books, but had no real knowledge of his personal life or past history. Tom Clancy, a successful American author of international suspense, has captured his love of military and technology and profitably employed it in the books he writes. The life of Thomas L. Clancy Jr. started like any other, but changed with the success of his work. He was born the year 1947, in the City of Baltimore, Maryland. His father was a postal carrier and also a store credit employer (Speace 98). Clancy spent his life educated in only Catholic schools. Because of this Clancy says, "I was never swept up in the drugs or music"(Cohen 2). He attended Loyola College in Baltimore Maryland, and earned a degree in English (Speace 98). At that time, Clancy then tried to enlist in the army. He was excused though, because of a case of myopia. "I thought I would have made a good tank commander"(Speace 99) , said Clancy, whose childhood dreams had been broken when he was kept from entering into the military. He then took on a career as an insurance agent in Baltimore Maryland, and kept that job until around 1973 (Speace 98). He then became a business owner from 1973 to the year 1980. In 1969, Clancy married a woman named Wanda Thomas, who was an eye surgeon and an insurance agency manager (Speace 98). They had four children, Michelle, Christine, Tom, and Kathleen, and a dog named Freddie (Cohen 115). They lived on 400 wooded acres in Maryland, along the shores of the Chesapeake Bay. Standing on the front lawn is a tank, given to him as a gift by his wife at the time (Schindehette 114). On the property there are also two tennis courts, two basketball courts, a full length football field and... ... go of your dreams when there are obstacles in the way. Works Cited Speace, Geri. NewsMakers. 1998 vol. New York, 1998. Cohen, Rich. "Master of War" Rolling Stone December 1994:114 Greenberg, Martin H. The Tom Clancy Companion. New York: Berkley Books, 1992. http://www.RedStorm Entertainment.com RedStorm Entertainment, 1999. Cerasini, Marc A. Tom Clancy's Fiction: The Birth of a Techno Thriller. New York: Berkley Books, 1991. Zaleski, Jeff. "The Hunt for Tom Clancy". Publishers Weekly 15 July 1998 Schindehette, Susan. "Storm Rising". People Magazine 15 June 1998: 141 Clancy, Tom. Op Center. New York: Berkley Publishing Corp., 1995 Clancy, Tom. Sum of All Fears. New York: Berkley Publishing Corp., 1992 Clancy, Tom. Red Storm Rising. New York: Putnam Books, 1986 Hitbrand, David. "Tom Clancy's Op Center". People Magazine 27 February 1995:12 "There's No Pot of Gold at the End of Clancy's ‘Rainbow Six'". The Washington Post 7 September 1998, Final ed Zinsser, John. "Clear and Present Sounds". Publishers Weekly 3 July 1998: pages N/A Maryles, Daisy. "Clancy's Latest Victory". Publishers Weekly 17 August 1998: pages N/A

Why should women become priests? :: Essays Papers

Why should women become priests? Catholic Churches today and in the past 40 years or so have been starting to ordain women as priests. Most people think this is completely sacrilegious and revolting against the church. But, women do not want to become priests because they are angry, or because they want to win, or because they want to trample men’s feelings, but because they are searching for the truth about themselves as women, and so they can relate more to God. Let me explain. First, let me begin with feminism. Feminism is the belief that women and men are equal in dignity as human beings. Most people would agree that equal dignity, at times, has been denied for women. This changes attitudes, concepts, and structures to reveal this equality. Also, feminism is not just a call for women to have an equal place in the current system of the Church, but rather it challenges people to rethink the system itself in the light of women’s experience. Women do not want merely equal access to priesthood in the Church, they want to remake it (Bielgrien 13). Women continue to strive for equal status in the church. They are beginning to oppose more and more of the Church’s teaching. Feminists are now opposing the idea that humans have a â€Å"dual anthropology.† The Church supports this philosophy and explains that â€Å"women’s human nature is naturally different from men’s human nature† (Bielgrien 13). Arguments against the ordination of women imply this nature, in which sexual differentiation is seen as an essential element and therefore part of the divine plan that God wants. The dual nature of men and women is the ordaining principle for complementary roles, functions, and activities of women and men† (Bielgrien 13-15). However, women who are in favor of ordaining women priests say there is a â€Å"one-nature anthropology.† This philosophy claims that â€Å"there is no preordained role or function, beyond the biological, for either men or women since the appropriate activities of the individual are extrapolated from spiritual and personal characteristics† (Bielgrien 16).

Drugs -Tolerance, Dependence, Addiction and Treatment Essay

There can be a great deal of confusion surrounding the words addiction, physical dependence, and tolerance. People will use these words as if they are referring to the exact thing, but there is a significant difference between them . Misunderstandings about these terms can not only be confusing for the general public but also many in the medical profession. One of the main culprits blamed for this confusion is the fact that the Diagnostic and Statistical Manual of Mental Disorders has chosen to use the word dependency instead of the word addiction and people assume this to mean physical dependency. Drug tolerance is commonly encountered in pharmacology, when a subject’s reaction to a specific drug and concentration of the drug is progressively reduced, requiring an increase in concentration to achieve the desired effect. Drug tolerance can involve both psychological drug tolerance and physiological factors. The following are characteristics of drug tolerance: it is reversible, the rate depends on the particular drug, dosage and frequency of use, differential development occurs for different effects of the same drug. Physiological tolerance also occurs when an organism builds up a resistance to the effects of a substance after repeated exposure Drug dependence is that it is a condition resulting from the prolonged and usually intense consumption of a drug or drugs which has resulted in psychological and/or physiological dependence on drug consumption. This dependence causes significant problems in one or more areas of the person’s life.Humans adapt so well to having these substances in their system that they suffer negative consequences if the drug is stopped abruptly – these are referred to as withdrawal symptoms. Addiction is a complex disorder characterized by compulsive drug use. While each drug produces different physical effects, all abused substances share one thing in common: repeated use can alter the way the brain looks and functions. Drug addiction is a dependence on an illegal drug or a medication. When you’re addicted, you may not be able to control your drug use and you may continue using the drug despite the harm it causes. Drug addiction can cause an intense craving for the drug. You may want to quit, but most people find they can’t do it on their own.What many people do not know trying a drug for the first time is that it can make you addicted after the first time you use it. People thi nk to themselves, â€Å"I won’t be that person who gets all messed up on drugs†,  they try it, and their hooked. Drug addiction is a serious problem we are facing in our culture today. There are many forms of evidence-based behavioral treatments for substance abuse. Some of the most strongly supported include: Cognitive-behavioral therapy. CBT can help addicted patients overcome substance abuse by teaching them to recognize and avoid destructive thoughts and behaviors. A cognitive-behavioral therapist can, for example, teach a patient to recognize the triggers that cause his or her craving for drugs, alcohol or nicotine, then avoid or manage those triggers. Motivational interviewing. This therapy technique involves structured conversations that help patients increase their motivation to overcome substance abuse by, for example, helping them recognize the difference between how they are living right now and how they wish to live in the future. Contingency management. Using this method, addiction counselors provide tangible incentives to encourage patients to stay off drugs. Those rewards might include offering cash, clinical privileges, work at a steady wage or even restaurant vouchers for each clean drug test. Although these rewards might seem small in comparison with the force of addiction, studies have found that carefully structured contingency management programs can help people stay clean. These behavioral treatments can sometimes be particularly effective when combined with pharmaceutical treatments that either mimic the effects of the drug in a controlled way (such as methadone and buprenorphine for opiate addiction or nicotine chewing gum for cigarette addiction) or reduce or eliminate the â€Å"high† the user gets from the drug (such as naltrexone for opiate or alcohol addiction). Drug abuse is an increasing epidemic in today’s society. There are so many types of drugs being abused today, both legal and illegal. These drugs affect the human body in many different ways. Drug abuse can lead to addiction. Drug addiction involves the repeated and excessive use of a drug to produce pleasure or escape reality despite its destructive effects. Some medications used to treat pain can be addictive. Addiction is different from physical dependence or tolerance, however. In cases of physical dependence, withdrawal symptoms occur when a substance suddenly is stopped. Tolerance occurs when the initial dose of a substance loses its effectiveness over time. Addiction is a psychological and behavioral response that develops in  some people with the use of narcotic pain medicines. People who take a class of drugs called opioids for a long period of time may develop tolerance and even physical dependence. This does not mean, however, that a person is addicted. In general, addiction occurs in only a small percentage of people when narcotics are used under proper medical supervision. The use of and abuse of illegal and prescription drugs are affecting our health, our society, and creating law enforcement problems all across America. Drug usage is destroying the lives and homes of people each and every day. First, it shatters their lives, breaks families up, and takes away peoples hopes and dreams. Once drug addiction begins, an individual’s problems doesn’t go away, it causes their mental state as well as physical ability to continue to diminish from the immediate and long-term adverse effects from the drugs. They think while they are high that their problems are gone but when they come down from the high they realize the problems are still there. Old saying goes: ‘Once an addict, always an addict’. This is often stated by drug users themselves, and it may be more relevant than it sounds. Like ‘recovering’ or ‘ex’-alcoholics, many dry alcoholics still state that they are alcoholic until the day they die. It is true that heroin addicts who have not used the drug for a number of years are still at risk of returning to drug use should certain circumstances arise. This may mean easy availability of the drug or painful life situations, or both. Throughout history there have been waves of drug and alcohol use. When new drugs are introduced into naive populations, there is a sudden rush of enthusiasm, followed by a learning process as the drug is assimilated by the community. However, the menace of drugs can be fought.Education is the first battle. Children need to be told at home and in school about drugs. People need to be aware of the effects so that they can make avoid this problem A second approach is to increase police manpower and powers to stop dealers and to enforce the law. However the main target should be the user. Families and counselor s need to talk to children and people at risk. Parents need to look at their children and help them to become responsible. Jobs are needed to give people a role in society.

Personalized Nutrition And Exercise Plan Essay

For as long as I can remember, I have always had some sort of struggle with my weight. When I was younger, I was a top ranked gymnast and it was extremely important for me to maintain a low, yet healthy weight. I managed to be successful with that for years up until the time that I got severely injured ultimately forcing me to quit competing. Upon quitting gymnastics, I hit puberty, my body drastically changed, and access weight has been an issue ever since. The birth of my two children has not helped my struggle with weight as I had gained 40 pounds with each pregnancy. As you can see, my outstanding weight issue is what will be discussed in this paper. Up until now my diet has consisted of whatever and how much of whatever I chose to eat. I have never paid attention to calories, nutritional facts, or the size of portions. I have always just eaten what I wanted to eat until I had felt like I had had enough. Although I struggle with my weight, I have never been considered â€Å"fat† by those around me. My height is 5 feet 4 inches and my weight is 175 pounds. When I enter this information into a BMI calculator it gives me the body mass index of 30 which is considered moderately obese. Just hearing the word obese gives me a horrible feeling and makes me want to cry. I have never considered myself obese. However, at the same time I am constantly disgusted with my body. Throughout my journey through this class I have been able to think of many goals to set for myself to allow me to be healthier. First, I will start with my nutritional goals. The first nutritional goal I will talk about is my daily caloric intake. From now on, I plan to limit my daily calories to 1200 making sure I do not fall below the 1200 count. I realize how important it is to consume at least 1200 calories a day; falling below the 1200 calorie count can lead to dangerous, unhealthy weight loss as well as poor nutrition. My second nutritional goal is to pay attention to the percentages of each thing I am supposed to include in my diet such as protein, fiber, vitamins, and so on. For example, I want to make sure I consume the recommended 45 grams of protein and be careful that I do not exceed this amount. Staying within my recommended nutritional needs is important for a successful weight loss. Next, I will move on to the goals I have set for myself when it comes to exercise. As mentioned in a previous assignment, I usually try to take Zumba classes twice a week, Tuesdays and Thursdays. These classes are a minimum of an hour in length. I have talked to my instructor and found out that Zumba burns a minimum of 500 calories an hour for the weight range that I am currently in. Burning 500 calories in an hour is amazing and definitely helpful when it comes to losing unwanted weight. I plan to stick with my two Zumba classes a week. My second exercise goal is to spend 30 minutes each morning, just after waking, doing some sit-ups, push-ups, and crunches. My husband, who is a huge health and workout fanatic, has informed me that doing a short workout first thing in the morning helps kick up your metabolism. Lastly, the most important goal I could possibly set for myself would be to increase my water consumption. I have never been a fan of water because I have always thought of it as something will a dull taste. There are weeks when I can go without drinking any water. It seems as though I get my hydration from foods, some juice, but mostly soda pop. Soda pop is, by far, my worst addiction. Every time that I eat I feel as though I need to drink a pop with my food. I plan on eliminating pop from my diet and replacing it with water. Certain actions will be required to ensure I reach my goals. I will start planning out meals and making sure they have the appropriate amount of calories needed. When it comes to shopping for groceries and ingredients, I will take the extra time needed to carefully organize a shopping list that way I can avoid buying compulsively. This will make it easier to not only eat healthier, but buy healthier so that I do not have any high calorie, diet blowing snacks hidden in the house. With any goals that you set in life there will always be times when you run into complications. When it comes to my exercising goals I feel as though my family and children may complicate some of my plans. I cannot necessarily attend a Zumba class while my husband is at work and a sitter cannot be found. There may also be times when we are on the run and healthy food just is not an option at the time. Holiday meals are also a time when my caloric intake may be higher than normal. I just have to realize that even if I do mess up every now, or choose to splurge, I must continue on and not give up or lose motivation to complete my goals. In order to determine whether or not I succeed with my goals I will need ways to measure the success. I will start out by taking measurements of my body including areas like my waist, hips, thighs, arms, and chest. Even though I may not see a huge difference on the scale the inch measurements taken will be the deciding factor. I will also plan to include my husband and family in my goals so that they are informed about them and can help aid me in the journey of completing them. If friends and family know it will make it easier to stay motivated. Failure to truly commit myself to this plan can lead to morbid obesity. There are so many health risks that include heart disease, stroke, high blood pressure, diabetes, cancer, gallbladder disease, gallstones, osteoarthritis, gout, and breathing problems such as sleep apnea and asthma. Staying healthy is so important to me now more than ever. I want to live long healthy lives and be able to watch my children grow up, graduate, get married, and have my grandchildren. Obesity is such a serious problem and surprisingly it affects over 34% of American adults (Hellmich, 2010). That number is astonishing to me! I feel as though this plan will work out great for personal weight loss. Experts have spoken about how weight can be loss with simply dieting, however, they have also pointed out the dieting accompanied with exercise will increase your results (â€Å"Exercise and Weight Loss,† n.d.). By decreasing my caloric intake and increasing the amount of physical activity I can be sure that I will shed some, if not all, of the unwanted pounds, not to mention, live a healthier life. With some exercise and diet plans changing circumstances can force you to make alterations to your plan. Many people may include physical activity that can only take place outdoors; however, I have set goals that can be performed either inside or outside all year long. The changing seasons will not have an effect on the diet and exercise plan I have laid out for myself. The only circumstance that may slightly affect my diet and exercise plan would be pregnancy. My husband and I have discussed the possibility of having another child sometime within the next two years. If pregnancy does arise then I will have to make alterations to my plan such as adding 300 calories to my diet a day as well as avoid doing sit ups because of the possible damaging effects to the abdomen. I can, however, still participate in my Zumba classes which will be an outstanding exercise. In conclusion, as outlined above, I have set forth an easy yet effective nutritional and exercise plan. I truly believe that if I alter my diet to eating the recommended 1200 calories a day and increase my physical activity I will be successful in my weight loss. It is important for me to keep in mind that the 1200 calories should consist of healthy foods not exceeding my recommended protein, fat, and other intakes. I have my heart set on losing weight and finding a healthier me and with this mindset I know I can succeed! References BMI Calculator Plus: Personalized BMI for Your Body Type and Metabolism. (2008, November 26). WebMD – Better Information. Better Health. Retrieved May 12, 2011, from http://www.webmd.com/diet/calc-bmi-plus Exercise and Weight Loss. (n.d.). WebMD – Better Information. Better Health. Retrieved May 12, 2011, from http://www.webmd.com/diet/exercise-weight-control Hellmich, N. (2010, January 13). U.S. obesity rate leveling off, at about one-third of adults – USATODAY.com. News, Travel, Weather, Entertainment, Sports, Technology, U.S. & World – USATODAY.com. Retrieved May 12, 2011, from http://www.usatoday.com/news/health/weightloss/2010-01-13-obesity-rates_N.htm Obesity, Cholesterol, and Heart Disease – Weighing Your Risks. (n.d.). Retrieved May 12, 2011, from http://www.webmd.com/cholesterol-management/obesity-health-risks

Crisis intervention theory Essay

The crisis intervention theory was developed by Linder Mann and Gerald Caplan, this theory however was developed by a team of sociologist, social workers, doctors and counselors, the incident that led to the development of this theory was the coconut clove fire where 493 people perished in a night club in the US. The behavior and thought of people in crises change, they are usually confused, agitated in that they are easily angered, they feel helpless, they feel helpless and headaches. However the two scholars identified two types of crisis situations Developmental crisis- in this type of crises the situation is predictable example old age crisis. Situational crisis- this type of crisis is unpredictable and unexpected example natural disasters, fatal illnesses and rape. Techniques of crisis intervention according to this theory – Assessing the events that triggered the crisis. – Assessing the coping strength of the client under normal circumstances. – The human service worker should focus on the target area and give hope to a client. – The worker should have a plan of action with well planed specific tasks. – The worker should always keep the client in touch with reality and avoid asking question that may hinder the thinking of the client. – The worker should concentrate on obtaining the missing information and concentrate on the present situation and not much on the past. How this helps solve the client’s problem – This intervention strategy helps to give hope and encouragement to the client to coupe with the crisis. – It also helps to build the confidence of the person in crisis. – By concentrating on a specific task the client changes the way of thinking, feelings and actions. – The model emphasizes that the termination of the services should be done until the client overcomes the crisis. Contribution to crisis intervention This theory has contributed to crisis intervention strategies in that it emphasis that when dealing with a client it does not necessarily mean that the mechanisms that worked in the past can be used in the present situation. The theory also states that it is not easy to point out people with crises because people interpret crisis differently but the theory states that people make comments such as they cannot cope, they feel helpless and that they are failures, however this theory has contributed to crisis intervention in that it emphasis putting the needs of the clients first. Reference: Albert R. Roberts (2005) Crisis Intervention Handbook: assessment, treatment and research, Oxford University Press, Oxford.

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. 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